Military reference books and manuals (2009-2023, Volume 6) - page 32
STP 41-38B14-SM-TG
Performance Steps
6. Write the command and signal paragraph and label it paragraph 5.
a. Write the command subparagraph.
(1) Provide the current locations of each command post and at least one future location of
each using MGRS coordinate.
(2) Identify the chain of command if not identified in the unit SOP or if the chain of command
is changed for this order.
b. Write the signal subparagraph.
(1) List signal instruction not specified in unit SOPs.
(2) Identify the specific signal operating instructions in effect.
(3) Identify required reports, formats and times of submission.
7. Complete the administrative footer data portions of the OPLAN/OPORD.
a. Write the acknowledge statement.
(1) Place “Acknowledge:” aligned to the left.
(2) Provide instructions for the acknowledgement of the plan or order by addressees.
b. Place the commander’s last name aligned to the right.
c. Place the commander’s rank aligned to the left and one line down from the commander’s
name.
d. Acquire the commander’s or authorized representative’s signature on the original copy.
(1) Add the phrase “For the Commander” if the authorized representative signs the order.
(2) File and safeguard the signed copy as an historical record.
e. Place the phrase “OFFICIAL:” aligned to the left and two lines down from the commander’s
rank.
f. Provide authentication information if the commander does not sign the original.
(1) Provide the authenticator’s name aligned to the left on the next line.
(2) Provide the authenticators position aligned to he left on the next line.
g. Provide the cross-referenced list of annexes.
(1) Place the phrase “ANNEXES:” two lines down.
(2) List the annexes including required appendices and tabs by letter and title aligned to left.
(a) Annex A (Task Organization).
(b) Annex B (Intelligence).
(c) Annex C (Operation Overlay).
(d) Annex D (Fire Support).
(e) Annex E (Rules of Engagement).
(f) Annex F (Engineer).
(g) Annex G (Air and Missile Defense).
(h) Annex H (Command, Control, Communication, and Computer Operations).
(i) Annex I (Service Support).
(j) Annex J (Chemical, Biological, Radiological, Nuclear, and High-Yield Explosives
Operations).
(k) Annex K (Provost Marshal).
(l) Annex L (Intelligence, Surveillance, and Reconnaissance Operations).
(m) Annex M (Rear Area and Base Security).
(n) Annex N (Space).
(o) Annex O (Army Airspace Command and Control).
(p) Annex P (Information Operations).
(q) Annex Q (Civil-Military Operations).
(r) Annex R (Public Affairs).
(3) Place the phrase “not used” if an annex is not used.
h. Provide distribution information.
(1) Place the phrase “DISTRIBUTION:” aligned to the left two lines down from the last annex
listed.
(2) Provide distribution copies for action or for information.
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(3) List in detail who will receive a copy of the plan or order.
(a) Refer to an annex containing a distribution list, a standard distribution list, or SOP as
required.
(b) Include any distribution to reinforcing, supporting and adjacent units not normally
included.
(4) Cite the complete distribution list when the distribution includes a unit from another nation
or from a North Atlantic Treaty Organization command.
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. Completed the administrative header data portions of the OPLAN/OPORD.
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——
2. Wrote the situation paragraph.
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——
3. Wrote the mission paragraph.
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——
4. Wrote the execution paragraph.
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5. Wrote the service support paragraph.
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6. Wrote the command and signal paragraph.
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——
7. Completed the administrative footer data portions of the OPLAN/OPORD.
——
——
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 1-02
FM 3-05.401
FM 5-0
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Prepare a Civil-Military Operations Estimate
331-38B-4009
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to a civil-military operations cell of
a supported unit headquarters, you are given FM 3-05.40, Civil Affairs Operations; FM 3-05.401, Civil
Affairs Tactics, Techniques, and Procedures; FM 5-0, Army Planning and Orders Production; FM 6-0,
Mission Command: Command and Control of Army Forces; and other pertinent references, military
decisionmaking process (MDMP) planning documents, and assessment data. You are tasked to prepare
a civil-military operations (CMO) estimate. A computer with word processing software is available for use.
Standards: Prepare a CMO running estimate, in accordance with FM 3-05.40, Appendix B.
Performance Steps
1. Complete administrative fields of the CMO running estimate.
a. Provide the proper classification header and footer.
b. List the issuing headquarters.
c. List the place of issue.
d. List the date-time group.
e. List the CMO running estimate number.
f. List references that are used or provide particular CMO information.
(1) Charts.
(2) CMO related documents.
(3) Local command guidance.
(4) Others as applicable.
2. Complete paragraphs 1 and 2 of the CMO running estimate by performing a mission analysis.
a. Analyze the initial CMO mission based on the mission statement from the higher headquarters
commander.
b. Develop a restated CMO mission statement in paragraph 1 of the CMO running estimate that
can best integrate CMO into the overall operation.
c. Identify characteristics of the area of operation (AO) and the civil-military environment that may
influence friendly and enemy operations and annotate them in (paragraph 2a) of the CMO
running estimate.
(1) Describe how the military aspects of weather affect CMO.
(2) Describe how aspects of the terrain affect CMO.
(3) Describe the civil considerations.
(a) Describe the attitude of the population as either cooperative or uncooperative.
(b) Describe the availability of the population as either cooperative or uncooperative as
well as the skill sets and capabilities.
(c) Describe the availability of local material and personnel to support military
operations.
(d) Annotate the number of dislocated civilians (DC) in the area.
(e) Describe the amount and type of war damage suffered by the economy particularly
regarding transportation, public utilities, and communications.
(f) Describe the status and character of the civil government.
(g) State the health of the civilian populace.
(h) Describe the ability of local police, judicial authorities, and correction officials to
maintain public order.
(i) Describe the CMO environment to include area, structures, capabilities,
organizations, people, and events (ASCOPE) if operating at the tactical level.
d. Address enemy capabilities and their ability to influence or affect planned military operations
and CMO in paragraph 2b.
(1) Sabotage.
(2) Espionage.
(3) Subversion.
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(4) Terrorism.
(5) Movement of DC.
e. Address CMO resource capabilities of friendly forces in paragraph 2c.
(1) Current status of CMO resources.
(a) Civil Affairs forces.
(b) Intergovernmental organizations.
(c) Nongovernmental organizations.
(d) Other government agencies.
(e) List CMO assumptions that were developed during mission analysis in paragraph 2d.
3. Identify COAs in paragraph 3 of the CMO running estimate.
a. List COA that was wargamed during the MDMP.
b. List evaluation criteria that were established during COA analysis.
4. Analyze COAs in paragraph 4 of the CMO estimate.
a. Provide a written analysis of the CMO concept of support using the CMO analysis for each
COA in paragraph 4, section (1).
b. Provide a written estimate of the likelihood of accomplishing CMO objectives in the time
available, given friendly CMO capabilities and vulnerabilities versus likely threat COA in
paragraph 4, section (2).
c. Identify any possible unintended consequences of CMO tasks and the impact they could have
on friendly and enemy COA in paragraph 4, section (3).
d. Identify critical subsystems within ASCOPE that should be evaluated within COA analysis to
assess CMO in paragraph 4, section (4).
e. Provide a written assessment of the effectiveness of CMO related capabilities in relation to
each other, and the most significant CMO-related vulnerabilities in paragraph 4 section (5).
f. Provide a written evaluation of the risk of failure to reach CMO goals or objectives in terms of
effects on the success of the COA in paragraph 4, section (6).
g. Provide a written analysis of the risk in executing CMO in the COA in terms of nonavailability of
assessments or resources in paragraph 4, section (7).
h. List essential elements of friendly information for this COA.
5. Compare COA in paragraph 5 of the CMO estimate.
a. Prepare a decision matrix that ranks the COA by importance and identifies the COA to be
wargamed.
b. Provide a written comparison of the costs of CMO in each COA based on the resources and
time required executing them in relation to the operational impact of their success (if a stated
evaluation criteria).
c. Provide a written comparison of the levels of risk to COA success and friendly assets should
CMO fail.
d. Summarize the advantages and disadvantages to CMO in each COA.
6. Provide recommendations and conclusions in paragraph 6 of the CMO estimate.
a. Recommend a COA that is based on the comparison that is most supportable from the CMO
perspective.
b. Present CMO issues, deficiencies, and risks and issues as well as recommendations to reduce
their impact.
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. Completed administrative fields of the CMO estimate.
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——
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Performance Measures
GO NO-GO
2. Completed paragraphs 1 and 2 of the CMO estimate by performing a mission
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analysis.
3. Identified COA in paragraph 3 of the CMO estimate.
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——
4. Analyzed COA in paragraph 4 of the CMO estimate.
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——
5. Compared COA in paragraph 5 of the CMO estimate.
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——
6. Provided recommendations and conclusions in paragraph 6 of the CMO estimate.
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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
FM 5-0
FM 6-0
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Identify the Joint Planning Process
331-38B-4013
Conditions: As a Civil Affairs (CA) senior noncommissioned officer assigned to a joint level civil-military
operations (CMO) staff (joint task force, theater special operations command, joint civil-military operations
task force or joint level civil-military operations center), you are given JP 5-0, Doctrine for Planning Joint
Operations. You are tasked to assist the staff in planning Civil Affairs operations or CMO and to identify
the joint operation planning process (JOPP).
Standards: Identify and describe the key aspects of the JOPP in accordance with JP 5-0.
Performance Steps
1. Describe key aspects of joint strategic planning.
a. Describe what joint strategic planning does. Joint strategic planning provides strategic
guidance and direction to the Armed Forces of the United States for security cooperation
planning, joint operation planning and force planning.
b. Describe the purpose of national- theater-strategic levels of joint strategic planning. The
different levels of joint strategic planning are used to help the President, Secretary of Defense
(SecDef), and other members of the National Security Council—
(1) Formulate political-military assessments.
(2) Define political and military objectives and end states.
(3) Develop strategic concepts and options.
(4) Allocate resources.
c. Describe who uses national-strategic level of joint strategic planning and why. Joint strategic
planning is used by the Chairman of the Joint Chiefs of Staff (CJCS) in consultation with other
members of the Joint Chiefs of Staff in order to—
(1) Advise and assist the President and SecDef regarding the strategic direction of the Armed
Forces of the United States and the preparation of policy guidance.
(2) Advise and assist the SecDef on program recommendations and budget proposals to
conform to priorities established in strategic plans; and
(3) Transmit the strategic guidance and direction of the President and SecDef to the
combatant commands, military Services and combat support agencies.
d. Describe the purpose of joint strategic planning at the geographic combatant commanders
(GCCs) level. The purpose of joint strategic planning at the GCC level is to focus planning at
their specific areas of responsibility as defined in the unified command plan.
e. Identify the three components of joint strategic planning.
(1) Security cooperation planning. Security cooperation planning is the means by which the
Department of Defense encourages and enables countries and organizations to work with
the United States to achieve strategic objectives through a focused program of bilateral
and multilateral defense activities with foreign countries to serve mutual security interests
and build defense partnerships.
(2) Force Planning. Force planning is associated with creating and maintaining military
capabilities and encompasses all of those activities performed by the supported
combatant commander, subordinate component commanders, and support agencies to
select, prepare, integrate, and deploy the forces and capabilities required to accomplish
the mission.
(3) Joint Operation Planning. Joint operation planning is the overarching process that guides
joint force commanders (JFCs) in developing plans for the employment of military power
within the context of national-strategic objectives and national-military strategy to shape
events, meet contingencies, and respond to unforeseen crises.
f. Identify the steps of the JOPP.
(1) Planning initiation.
(2) Mission analysis.
(3) Course of action (COA) development.
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Performance Steps
(4) COA analysis and wargaming.
(5) COA comparison.
(6) COA approval.
(7) Plan or order development.
2. Identify the planning initiation step of the JOPP.
a. JOPP begins when an appropriate authority recognizes potential for military capability to be
employed in response to a potential or actual crisis. At strategic level the initiating authority is
the President, SecDef, or CJCS when they decide to develop military options.
b. Combatant commanders and other commanders may initiate planning on their own authority
when they identify a planning requirement not directed by higher authority. A warning order
may initiate when issued by the CJCS.
c. Planning is continuous once execution begins.
(1) The Operations Directorate (J-3) focuses on the following—
(a) Branch planning.
(b) Current operations.
(2) The Plans Directorate (J-5) of the JFC staff focuses on the following—
(a) Planning sequels.
(b) Potential future operations.
3. Identify the mission analysis step of the JOPP.
a. Define the purpose of mission analysis. The mission analysis is to understand the problem and
purpose of the operation and issue appropriate guidance to drive the rest of the planning
process.
b. Determine the steps of mission analysis.
(1) Determine known facts, current status, or conditions.
(2) Analyze the higher commander’s mission and intent.
(3) Determine own specified, implied, and essential tasks.
(4) Determine operational limitations.
(5) Develop assumptions.
(6) Determine own military end state, objectives, and initial effects.
(7) Determine own and enemy’s centers of gravity and critical factors.
(8) Determine initial commander’s critical information requirements (CCIR).
(9) Review strategic communication guidance (when applicable).
(10) Conduct initial force structure analysis.
(11) Conduct initial risk assessment.
(12) Develop mission statement.
(13) Develop mission analysis brief.
(14) Prepare initial running estimates.
(15) Publish commander’s planning guidance and initial intent.
4. Identify the COA development step of the JOPP.
a. Determine COA requirements.
(1) Answer what type of military action will occur.
(2) Answer why the action is required (purpose).
(3) Answer who will take the action.
(4) Answer when the action will begin.
(5) Answer where the action will occur.
(6) Answer how the action will occur (method of employment of forces).
b. Describe the characteristics of a valid COA.
(1) Adequate-Can accomplish the mission within the commander’s guidance.
(2) Feasible-Can accomplish the mission within the established—
(a) Time.
(b) Space.
(c) Resource limitations.
(3) Acceptable-Must balance cost and risk with the advantage gained.
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Performance Steps
(4) Distinguishable-Must be sufficiently different from the other COAs.
(5) Complete-Must incorporate the following—
(a) Objectives, effects, and tasks to be performed.
(b) Major forces required.
(c) Concepts of deployment, employment, and sustainment.
(d) Time estimates for achieving objectives.
(e) Military end state.
(f) Mission success criteria.
c. Determine the requirements of a COA at the theatre level.
(1) Major strategic and operational tasks to be accomplished in the order in which they are to
be accomplished.
(2) Capabilities required.
(3) Task organization and related communications systems support concept.
(4) Deployment concept.
(5) Estimate of time required to reach mission success criteria or termination criteria.
(6) Concept of maintaining a theater reserve.
5. Describe the COA analysis and wargaming step of the JOPP.
a. Identify advantages and disadvantages of each proposed friendly COA.
(1) Potential decision points.
(2) Task organization adjustment.
(3) Data for use in a synchronization matrix or other decisionmaking tool.
(4) Identification of plan branches and sequels.
(5) Identification of high-value targets.
(6) A risk assessment.
(7) Recommended CCIR.
b. Wargame the COAs.
(1) Prepare for the wargame by:
(a) Gathering the tools.
(b) Listing and reviewing information on friendly forces, enemy forces, and critical
events.
(c) Determining the participants.
(d) Determining the enemy action (COA) to oppose.
(e) Selecting a wargaming method.
(f) Selecting a method to record and display wargaming results (narrative, sketch and
note, wargame worksheets, synchronization matrix).
(2) Conduct the wargame and assess the results by using basic methodology including:
(a) Action, reaction, and counteraction.
(b) Identifying gaps in the plan.
(c) Visualizing the flow of operations.
(3) Provide wargame output to include:
(a) A wargame brief.
(b) Revised running estimates.
(c) Refined COAs.
(d) Feedback (through the COA decision brief).
6. Describe the COA comparison step in the JOPP. Determine the COA with the highest probability of
success and that best meets the following criteria:
a. Mitigates risk to the force and mission to an acceptable level.
b. Places the force in the best posture for future operations.
c. Provides maximum latitude for initiative by subordinates.
d. Provides the most flexibility to meet unexpected threats and opportunities.
7. Identify the COA approval step of the JOPP.
a. Determine the best COA to recommend to the commander.
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Performance Steps
b. Develop the Civil Affairs operations briefing in the commander’s estimate format and include:
(1) Intent of the next two higher commanders.
(2) Current status of the joint force.
(3) Current joint intelligence preparation of the operational environment.
(4) All assumptions used in COA development.
c. Brief the commander as required.
d. Receive guidance from the commander regarding the selected COA.
8. Identify the plan or order development step of the JOPP.
a. Develop an executable concept of operations (CONOPS).
(1) State the commander’s intent.
(2) Describe the central approach the JFC intends to take to accomplish the mission.
(3) Provide for the application, sequencing, synchronization, and integration of forces and
capabilities in time, space, and purpose (including those of multinational and interagency
organizations as appropriate).
(4) Describe when, where, and under what conditions the supported commander intends to
give or refuse battle, if required.
(5) Focus on friendly and adversary centers of gravity and the associated critical
vulnerabilities.
(6) Avoid discernible patterns and make full use of ambiguity and deception.
(7) Provide for controlling the tempo of the operation.
(8) Visualize the campaign in terms of the forces and functions involved.
(9) Relate the joint force’s objectives and desired effects to those of the next higher command
and other organizations as necessary.
b. Write or graphically portray the CONOPS in sufficient detail so that subordinate and supporting
commanders understand:
(1) Their mission.
(2) Tasks.
(3) Other requirements.
(4) That supporting plans can be develop accordingly.
c. Assist with plan development activities as required including—
(1) Force planning.
(2) Support planning.
(3) Nuclear strike planning.
(4) Deployment planning.
(5) Shortfall identification.
(6) Feasibility analysis.
(7) Refinement.
(8) Documentation.
(9) Plan, review and approval.
(10) Supporting plan development.
Evaluation Preparation: Setup: Provide the Soldier with adequate training/testing facilities, sufficient
time to review with task materials, pencil, paper, and needed resource materials.
Performance Measures
GO NO-GO
1. Identified the key aspects of joint strategic planning.
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——
2. Identified the planning initiation step of the JOPP.
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——
3. Described the mission analysis step of the JOPP.
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——
a. Describe the purpose of mission analysis.
b. Determine the steps of mission analysis.
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Performance Measures
GO NO-GO
4. Identified the COA development step of the JOPP.
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——
a. Describe the characteristics of a valid COA.
(1) Adequate.
(2) Feasible.
(3) Acceptable.
(4) Distinguishable.
(5) Complete.
b. Determine the requirements of a COA at the theater level.
5. Identified the COA analysis and wargaming step of the JOPP.
——
——
a. Identified advantages and disadvantages of each proposed friendly COA.
b. Wargame the COAs.
6. Identified the COA comparison step in the JOPP.
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7. Identified the COA approval step of the JOPP.
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——
a. Determine the best COA to recommend to the commander.
b. Develop the CAO briefing in the commander’s estimate format.
c. Brief the commander as required.
d. Receive guidance from the commander regarding the selected COA.
8. Identified the plan or order development step of the JOPP.
——
——
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 5-0
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Subject Area 6: Transition Operations
Plan Transition Operations
331-38B-4006
Conditions: As a Civil Affairs (CA) noncommissioned officer on a supported unit staff, given an operation
order (OPORD); JP 3-57.1, Joint Doctrine for Civil Affairs; FM 5-0, Army Planning and Orders Production;
FM 3-05.40, Civil Affairs Operations; and FM 3-05.401, Civil Affairs Tactics, Techniques, and Procedures;
you are given the requirement to assist the civil-military operations (CMO) staff in planning transition
operations.
Standards: Identify civil issues that may affect transition planning, analyze the OPORD and develop the
transition plan in accordance with FM 5-0, Army Planning and Orders Production; FM 3-05.40,
FM 3-05.401, and JP 3-57.1.
Performance Steps
1. Identify issues that may have an effect on transition planning include the following:
a. Who will determine when the transition begins or is complete?
b. Has the end state been accomplished?
c. Who will fund the transition?
d. What is the new mission for the departing unit?
e. What United States (U.S.) forces, equipment, and supplies will remain behind?
f. What will be the command relationship for U.S. forces that remain behind?
g. What will be the communications requirements for U.S. forces that remain behind?
h. Who will support the U.S. forces that remain behind?
i. Can intelligence be shared with the incoming force or organization?
j. Will new rules of engagement be established?
k. Will ongoing operations including CMO projects be discontinued or interrupted?
l. Will the United States be expected to provide communications capability to the incoming force
or organization?
m. Will the incoming force or organization use the same headquarters facility as the departing
force?
n. What is the policy for redeployment of the departing force?
o. Will sufficient security be available to provide force protection?
p. Who will provide force protection?
q. Who will handle public affairs for the transition?
r. Have redeployment airlift or sealift arrangements been approved and passed to the United
States Transportation Command?
2. Conduct analysis of the OPORD and command directives pertaining to transition and redeployment.
a. Determine the military unit or organization that the unit will transition with.
(1) U.S. forces.
(a) Supported unit, relief in place.
(b) CA team rotation.
(2) Other military forces.
(a) Multinational forces.
(b) Host nation military forces.
(3) Other government agencies.
(a) Department of State.
(b) United States Agency for International Development.
(4) International community.
(a) Regional organizations.
(b) United Nations organizations.
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Performance Steps
(c) International Committee of the Red Cross.
(d) Other intergovernmental organizations (IGOs).
(5) Indigenous populations or institutions (IPI) or civilian government.
b. Determine the time line.
(1) Arrival date or window of the incoming unit or organization.
(2) Transportation requirements and who is responsible for transporting the incoming unit or
organization.
(3) Arrival date at duty location.
(4) Outgoing unit departure date.
c. Determine the category of transition operation that will be conducted.
(1) Category 1-termination of an activity or task.
(2) Category 2-transfer of an activity or task to follow-on forces or the international
community.
(3) Category 3-transition of an activity or task to the IPI.
d. Determine the transportation requirements of the incoming unit or organization from the point of
debarkation.
e. Determine what equipment if any will be transferred to the incoming force or organization.
f. Determine if current operations will be continued or changed to another format.
g. Determine the scheduled redeployment window and mode of transportation.
h. Identify any command directed tasks or requirements that must be accomplished prior to or as
part of the transition.
i. Determine if ongoing CMO projects will be completed, transferred, or halted as part of the
transition.
j. Determine if facilities will be dismantled, transferred, or returned to proper authority as part of
the transition.
k. Notify the chain of command of any irresolvable issues with the time line.
3. Develop a plan for transition.
a. Define the end state.
(1) Continuity of current operations.
(2) Modification of current operations to some other format.
(3) Termination of operations.
b. Identify the organizational structure required to perform the task or mission.
c. Identify and match components within the incoming organization that are the same or similar in
nature to components within the unit being replaced.
d. Identify the equipment and facilities required to perform the task or mission.
(1) Plan to turn over the facilities to the incoming unit or organization.
(a) Prepare facilities.
(b) Schedule an inspection or orientation tour.
(c) Prepare property control paperwork for transfer of facilities.
(2) Inventory and inspect equipment that will be transferred and prepare shortage annexes.
(a) Prepare property control paperwork for transfer of equipment.
(b) Plan to inventory and transfer property with the incoming unit or organization.
e. Develop time lines that provide sufficient overlap between the outgoing forces.
f. Determine the criteria that will dictate when the incoming organization will assume control.
(1) Target date.
(2) Task standard.
(3) Level of understanding.
g. Plan to orient the incoming organization to the area.
(1) Develop an operations and intelligence briefing.
(a) Determine the level of information that can be disseminated to the incoming force or
organization.
(b) Include information and analysis of the are of operation and key individuals.
(c) Include a list of projects including completed, ongoing, and planned.
(d) Include a threat summary.
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(e) Include pertinent map and overlay data.
(f) Include assessment data.
(2) Develop brief biographical summaries of key personnel, organizations, and points of
contact (POCs).
(a) Military personnel.
(b) IPI.
(c) IGOs and nongovernmental organizations.
(3) Plan introductions to all key personnel and POCs.
h. Plan to orient the incoming organization to the mission, activity, or task.
(1) Review, update, and develop standing operating procedures.
(2) Review and update the CA workbook.
(3) Review and update the log books.
(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 (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 reachback
POCs.
(5) Determined exchange procedures.
(6) Identify routine and recurring events.
(7) Identify other critical information.
(8) Demonstrate the task if possible.
i. Plan to supervise the incoming organization.
(1) Maintain control of the activity or task.
(2) Provide critiques and guidance as needed.
j. Plan to transfer the task.
k. Plan the redeployment movement.
(1) Coordinate for redeployment transportation assets as required.
(2) Develop a load plan that includes sensitive item movement.
(3) Develop a movement plan.
(4) Plan rehearsals.
(5) Arrange for housing at staging area for point of debarkation.
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 issues that may have an effect on transition planning.
——
——
2. Analyzed OPORD, fragmentary order, and command directives.
——
——
3. Developed a transition plan in accordance with FM 5-0, FM 3-05.40,
——
——
FM 3-05.401, and JP 3-57.1.
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.
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References
Required
Related
FM 3-05.40
FM 3-05.401
FM 5-0
JP 3-57.1
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APPENDIX A
Team Training Strategy
A-1. Civil Affairs Teams Functions and Tasks.
a. The CMOC is an organic structure formed from all CA units, from company to CACOM level that
serves as the primary interface between the U.S. armed forces, IPI, international organizations, NGOs,
UN and other international agencies, multinational military forces, and other agencies of the USG. The
purpose of the CMOC is to ensure continuous coordination among the key participants with regards to
CMO and CA activities from the local to international level within a given AO, and to develop, manage,
and fuse with the supported command and higher headquarters (HQ) the civil COP. This coordination is
done by—
• Providing interface between U.S. armed forces and IPI, NGOs, UN and other international
agencies, multinational military forces, and other agencies of the USG.
• Familiarizing Soldiers with the supported commander’s COP within the AO.
• Coordinating with the supported staff elements in regards to civil requests for information
(RFIs) and requirements to integrate civil information into the command’s decision-making
process.
• Establishing SOPs for the collaboration, coordination, and information dealing with the
programs focusing on the civil infrastructure and services within an AOR.
• Fusing the civil dimension information into the supported commander’s COP resulting in
decision superiority and improved effects-based CAO and CMO, synchronized across the
commander’s battlefield.
• Planning, coordinating and resourcing for rapid initial entry in the AOR.
• Networking to all CMOCs and CA elements within the supported commander’s battlefield via
technical lines of communications and leveraging “reachback” capability.
b. Civil liaison teams are organic components of the CMOC at the battalion to CACOM level. The
CLT provides limited civil-military interface capability as a spoke for the exchange of information between
IPI, international organizations, NGOs, and OGAs and has limited capability to link resources to prioritized
requirements. The CLTs capabilities include—
• Interfacing with supported staff elements for civil dimension information and coordination
requirements.
• Identifying host nation key decision makers, resources, and capabilities.
• Providing civil-military interface capability and information exchange with IPI, NGOs, and
OGAs and link resources to prioritized requirements.
• Identifying host nation public and government resources and infrastructure that may be used.
c. CAPTs are an organic element from the CACOM to the battalion level. Depending on the mission
focus, the teams write CA plans, policy, and programs in support of the commander’s tactical,
operational, or strategic plans (for example, OPLANS, annexes, and appendices). These teams also
provide subject matter experts to supported staffs (for example, GCC, TSOC, theater Army Special
Operations Command, and JTF by doing the following—
• Researching the supported element’s OPLAN, OPORD, COP, and commander’s guidance
concerning the CMO.
• Reviewing and conducting trend analysis on area studies and area assessments.
• Interfacing with the supported staff elements to determine civil information requirements and
exchanges.
• Determining integration points for civil information into the supported element’s
decisionmaking process.
• Analyzing reports from CMOCs for effects of military operations on the civilian populace and
effects of civilian populace on military operations.
• Integrating CAO/CMO planning with the supported staff’s missions planning.
• Serving as the CMO representative on boards and working groups.
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d. The CIM cell is a 4-6 person cell within the CMOC from battalion to CACOM levels, that collects
civil information, enters it into a central database, and fuses that information internally and with the
supported element, higher headquarters, and other USG/DOD agencies to ensure the timely availability
of information for analysis and the widest possible dissemination of raw and analyzed civil information to
all levels throughout the AO. At the brigade and CACOM levels the CIM cell must be capable of
independent operations, in a permissive environment, to support combined, joint civil military operations
task force operations to include establishing a local area network (LAN) to receive/transmit civil
information to joint military and interagency customers and international and NGOs by doing the following:
• Managing the operational level fusion of civil information/analysis and developing operational-
level COP. In conjunction with the operations center, providing civil information to the
operations, intelligence, and humanitarian assistance systems via geospatially referenced
data.
• Establishing and maintaining the common database necessary to plan, coordinate and control
electromagnetic spectrum use. The database should contain electromagnetic spectrum
information on all emitters and receivers as appropriate for the operational area involved.
e. The functional specialty cells modular packages of functional experts (USAR only) plan and enable
host nation government functions across six functional areas: rule of law; economic stability;
governance; public health and welfare; infrastructure; and public education and information. CACOMs are
organized to provide expertise in the six functional areas (rule of law, economic stability, governance,
public health and welfare, infrastructure, and public education and information). CA brigades and
battalions (Reserve Component [RC]) have limited capabilities in four of the specialty areas (rule of law,
governance, public health and welfare, and infrastructure). Although the Active Army CA battalions have
the capability to execute missions in some of these functional specialty areas, they are not organized to
maintain the high-level skills required for specialized CA operations. Within each specialty, technically
qualified and experienced individuals advise and assist the commander and can assist or direct their
civilian counterparts.
f. The CAT’s tactical-level CA reconnaissance operates full spectrum, in all environments. CATs are
subordinate elements of CA companies. The CAT provides the tactical HQ with a rapidly deployable
asset capable of conducting CAO, staff augmentation, planning, and limited technical assessments based
on the following individual skills—
• Task organizes and conducts split team operations.
• Plan, resource, and conduct CR.
g. The mission of the S-6 signal’s communication cell is to provide rapid and reliable information to
support the command and control of the Army’s combat forces during peace and war. Signal support is
the collective, integrated, and synchronized use of information systems, services, and resources; and it
encompasses the following disciplines: communications, automation, visual information, records
management, printing, and publications. Integrated special operations communications assemblage
(ISOCA) gives the commander the ability to terminate and manage high frequency, satellite traffic. A
tactical local area network (TACLAN) gives the commander the ability to establish SECRET Internet
Protocol Router Network (SIPRNET) and Non-secure Internet Protocol Router Network (NIPRNET) within
his organization. The addition of ISOCA and TACLAN teams provide operators and maintenance to
support development, maintenance and fusion of the civil COP into the maneuver/joint commander’s
COP, thus increasing battlefield awareness and information dominance by—
•
Contributing to the civil component of information dominance supporting the IPB process.
•
Constructing and communicating the civil COP.
•
Gathering, manipulating, and disseminating data rapidly (digitally).
•
Using existing communications to transmit information (digitally).
•
Customizing user-friendly graphic interfaces based on specific mission types or standard
types of analysis.
•
Linking various types of files to graphically depicted objects (for example, linking photographs
and a project proposal document to a structure).
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STP 41-38B14-SM-TG
•
Gathering and analyzing all relevant data on individuals, groups, demographics, structures,
civil infrastructure, and all other civil aspects of information dominance.
•
Tracking the location, disposition, source and destination of humanitarian assistance (HA)
resources.
•
Analyzing data in a relational context based on links between individuals, groups,
organizations, events, and infrastructures.
•
Tracking the status and effects of HA operations on targeted populations.
•
Accessing and leveraging a relational database tailored to a specific operation that translates
(easily) with existing applications and can be transmitted through existing communications
architecture.
•
Sharing information in a network that’s interoperable with SOF and general
purpose/conventional forces (for example, it is or ties into a networked environment).
•
Sharing civil information with joint, multinational, interagency and combined forces partners.
•
Integrating and sharing data with other geographic information system (GIS) databases up
and down the chain of command.
•
Acting as a central repository of CA area studies, assessments, AARs, and current
operational data accessible from in-theater and home stations by Active Army and RC CA
and Psychological Operations (PSYOP) elements for premission planning, preparation, use,
and update during on-going missions.
•
Accepting and integrating current information stored in the Civil Affairs knowledge
management system and other information databases, military and interagency/civilian,
currently used in Iraq and Afghanistan in support of HA operations.
•
Integrating GIS capabilities from tactical to strategic level that allow user-operators to
geographically represent information in the system for presentations and analysis.
•
Linking geocode information to an electronic map and storing the information in a database.
•
Having mobile GIS data collection capabilities.
•
Accepting and integrating Excel spreadsheet information into GIS-like portrayal of
information.
•
Supporting storing, cataloging, organizing of text, files, photographs, video, and geographic
information.
•
Linking/hyperlinking photographic/video images to GIS map within the system.
•
Conducting searches and querying the system by keyword, subject, time, location, facility
type, or author (unit or name of person), and accessing all related information to that query
(similar to Google search).
•
Storing, sorting, collating, refining, and processing large amounts of data/information
(terabyte range) into relational databases.
•
Establishing and maintaining interoperable with the Army global information grid and those of
Sister Services.
•
Access/update from a fixed computer hooked to a LAN or from a mobile laptop in a remote
location.
•
Store templates/formats for OPLANs/OPORDs, CONPLANs, campaign plans, CA annexes,
standard reports to higher headquarters and various CA assessments.
•
Generate user-created forms/reports.
•
Create compact disk/digital video disc for data distribution.
•
Connecting to NIPRNET and SIPRNET.
•
Interfacing with digital camera technology.
•
Interfacing with non-DOD information systems without compromising the data network,
restricted-level read-only capability.
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APPENDIX B
Training Evaluation
B-1. General. Evaluation is a systematic, continuous process to appraise the quality (efficiency,
deficiency, and effectiveness) of the training program, instruction, and the demonstrated ability of
Soldiers, commanders, leaders, battle staffs, and units against the Army standard. Additionally,
evaluations should validate the appropriateness of the tasks to the job performance. It may determine the
value of the training program; determine if objectives have been met; and appraise the value of a new
training technique. It is the means by which an evaluator provides management (for example, decision
makers) with information/recommendations so it can decide what actions to improve the
education/training. Evaluations identify both intended and unintended outcomes so decision makers can
make necessary adjustments in the training program and provide feedback used to modify the training
program, as necessary.
B-2. Soldier Proficiency. The ultimate goal of training is to enhance the skills, knowledge, and attributes
of the Soldier to perform their MOS functional job and to maintain operational/combat readiness.
Evaluations tell the unit or the Soldier whether or not they have achieved the Army standard. Therefore,
evaluations assist the unit or the Soldier in determining the overall effectiveness of their training plans.
B-3. Leader Development. Leaders use evaluations as an opportunity to coach and mentor
subordinates. A key element in developing leaders is immediate, positive feedback that coaches and
leads subordinate leaders to achieve the Army standard. This is a tested and proven path to develop
competent, confident adaptive leaders. Leaders use evaluations to—
a. Provide feedback on training proficiency to those participating in the training event using the
AAR.
b. Assess METL task proficiency.
c. Shape future training plans.
d. Enhance leader development.
e. Used to provide feedback on training proficiency.
B-4. Evaluation Process.
a. Determine what areas need evaluating.
b. Define the purpose of the evaluation.
c. Determine the scope of the evaluation and available resources.
d. Collect and research information pertinent to the evaluation (feedback and training
documentation, AARs, program of instruction [POI], STP, TSP, critical task list).
e. Develop and coordinate evaluation plan.
f.
Conduct evaluation and interviews with Soldiers and instructors.
g.
Brief commander, leaders, and trainers.
B-5. Conducting Evaluation. Assess performance to determine level of proficiency using feedback
from—
a. AARs.
b. Previous assessments in the leader’s book.
c. Personal observations.
d. Formal or informal reports.
B-6. Training Indicators. Evaluations should determine if—
a. Instructors followed objectives and implementation procedures per references (for example,
lesson plans, course management plans, student evaluation plans, and the approved POIs).
b. Training aids supported the objectives, were appropriate, understandable, and readable.
c. Environmental conditions contributed to a proper learning environment.
d. Instructor performance met instructional standards.
e. Training development and training management are effective and efficient.
f.
Training products are effective and efficient.
g.
Soldiers received necessary training.
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APPENDIX C
Career Development
C-1. Enlisted Personnel Management System. The Enlisted Personnel Management System (EPMS)
(AR 614-200, Enlisted Assignments and Utilization Management) is the Army’s overall system to improve
the professionalism of the enlisted force. It integrates policies relating to training, evaluation,
classification, and promotion into an overall system. It provides the Soldier with a means to look to the
future and see a realistic, clear, and viable career progression path from private to sergeant major.
However, the EPMS is useless if the Soldier does not understand and use it. Part of the trainer’s job is to
ensure that the Soldier understands and uses the EPMS. Along with information contained in
AR 614-200, the Soldier can use the information provided below to develop goals early in his career and
plan accordingly.
C-2. Civil Affairs Soldier’s Career Path. The CA Soldier’s career path often takes a circuitous route;
however a model was developed based on typical institutional training, developmental assignments,
operational deployments, and experience. The model contains a list of core capabilities, duty
requirements, and career progression to assist Soldiers in analyzing their abilities and seek
self-development in deficiency area. Additional regulator references to assist Soldiers in career
development are—
• AR 350-1, Army Training and Leader Development
• DA Pam 600-3, Commissioned Officer Professional Development and Career Management
• DA Pam 600-25, United States Army Noncommissioned Officer Professional Development Guide
SKILL LEVEL 1 (38B10 PVT - SPC)
(USAR only)
Core Competencies. The following is a list of core competencies for skill level 1:
• Prepares overlays, journals, status boards, visual display products, and graphs.
• Assist in preparing military briefings.
• Installs and operates various voice and data communication devices.
• Operates automated data processing equipment and various computer programs.
• Assists in the conduct of assessments, coordination, research, analysis, and production of CA
related products for AOs and actions supporting the conduct of CAO and CMO.
• Proficient with computer applications, digital photographic and video systems, and data
transmission.
• Executes computer information transmission and network operations.
• Processes classified materials.
• Collects CA area study data.
• Conducts a CA assessment.
• Conducts information gathering through CAO.
• Prepares a media interview.
• Prepares a situation map.
Professional Military Education. The following is a list of professional military education for skill level 1:
•
38B AIT or MOS-T.
•
Warrior Leader Course.
Typical Assignment. A typical assignment would be as a CA specialist.
SKILL LEVEL 2 (38B20)
(USAR only)
Core Competencies. The following is a list of core competencies for skill level 2:
• Supervises and performs all duties of skill level 1.
• Coordinates resources requirements to support CATs.
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STP 41-38B14-SM-TG
• Coordinates and participates in area assessments.
• Assists in evaluating and analyzing research and production of CA area studies and CMO
estimates.
• Assists in conducting liaison and coordinates with representatives of IPI, IGOs, NGOs, and
OGAs.
• Learns basic skills in dealing with media representatives.
• Prepares reports required to support the conduct of CAO and CMO.
• Conducts troop-leading procedures.
• Implements the use of interpreters in CAO.
• Identifies the capabilities of other organizations in support of CMO.
• Conducts liaison with other organizations.
• Recommends a PTL.
• Advises the supported commander on legal and moral obligations with respect to CMO.
• Provides recommendations to the commander to minimize civilian interference with military
operations.
• Coordinates the evacuation and control of civilians from combat areas.
• Coordinates CIM with IO.
• Conducts a local medical health assessment.
Professional Military Education. The professional military education for skill level 2 is BNCOC.
Typical Assignment. The following are typical assignments for skill level 2:
• CA NCO.
• Assistant Operations Sergeant.
• Drill Sergeant.
• Recruiter.
SKILL LEVEL 3 (38B30 SSG)
Core Competencies. The following is a list of core competencies for skill level 3:
• Supervises and performs all duties of skill level 2.
• Assesses and determines the capabilities and effectiveness of host nation systems (governance,
rule of law, economic stability, health and welfare, infrastructure, education and public information
and the impact of those systems on CAO and CMO.
• Plans CMO projects and assists in restoring, establishing, organizing, and operating host nation
public and governmental infrastructure and systems.
• Coordinates resources to support government administration, CAO, and CMO.
• Assesses and determines the impact of military operations on host nation government and
populace.
• Supervises, coordinates, and participates in evaluating, and analyzing research, planning, and
production of CA area studies and CMO estimates.
• Conducts liaison and coordinates with representatives of IPI, IGOs, NGOs, and OGAs.
• Conducts negotiations and briefing to military, IPI, IGO’s, NGO’s, and OGA’s leaders and
agencies.
• Supervises actions supporting the conduct of CAO and CMO.
• Assists in assessing, leveraging, employing and synchronizing military and non-military resources
to support transition operations.
• Integrates CMO into the military decisionmaking process.
• Plans, coordinates and assists in establishing a CMOC.
• Analyzes CA assessments for trend analysis.
• Prepares a CMO annex.
• Coordinates the use of medical resources in support of CMO.
• Coordinates the storage, security, and movement of supplies from other organizations.
• Familiar with joint forces staff structure, responsibilities, and operations.
C-2
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• Manages interpreters during CAO/CMO.
• Conducts mediations with IPI, IGOs, NGOs, and OGAs.
• Plan, coordinate, and assist in NA operations.
• Plan, coordinate, and assist in civil administration operations.
• Plan, coordinate, and assist in civil information operations.
• Plan, coordinate, and assist in PRC operations.
• Regionally and culturally focused.
• Language qualified (Active Army required, USAR optional).
Professional Military Education. The following is a list of professional military education for skill level 3:
• ANCOC.
• Battle staff.
• Survival, evasion, resistance and escape (SERE)
Typical Assignment. The following are typical assignments for skill level 3:
• CA NCO
• Assistant Operations Sergeant.
SKILL LEVEL 4 (38B40 SFC)
Core Competencies. The following is a list of core competencies for skill level 4:
• Supervises and performs all duties of skill level 3.
• Plans and organizes work schedules and assigns specific tasks.
• Performs mission preparation, operational oversight, and training duties for CAT missions.
• Develops project management plans and provides operational oversight for CAO/CMO projects
including rehabilitating or establishing host nation public and governmental systems, equipment,
personnel, and facilities.
• Supervises research, analysis, and conduct of CA area studies and CMO estimates.
• Conduct CAO and U.S. Army common core training programs for the command.
• Performs CAO and CMO planning from the battalion to the JTF command levels.
• Serves as liaison between supported commands and IPI, IGOs, NGOs, and OGAs.
• Evaluates CMO MOEs.
• Regionally and culturally focused.
• Language qualified (Active Army required, USAR optional).
Professional Military Education. The following is a list of professional military education for skill level 4:
• Battle staff.
• SERE.
Typical Assignment. A typical assignment would be as a Civil Affairs team sergeant.
SKILL LEVEL 5 (38B50 MSG)
Core Competencies. The following is a list of core competencies for skill level 5:
• Supervises and performs all duties of skill level 4.
• Assists CA commanders and staff officers in planning, organizing, directing, supervising, training,
and coordination activities for CAO and CMO.
• Serves as the senior enlisted adviser to commanders of CA companies, battalions, brigades, and
commands.
• Performs joint, interagency, intergovernmental, multinational training CMO planning primarily at
the CACOM, JTF, direct reporting units, and GCC levels.
• Advise the commander on his obligations to civilians under the Law of Armed Conflict.
• Assist in the planning of CMO.
• Regionally and culturally focused.
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STP 41-38B14-SM-TG
• Language qualified (Active Army required, USAR optional).
Professional Military Education. The following is a list of professional military education for skill level 5:
• First Sergeants Course
• Sergeants Major Academy.
• Battle staff
Typical Assignment. The following are typical assignments for skill level 5:
• Brigade Command Sergeant Major
• CA Senior Operations Sergeant Major
C-3. Civil Affairs Common Skill Sets. In the COE, CA Soldiers could support joint, multinational, and
international forces. In order to enhance interoperability and operational support, CA Soldiers must
maintain skills in the areas identified below:
•
Warrior Skills. The Soldier must be capable of performing as a member of a combat team utilizing
individual and squad movement techniques, mounted or dismounted; executing live fire defensive
protection measures with common weapon systems. Possess skills in basic combative
techniques, emergency medical treatment, survivability skills and force protection measures. The
references for these skills are STP 21-1-SMCT and STP 21-24-SMCT.
•
Radio and Computer Communications. The Soldier must be capable of performing routine short-
and long-range secure communications using organic communications systems including
message formatting, and encryption and decryption techniques.
•
Civil Intelligence Preparation of the battlefield. The Soldier must be capable of conducting civil
intelligence IPB while maintaining integrity apart from the military intelligence system, developing
a civil common relevant operating picture of the operational area, and establishing and
maintaining a situation map. Soldiers must be familiar with common Army, joint, interagency,
multinational and coalition operational terms, graphic and symbols, and determining civil, military
and environmental threat identification and classification.
•
Cross-Cultural Communications. The Soldier must be capable of communicating in the Soldier’s
assigned foreign language to facilitate interaction, mediation, and negotiation between U.S.
forces, DOD, joint, interagency and multinational elements, IPI, international organizations, and
NGOs within the context of the customs, traditions, and mores of a specific cultural or mix of
cultures endemic to the area of responsibility that the Soldier is assigned.
•
Regional Focus and Cultural awareness. The Soldier must possess specific knowledge of
regional geography, political, social and economic systems. He must be familiar with IPI and their
specific regional religious and ethnic differences and capable of operating within the context of
the customs, traditions, and mores of those cultures indigenous to the AOR.
•
Negotiation and Mediation Skills. The Soldier must be capable of mediating, negotiating and
facilitating interaction across the civil-military spectrum. Additionally must be skill and using
interpreters.
C-4
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STP 41-38B14-SM-TG
APPENDIX D
Self-Development
D-1 General. Professional education provides the foundation involving a variety of training domains
ranging from institutional schooling, self-development, and operational experience to personal interaction
with superiors, peers, and subordinates. Individual self-development, both structured and informal,
focuses on taking those actions necessary to reduce or eliminate the gap between operational and
institutional experiences. Individual self-development is continuous. It should be emphasized in both
institutional and operational assignments. Commanders and leaders provide feedback to enable
subordinates to identify their own strengths and weaknesses and to determine the reasons for them.
Together the senior and subordinate prioritize the subordinate’s self-development goals and determine
COAs to improve performance.
a. Self-development is the individual’s responsibility. Soldiers should know what is required to
proceed to the next ability level as well as requirements for promotion. This reference provides a guide for
individuals to identify and improve areas according to a model. Self-development should include an
analysis of ones own abilities in the following areas:
• Positions of increased responsibility (duty positions).
• Improvements in personal performance (evaluations).
• Leadership capabilities (attributes).
• MOS tasks.
• Army Warrior training tasks.
b. Life-long learning is the process to plan and receive training throughout the Soldier’s career. Planning
considerations should include—
• Education levels, college degrees, or college level courses.
• Professional reading.
• International military information.
• Certificates, licenses, and degrees recommended by proponent.
• Leadership/management.
D-2 Purpose. The purpose of this appendix is to assist individuals in developing a personal
self-development training strategy. It provides a guide for individuals to posture themselves for
promotions, better jobs, or self-motivated improvement in personal performance. It is created for each
Soldier (officer, warrant officer, or enlisted). The self-developed training strategy consists of directed and
self-motivated components.
a. The directed component identifies training required (or suggested) by the Army for promotion or
performance improvement. This includes activities to—
• Prepare for the next-higher level of responsibility/promotion.
• Function in the current duty assignment.
• Develop leadership capability (improve personal ability to perform common core leadership
capabilities discussed in FM 6-22, Army Leadership).
• Advance preparation for a phase/module of a training course.
• Meet required/recommended reading level requirements.
b. The self-motivated component focuses on general recommendations that address skills and knowledge
successful individuals have found beneficial to their career development. It consists of the training
individuals personally take on to improve their performance, gain new or additional capabilities, or
prepare for a new job prior to being assigned. Recommended activities include—
• Education levels, college degrees, or college level courses.
• Certificates, licenses, and degrees recommended by Branch proponent.
• Other self-development activities found in Army Learning Centers (ALCs)/Distance Learning
Centers.
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D-3. Self-Development Training Strategy. The basic procedure for developing self-development training
strategies is to identify directed requirements. This involves the determination of—
• Prerequisite academic competency as measured by the basic Army skills exam or tests of adult
basic education.
• Required or suggested education level for each skill level.
• Required or suggested education course.
• Required or suggested license or certificate for each skill level.
D-4. Self-Development Assessment. Self-development starts with an assessment of individual
strengths, weaknesses, potential, and developmental needs. Commanders and leaders provide feedback
that enables subordinates to determine the reasons for their strengths and weaknesses. Together, they
prioritize self-development near-term and long-term goals and determine COAs to improve performance.
Self-development is—
• A planned process involving the leader and the subordinate being developed. It enhances
previously acquired skills, knowledge, behaviors, and experience; contributes to personal
development; and highlights the potential for progressively more complex and higher-level
assignments. Self-development focuses on maximizing individual strengths, minimizing
weaknesses, and achieving individual personal and professional development goals.
• Initially very structured and generally narrow in focus. The focus broadens as individuals
understand their strengths and weaknesses, determine their individual needs, and become more
experienced. Each Soldier’s knowledge and perspective increases with experience, institutional
training, and operational assignments, and is accelerated and broadened by specific, goal-
oriented self-development actions.
D-5. Sources of Training/Education. The following are potential sources for a Soldier to obtain
training/education to meet a self-development strategy:
a. ALC. The ALC provides such services as MOS libraries, language labs, education/training
multimedia educational equipment and software, tutorial assistance in basic academic skills and other
services depending on availability.
b. College or university programs, to include distance learning and college representatives.
c. Cyber-based Instructional System (CYBIS) provides individualized online education and training
activities. It includes introductory to advanced training on academic, business, and military topics. CYBIS
includes college level course that carry American Council on Education recommended college credit.
d. CA FM, graphic training aids (GTAs), joint publications (JPs) are an excellent source of refresher
information. A list of CA manuals is provided in the Reference section of this STP and at the end of this
appendix.
D-6. Leadership Support. Self-development training strategies will only be effective if they are supported
by Army leadership and the individual Soldier establishes self-improvement goals and identifies steps
required to meet those goals.
a. Some steps the individual must take include—
• Determining what training/education is required/desired.
• Seeking recommendations from unit leaders and personal role models.
• Determining the source of training.
• Initiating acquisition of and actively participate in the training.
• Ensuring their personnel and training records are updated to reflect training received.
b. Leaders should counsel and assist subordinates in setting self-improvement goals and objectives,
acquiring assistance in achieving those objectives, and recognizing individual’s accomplishments.
Leaders should—
• Encourage subordinates to use off-duty time to actively seek self-development and to enroll
in self-development courses/programs.
• Provide off-duty time to enroll in self-development course.
• Ensure subordinates develop a personal self-development training strategy.
D-2
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STP 41-38B14-SM-TG
D-7. Professional Reading List.
a. The books on the former Chief of Staff’s professional reading list are not the only worthwhile books
about Army heritage, military history, and world affairs. The former Chief of Staff is convinced that these
books contain thought-provoking ideas, and for this reason he has made them a central part of his
leadership development program. He hopes that Soldiers will use the list as a springboard for additional
reading, study, and contemplation. If each Soldier makes it a habit to read and thoughtfully reflect upon a
few good books every year, the former Chief of Staff’s intent will have been achieved. Although crafted
with Soldiers in mind, this list should be equally valuable to Army civilians in their professional
development. The story of the U.S. Army and of the importance of land power in our nation’s history is
one that all in the Army community can read profitably.
b. All the books on the list are currently in print and available through commercial sources. Many of
them are carried by the Army and Air Force Exchange Service and can also be found in post libraries.
Three documents on the list, The Constitution of the United States, National Security Strategy of the
United States of America, and National Strategy for Combating Terrorism, are available on the Internet.
Hogan’s Centuries of Service: The U.S. Army 1775-2004, a Center of Military History publication, can be
purchased from the Government Printing Office. Army publication account holders can also requisition
this title by accessing the Army Publishing Directorate’s web site,
The Army Chief of Staff Reading List is found at the end of this chapter and at the following web address
D-8. Sergeant Audie Murphy Club (SAMC). The SAMC is an elite organization of NCOs who have
demonstrated performance and inherent leadership qualities and abilities characterized by those of
Sergeant Audie Murphy. Sergeant Audie Murphy is the name of a NCO who, as a squad leader,
consistently demonstrated the highest qualities of leadership, professionalism, and regard for the welfare
of his Soldiers. Induction and membership in the SAMC is a reward for NCOs whose leadership
achievements and performance merit special recognition. The SAMC is a means of recognizing those
NCOs who have contributed significantly to the development of a professional NCO Corps and a combat
ready Army. Members exemplify leadership characterized by personal concern for the needs, training,
development and welfare of Soldiers and concern for families of Soldiers. All Active component, Army
Reserve, and Army National Guard NCOs in the ranks corporal through sergeant first class are eligible.
SAMC selection process is in four phases: a commander’s evaluation, a performance test, an initial
selection board at the unit level, and a final selection board conducted at the continental United
States/installation level. The governing references on the SAMC are United States Army Forces
Command (FORSCOM) Reg 215-7, The Sergeant Audie Murphy Club (SAMC) Program; and TRADOC
Regulation 600-14, TRADOC Sergeant Audie Murphy Club (SAMC), as well as local policies and
guidance.
D-9. Sergeant Morales Club (SMC). SMC members exemplify a special kind of leadership characterized
by a personal concern for the needs, training, development, and welfare of Soldiers. SMC membership
recognizes and rewards distinguished NCOs—
• Whose leadership achievements merit special recognition.
• Who have contributed significantly to developing a professional NCO Corps and a combat-
effective Army.
31 January 2008
D-3
STP 41-38B14-SM-TG
To be eligible to compete for SMC selection, NCOs must—
• Be in the grade of corporal through sergeant first class.
• Be assigned or attached to United States Army Europe (USAREUR) major subordinate or
specialized command (United States Army Europe [AE] Reg 10-5, HQUSAREUR/7A and
Select Commands, Appendix A) or an United States Army Installation Management Agency,
Europe Region Office (IMA-EURO) garrison (including Soldiers who are members of the
Reserve Component or National Guard). NCOs on a tour of duty in Europe who are not
assigned to a USAREUR major subordinate or specialized command or an IMA-EURO garrison
are eligible to compete at the USAREUR SMC selection board (paragraph 4e) according to
paragraph 7a.
• Mentor at least two Soldiers. This requirement may be waived by the first (CSM) in the NCO
support chain.
• Be mature and share the values of their profession and their unit.
• Exercise sound leadership principles.
• Display examples of professional Army ethics.
• Strengthen and develop the seven Army values in Soldiers.
• Display the Warrior Ethos.
• Display exemplary physical fitness and marksmanship skills.
All NCOs who want to be considered for SMC membership, regardless of their unit of assignment, must
pass the four-phase selection process. These phases are as follows:
• Nomination by the NCO’s first sergeant.
• Initial-selection board at battalion level or equivalent.
• Intermediate-selection board at brigade level or equivalent.
• Final-selection board.
The governing reference on the SMC is USAREUR Reg 600-2, Leadership - USAREUR Sergeant
Morales Club.
D-10. Army Correspondence Program.
The Army Correspondence Course Program is the formal nonresident extension of the United States
Army Training and Doctrine Command service schools’ curriculum. There are currently over 700
correspondence courses available in the Reimer Digital Library
ge. For a complete list of courses access the https://www.aimsrdl.atsc.army.mil/secured/accp_top.htm.
D-11. Unit Learning Centers. Unit learning centers are valuable resources for planning
self-development programs. They can help access enlisted career maps, training support products, and
extension training materials.
D-12. Supplemental Reading References. The following list of supplemental reading references is
provided for the Soldier’s information.
Army Regulations
AR 12-1
Security Assistance, International Logistics, Training, and Technical Assistance
Support, Policy and Responsibilities, 24 January 2000
AR 12-7
Security Assistance Teams, 15 June 1998
AR 12-15
Joint Security Assistance Training (JSAT) (SECNAVINST 4950.4A; AFI 16
105), 5 June 2000
AR 25-52
Authorized Abbreviations, Brevity Codes, and Acronyms, 4 January 2005
AR 27-1
Legal Services, Judge Advocate Legal Services, 30 September 1996
AR 27-50
Status of Forces Policies, Procedures, and Information (SECNAVINST
5820.4G), 15 December 1989
AR 190-8
Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other
Detainees (OPNAVINST 3461.6; AFJI 31-304; MCO 3461.1), 1 October 1997
AR 360-1
The Army Public Affairs Program, 15 September 2000
D-4
31 January 2008
STP 41-38B14-SM-TG
AR 550-1
Processing Requests for Political Asylum and Temporary Refuge, 21 June
2004
AR 570-9
Host Nation Support, 29 March 2006
Department of Defense Directives
DODD 2205.2
Humanitarian and Civic Assistance (HCA) Provided in Conjunction with Military
Operations, 6 October 1994
DODD 3025.1
Military Support to Civil Authorities (MSCA), 15 January 1993
DODD 3025.15
Military Assistance to Civil Authorities, 18 February 1997
DODD 5100.46
Foreign Disaster Relief, 4 December 1975
DODD 5500.7-R
Standards of Conduct, 29 November 2007
DODD 5530.3
International Agreements, 11 June 1987
Executive Orders
EO 12148
Federal Emergency Management, 20 July 1979
EO 12656
Assignment of Emergency Preparedness Responsibility, 18 November 1988
EO 12966
Foreign Disaster Assistance, 14 July 1995
Field Manuals
FM 3-0
Operations, 14 June 2001
FM 3-07
Stability Operations and Support Operations, 20 February 2003
FM 3-13
Information Operations: Doctrine, Tactics, Techniques, and Procedures,
28 November 2003
FM 3-19.1
Military Police Operations, 22 March 2001
FM 3-19.40
Internment/Resettlement Operations (Formerly FM 19-40),
4 September 2007
FM 27-10
The Law of Land Warfare, 18 July 1956 (to be published as FM 1-04.10, Law of
Land Warfare)
Joint Publications
JP 2-0
Joint Intelligence, 22 June 2007
JP 3-07
Military Operations Other Than War, 16 June 1995
JP 3-07.2
Antiterrorism, 14 April 2006
JP 3-07.4
Joint Counterdrug Operations, 13 June 2007
JP 3-61
Public Affairs, 9 May 2005
JP 5-0
Joint Operations Planning, 26 December 2006
JP 5-00.1
Joint Doctrine for Campaign Planning, 25 January 2002
JP 5-00.2
Joint Task Force (JTF) Planning Guidance and Procedures, 13 January 1999
United States Codes
10 USC 401
Humanitarian and Civic Assistance Provided in Conjunction with Military
Operations
10 USC 402
Transportation of Humanitarian Relief Supplies to Foreign Countries
10 USC 404
Foreign Disaster Assistance
10 USC 2291-2292k
Foreign Assistance
10 USC 2557
Excess Nonlethal Supplies: Availability for Homeless Veteran Initiatives and
Humanitarian Relief
10 USC 2561
Humanitarian Assistance
18 USC 1385
Use of Army and Air Force as Posse Comitatus
50 USC 1601-1651
The National Emergencies Act of 2003
Others
CJCSI 3207.01A
Military Support to Humanitarian Mine Action Operations, 24 January 2005
DA Form 3161
Request for Issue or Turn-In
DA Form 3953
Purchase Request and Commitment
31 January 2008
D-5
STP 41-38B14-SM-TG
DOD Form 250
Materiel Inspection and Receiving Report
DOD Form 448
Military Interdepartmental Purchase Request
DOD Form 1081
Statement of Agent Officer’s Account
Field Operations Guide (FOG) Version 3.0; United States Agency for
International
Development/Bureau for Humanitarian Response/Office of Foreign Disaster
Assistance (USAID/OFDA), August 1998
Homeland Security Presidential Directive 5, Management of Domestic Incidents,
28 February 2003
The National Defense Strategy of the United States of America, March 2005
National Military Strategy: A Strategy for Today; A Vision for Tomorrow,
February 2004
The National Security Strategy of the United States of America, March 2006
Quadrennial Defense Review Report, 6 February 2006
SF 44
U.S. Government Purchase Order Invoice Voucher
SF 1034
Public Voucher for Purchases and Services Other Than Personal
Transforming for Stabilization and Reconstruction Operations. National Defense
University, April 2004
D-6
31 January 2008
STP 41-38B14-SM-TG
GLOSSARY
Section I
Acronyms & Abbreviations
AAR
after action review
ACOS
Assistant Chief of Staff
AD3E
assess, decide, develop and detect, deliver, and evaluate
ADA
air defense artillery
ADCON
administrative control
AG
assistant gunner; adjutant general
AIT
advanced individual training
ANCOC
advanced noncommissioned officer course
ALC
Army learning center
ALO
authorized level of organization; air liaison officer
AMDCOORD
air and missile defense coordinator
AO
area of operations; agent orange
AOR
area of responsibility
AR
Army regulation; Army reserve; assistant rifleman; armor
ARC
air Reserve Components; American (National) Red Cross
ARFOR
Army forces
ARNG
Army National Guard
ARNGUS
Army National Guard of the United States
ASCC
Army Service Component Command
ASCOPE
area, structures, capabilities, organizations, people, and events
ATLDM
Army Training and Leader Development Model
AVCOORD
aviation coordinator
AWT
Army Warrior Training
BATNA
best alternative to negotiated agreement
BCT
brigade combat team
31 January 2008
Glossary-1
STP 41-38B14-SM-TG
BNCOC
basic noncommissioned officer course
C2
command and control; second cervical vertebrae
CA
civil affairs
CACOM
Civil Affairs Command
CALL
Center for Army Lessons Learned
CAO
Civil Affairs operations
CAPT
Civil Affairs planning team
CARE
Cooperation for Assistance and Relief Everywhere
CAT
Civil Affairs team; category
CATS
Combined Arms Training Strategy
CBRNE
chemical, biological, radiological, nuclear, and high-yield explosive
CCIR
commander’s critical information requirements
CERP
commander’s emergency response program
CHEMO
chemical officer
CIM
civil information management
CJCS
Chairman of the Joint Chiefs of Staff
CMO
civil-military operations
CMOC
civil-military operations center
COA
course of action
COE
common operating environment
CONOPS
concept of operations
COP
common operational picture
COS
chief of staff; Chief of Station
CP
command post; counterproliferation; checkpoint
CPO
civil personnel officer
CR
civil reconnaissance
CSM
command sergeant major
CYBIS
Cyber-based Instructional System
Glossary-2
31 January 2008
STP 41-38B14-SM-TG
DA
Department of the Army; direct action
DC
dislocated civilian; Dental Corps; discharge; direct current; displaced
civilian
DOD
Department of Defense
DODD
Department of Defense Directive
DOS
Department of State; disk operating system; days of supply
DTG
date-time group
ENCOORD
engineer coordinator
EO
electro-optical; end office; equal opportunity; executive order; eyes only
EOA
equal opportunity advisor
EOD
explosive ordnance disposal
EPMS
Enlisted Personnel Management System
EPW
enemy prisoner of war
EWO
electronic warfare officer
FHA
Bureau for Food and Humanitarian Assistance; Federal Highway
Administration; foreign humanitarian assistance
FID
foreign internal defense
FM
field manual; frequency modulation
FN
foreign nation
FOG
field operations guide
FRAGORD
fragmentary order
FSCOORD
fire support coordinator
G-1
Deputy/Assistant Chief of Staff, Personnel
G-2
Deputy/Assistant Chief of Staff, Intelligence
G-3
Deputy/Assistant Chief of Staff, Operations
G-4
Deputy/Assistant Chief of Staff, Logistics
G-5
Deputy/Assistant Chief of Staff, Plans
G-6
Army or Marine Corps component command, control, communications,
and computer systems staff officer
31 January 2008
Glossary-3
STP 41-38B14-SM-TG
G-7
Deputy/Assistant Chief of Staff for Information Operations
G-8
Deputy/Assistant Chief of Staff for Resource Management
G-9
Deputy/Assistant Chief of Staff Civil Military Operations
GCC
geographic combatant commander; Gulf Cooperation Council
GIS
geographic information system
GTA
graphic training aid
HCA
humanitarian and civic assistance
HHC
headquarters and headquarters company
HN
host nation; nitrogen mustard
HN
host nation; nitrogen mustard
HQ
headquarters
IAW
in accordance with
ICRC
International Committee of the Red Cross
ID
identification; identify
IET
individual entry training
IG
inspector general; immunoglobulin
IGO
intergovernmental organization
IMA-EURO
United States Army Installation Management Agency, Europe Region
Office
IMF
International Monetary Fund
IO
intelligence officer; international organizations; information operations;
input/output
IPB
intelligence preparation of the battlespace; intelligence preparation of
the battlefield
IPI
indigenous populations and institutions
ISOC
integrated special operations communications
ISR
intelligence, surveillance, and reconnaissance
J-1
manpower and personnel directorate of a joint staff
J-2
intelligence directorate of a joint staff
J-3
operations directorate of a joint staff
Glossary-4
31 January 2008
STP 41-38B14-SM-TG
J-4
logistics directorate of a joint staff
J-5
plans directorate of a joint staff
J-6
communications systems directorate of a joint staff
J-7
operational plans and interoperability directorate of a joint staff
J-8
force structure, resource, and assessment of a joint staff
J-9
joint civil-military operations staff section
JAG
Judge Advocate General’s Corps
JFC
joint force commander
JOC
joint operations center; joint oversight committee
JOPP
joint operation planning process
JP
joint publication
LNO
liaison officer
MCA
military civic action; Major Commercial Account
MDO
military deception officer
MDMP
military decisionmaking process
METL
mission-essential task list
METT-TC
mission, enemy, terrain and weather, troops and support available, time
available, civil considerations
MFR
memorandum for record
MGRS
military grid reference system
MLT
military liaison team
MOE
measure of effectiveness
MOP
measure of performance; memorandum of policy
MOS-T
military occupational specialty-training
MP
military police; mission planner
MSG
master sergeant
MSR
main supply route
NA
nation assistance; not applicable
31 January 2008
Glossary-5
STP 41-38B14-SM-TG
NATO
North Atlantic Treaty Organization
NCO
noncommissioned officer
NCOIC
noncommissioned officer in charge
NEO
noncombatant evacuation operation; noncombat evacuation order
NFL
no fire line
NGO
nongovernmental organization
NIPRNET
Non-secure Internet Protocol Router Network
LD
line of departure
LOA
limit of advance
OAKOC
obstacles, avenues of approach, key terrain, observation, cover,
concealment
OECD
Organization for Economic Cooperation and Development
OFD
Office of Foreign Disaster Assistance
OGA
other government agency
OPCON
operational control
OPFOR
opposing force
OPLAN
operation plan
OPORD
operation order
OPSEC
operations security
OTI
Office of Transition Initiatives
OXFAM
Oxford Committee for Famine Relief
PA
public affairs; postamplifier
PAG
public affairs guidance
PAO
public affairs office; public affairs officer; Personnel Affairs Officer
PL
patrol leader; phase line; preservative lubricant
PM
Provost Marshal; program manager; preventive maintenance
POC
point of contact
POI
program of instruction
PRC
populace and resources control
Glossary-6
31 January 2008
STP 41-38B14-SM-TG
PSYOP
Psychological Operations
PTL
protected target list
PVT
private
RC
Reserve Component
Reg
regulation
RFI
request for information; Reserve Forces Intelligence
RGR
Ranger
RM
resource manager
ROE
rules of engagement
ROI
rules of interaction
S-1
adjutant; first sacral vertebrae; first heart sound
S-2
intelligence officer; second heart sound
S-3
operations and training officer; third heart sound
S-4
supply officer; fourth heart sound
S-5
civil-military operations officer
S-6
signal officer (below division level)
S-7
information officer
S-8
comptroller officer
S-9
civil-military operations officer
SA
security assistance; semiannually; sinoatrial
SAMC
Sergeant Audie Murphy Club
SCA
support to civil administration
SecDef
Secretary of Defense
SERE
survival, evasion, resistance, and escape
SF
Special Forces; Standard Form
SFC
sergeant first class
SGS
Secretary of the General Staff
SIPRNET
SECRET Internet Protocol Router Network
31 January 2008
Glossary-7
STP 41-38B14-SM-TG
SITMAP
situation map
SITREP
situation report
SJA
staff judge advocate
SOF
special operations forces
SOO
space operations officer
SOP
standing operating procedure
SPC
specialist
SSG
staff sergeant
STP
Soldier training publication
SWO
staff weather officer
TACLAN
tactical local area network
TACON
tactical control
TALO
theater airlift liaison officer
TLP
troop-leading procedure
TOE
table of organization and equipment
TSOC
theater special operations command
TSP
training support package
TRADOC
Training and Doctrine Command
UN
United Nations
UNHCR
United Nations Office of the High Commissioner for Refugees
U.S.
United States
USAID
United States Agency for International Development
USAJFKSWCS
United States Army John F. Kenney Special Warfare Center and
School
USAR
United States Army Reserve
USAREUR
United States Army Europe
USC
United States Code
USG
United States Government
Glossary-8
31 January 2008
STP 41-38B14-SM-TG
WARNORD
warning order
WHO
World Health Organization
WTO
World Trade Organization
WMD
weapons of mass destruction
XO
executive officer
ZOPA
zone of possible agreement
Section II
Terms
annex
A document appended to an operation order or other document to make it clearer or to give further
details.
area study
In unconventional warfare, the prescribed collection of specific information pertaining to a given
unconventional warfare area developed from sources available prior to infiltration.
civil-military operations
Activities of a commander that establish, maintain, influence or exploit relations between military forces
and civil authorities, both governmental and nongovernmental, and the civilian populace in a friendly,
neutral, or hostile operational area to facilitate military operations and consolidate operational objectives.
CMO may include activities and functions normally the responsibility of local government. These activities
may occur prior to, during, or subsequent to other military actions. They may also occur, if directed, in the
absence of other military operations.
civil-military operations center
An ad hoc organization, normally established by the geographic combatant commander or subordinate
joint force commander, to assist in the coordination of activities of engaged military forces, and other
United States Government agencies, nongovernmental organizations, and regional and international
organizations. There is no established structure, and its size and composition are situation dependent.
Also called CMOC. (JP 3-57)
foreign humanitarian assistance
Programs conducted to relieve or reduce the results of natural or manmade disasters or other endemic
conditions such as human pain, disease, hunger, or privation that might present a serious threat to life or
that can result in great damage to or loss of property. Foreign humanitarian assistance provided by US
forces is limited in scope and duration. The foreign assistance provided is designed to supplement or
complement the efforts of the host nation civil authorities or agencies that may have the primary
responsibility for providing foreign humanitarian assistance.
foreign nation support
Identification, negotiation, and procurement of available resources within a foreign nation to support U.S.
military missions during wartime, preparation for war, or peacetime. The identification, coordination, and
acquisition of foreign nation resources, such as supplies, material, and labor, to support U.S. military
forces and operations.
31 January 2008
Glossary-9
STP 41-38B14-SM-TG
fragmentary order
An abbreviated form of an operation order issued as needed after an operation order to change or modify
that order or to execute a branch or sequel to that order. Also called FRAGORD. (JP 5-0)
humanitarian assistance
Programs conducted to relieve or reduce the results of natural or manmade disasters or other endemic
conditions such as human pain, disease, hunger, or privation that might present a serious threat to life or
that can result in great damage to or loss of property. Humanitarian assistance provided by U.S. forces is
limited in scope and duration. The assistance provided is designed to supplement or complement the
efforts of the host nation civil authorities or agencies that may have the primary responsibility for providing
humanitarian assistance. (JP 1-02) Short-range programs aimed at ending or alleviating present
suffering. Usually conducted in response to natural or man-made disasters, including combat.
measure of effectiveness
A criterion used to assess changes to system behavior, capability, or operational environment that is tied
to measuring the attainment of an end sate, achievement of an objective, or creation of an effect. Also
called MOEs. (JP 1-02)
nation assistance
Civil and/or military assistance rendered to a nation by foreign forces within that nation’s territory during
peacetime, crises or emergencies, or war based on agreements mutually concluded between nations.
Nation assistance programs include, but are not limited to, security assistance, foreign internal defense,
other US Code title 10 (DOD) programs, and activities performed on a reimbursable basis by Federal
agencies or international organizations. (JP 1-02)
operation order
A directive issued by a commander to subordinate commanders for the purpose of effecting the
coordinated execution of an operation. Also called OPORD. (JP 1-02)
operation plan
1. Any plan for the conduct of military operations prepared in response to actual and potential
contingencies. 2. In the context of joint operation planning level 4 planning detail, complete and detailed
joint plan containing a full description of the concept of operations, all annexes applicable to the plan and
a time-phased force and deployment date. It identifies the specific forces, functional support, and
resources required to execute the plan and provide closure estimates for their flow into the theater. Also
called OPLAN. See also operation order. (JP 5-0)
overlay
A printing or drawing on a transparent or semi-transparent medium at the same scale as a map, chart,
etc., to show details not appearing or requiring special emphasis on the original.
situation map
A map showing the tactical or the administrative situation at a particular time. (See also map and overlay.)
(JP 1-02)
ZULU
time zone indicator for Universal Time
Glossary-10
31 January 2008
STP 41-38B14-SM-TG
REFERENCES
Army Regulations
AR 350-1
Army Training and Leader Development, 3 August 2007
AR 360-1
The Army Public Affairs Program, 15 September 2000
AR 380-5
Department of the Army Information Security Program,
29 September 2000
AR 380-67
The Department of the Army Personnel Security Program,
9 September 1988
AR 614-200
Enlisted Assignments and Utilization Management, 27 June 2007
Department of the Army Forms
DA Form 5164-R
Hands-on Evaluation (LRA)
DA Form 5165-R
Field Expedient Squad Book
Department of the Army Pamphlets
DA Pam 600-3
Commissioned Officer Professional Development and Career
Management, 28 December 2005
DA Pam 600-25
United States Army Noncommissioned Officer Professional Development
Guide, 15 October 2002
Field Manuals
FM 1-02
Operational Terms and Graphics {MCRP 5-12A}, 21 September 2004
FM 2-0
Intelligence, 17 May 2004
FM 3-0
Operations, 14 June 2001
FM 3-05.40
Civil Affairs Operations, 29 September 2006
FM 3-05.104
Army Special Operations Forces Noncombatant Evacuation Operations,
2 February 2004
FM 3-05.202
Special Forces Foreign Internal Defense Operations, 2 February 2007
FM 3-05.401
Civil Affairs Tactics, Techniques, and Procedures {MCRP 3-33.1A},
5 July 2007
FM 3-13
Information Operations: Doctrine, Tactics, Techniques, and Procedures,
28 November 2003
FM 3-19.30
Physical Security (Formerly FM 19-30), 8 January 2001
FM 3-19.40
Internment/Resettlement Operations, 4 September 2007
FM 3-25.26
Map Reading and Land Navigation, 18 January 2005
FM 3-61.1
Public Affairs Tactics, Techniques, and Procedures, 1 October 2000
FM 4-02
Force Health Protection in a Global Environment, 13 February 2003
FM 5-0
Army Planning and Orders Production, 20 January 2005
FM 5-412
Project Management, 13 June 1994
FM 6-0
Mission Command: Command and Control of Army Forces,
11 August 2003
FM 6-22
Army Leadership, 12 October 2006
FM 7-0
Training the Force, 22 October 2002
FM 7-1
Battle Focused Training, 15 September 2003
31 January 2008
References-1
STP 41-38B14-SM-TG
FM 8-42
Combat Health Support in Stability Operations and Support Operations,
27 October 1997
FM 27-1
Legal Guide for Commanders, 13 January 1992
FM 27-2
Your Conduct in Combat Under the Law of War, 23 November 1984
FM 27-10
The Law of Land Warfare, 18 July 1956
FMI 5-0.1
The Operations Process, 31 March 2006
Graphic Training Aids
GTA 41-01-001
Civil Affairs Planning and Execution Guide, 1 October 2002
Joint Publications
JP 0-2
Unified Action Armed Forces (UNAAF), 10 July 2001
JP 2-0
Joint Intelligence, 22 June 2007
JP 3-0
Joint Operations, 17 September 2006
JP 3-07.5
Joint Tactics, Techniques, and Procedures for Noncombatant Evacuation
Operations, 30 September 1997
JP 3-08v1
Interagency, Intergovernmental Organization, and Nongovernmental
Organization Coordination During Joint Operations, 17 March 2006
JP 3-08v2
Interagency, Intergovernmental Organization, and Nongovernmental
Organization Coordination During Joint Operations, 17 March 2006
JP 3-33
Joint Task Force Headquarters, 16 February 2007
JP 3-35
Deployment and Redeployment Operations, 7 May 2007
JP 3-57
Joint Doctrine for Civil-Military Operations, 8 February 2001
JP 3-57.1
Joint Doctrine for Civil Affairs, 14 April 2003
JP 4-0
Doctrine for Logistic Support of Joint Operations, 6 April 2000
JP 5-0
Joint Operations Planning, 26 December 2006
Other Product Types
CALL HANDBOOK 04-7
Interpreter Operations Handbook, 1 March 2004
EO 12958
Classified National Security Information, 17 April 1995
Foreign Assistance Act of 1961
Arms Export Control Act of 1976
GENEVA CONVENTIONS
The Geneva Conventions for the Protection of War Victims,
12 August 1949
ISBN 0-16-072925-4
Field Operations Guide for Disaster Assessment and Response, Version
4.0 (United States Agency for International Development),
1 September 2005
Section 402, Title 10, USC
Transportation of Humanitarian Relief Supplies to Foreign Countries,
3 January 2005
SF 135
Records Transmittal and Receipt
TRADOC Reg 350-70
Systems Approach to Training Management, Processes, and Products,
9 March 1999
TC 3-34.489
The Soldier and the Environment, 8 May 2001
UNHCR
United Nations High Commissioner for Refugees (UNHCR) Handbook,
1 December 1982
Soldier’s Training Publications
STP 21-1-SMCT
Soldier’s Manual of Common Tasks Skill Level 1, 14 December 2007
STP 21-24-SMCT
Soldier’s Manual of Common Tasks Warrior Leader, Skill level 2 through
4, 2 October 2006
References-2
31 January 2008
STP 41-38B14-SM-TG
Related Publications
Related publications are sources of additional information. They are not required in order to understand
this publication.
Army Regulations
AR 20-1
Inspector General Activities and Procedures, 1 February 2007
AR 165-1
Chaplain Activities in the United States Army, 25 March 2004
Field Manuals
FM 100-10-2
Contracting Support on the Battlefield, 4 August 1999
Graphic Training Aids
GTA 41-01-003
Civil Affairs Foreign Humanitarian Assistance Planning Guide,
1 March 2005
31 January 2008
References-3
This page intentionally left blank.
STP 41-38B14-SM-TG
31 January 2008
By Order of the Secretary of the Army:
GEORGE W. CASEY, JR.
General, United States Army
Chief of Staff
Official:
JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
0801503
DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve: Not to be distributed;
electronic media only.
PIN: 084590-000
ATP 3-39.33
CIVIL DISTURBANCES
April 2014
DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited.
HEADQUARTERS, DEPARTMENT OF THE ARMY
This publication is available at Army Knowledge Online.
To receive publishing updates, please
subscribe at Army Publishing Directorate.
*ATP 3-39.33
Army Techniques Publication
Headquarters
Department of the Army
No. 3-39.33
Washington, DC, 21April 2014
Civil Disturbances
Contents
Page
PREFACE
v
INTRODUCTION
vi
Chapter 1
OPERATIONAL THREATS
1-1
Civil Unrest
1-1
Crowd Development
1-2
Crowd Dynamics
1-3
Behavior Theories
1-4
Crowd Types
1-6
Crowd Tactics
1-7
Chapter 2
CONTROL FORCE PLANNING AND TACTICS
2-1
Planning Considerations
2-1
Graduated Response
2-8
Planning a Graduated-Response Matrix
2-10
Nonlethal Weapons
2-12
Crowd Management Tactics
2-14
Apprehension Teams
2-20
Chapter 3
EQUIPMENT AND TECHNIQUES
3-1
Riot Shield and Riot Baton
3-1
Additional Protective Equipment
3-16
Team Work
3-18
Chapter 4
CONTROL FORCE FORMATIONS
4-1
General Information
4-1
Actions Before Movement
4-2
Actions at Rally Point
4-2
Formations
4-3
Extraction Teams
4-7
Lethal Overwatch Teams
4-8
Reserve Forces
4-8
Squad Formations
4-9
Platoon Formations With Three Squads
4-11
Platoon Formations With Four Squads
4-19
Distribution Restriction: Approved for public release; distribution is unlimited.
*This publication supersedes FM 3-19.15, 18 April 2005.
21 April 2014
ATP 3-39.33
i
Contents
Company Formations
4-28
Formations With Vehicles
4-33
Additional Formations
4-37
Chapter 5
CONFINEMENT FACILITIES
5-1
Crowd Dynamics
5-1
Planning
5-2
Control Force Formations
5-6
Appendix A METRIC CONVERSION CHART
A-1
Appendix B PRACTICAL APPLICATION
B-1
GLOSSARY
Glossary-1
REFERENCES
References-1
INDEX
Index-1
Figures
Figure
2-1. Sample GRM card
2-9
Figure
2-2. Sample proclamation
2-18
Figure
2-3. Delaying tactic
2-20
Figure
3-1. Riot shield positions
3-2
Figure
3-2. Riot shield retention (top grab attempt)
3-2
Figure
3-3. Riot shield retention (bottom grab attempt)
3-3
Figure
3-4. Escalation of trauma chart
3-4
Figure
3-5. Riot batons
3-5
Figure
3-6. Vertical, high-profile carry
3-6
Figure
3-7. Vertical low profile
3-7
Figure
3-8. High block (steps 1 and 2)
3-8
Figure
3-9. Low block (steps 1 and 2)
3-8
Figure
3-10. Strong-side block (steps 1 and 2)
3-9
Figure
3-11. Middle block
3-10
Figure
3-12. Forward strike
3-11
Figure
3-13. Reverse strike
3-12
Figure
3-14. Two-hand, strong-side, horizontal strike
3-13
Figure
3-15. Two-hand, support-side, horizontal strike
3-13
Figure
3-16. Front jab
3-14
Figure
3-17. Rear jab
3-14
Figure
3-18. Two-hand, middle strike
3-15
Figure
3-19. Tracing-C technique
3-16
Figure
3-20. Nonballistic riot face shield
3-16
Figure
3-21. Shin guards
3-17
Figure
3-22. Ballistic riot shield
3-17
Figure
3-23. Weapon positions
3-19
ii
ATP 3-39.33
21 April 2014
Contents
Figure
4-1. Symbol key
4-1
Figure
4-2. Column formation
4-3
Figure
4-3. Hand-and-arm signals
4-5
Figure
4-4. Extraction team formation
4-7
Figure
4-5. Squad line formation
4-9
Figure
4-6. Squad echelon formations
4-9
Figure
4-7. Squad wedge formation
4-10
Figure
4-8. Squad diamond or circle formation
4-10
Figure
4-9. Platoon line formation (three squads)
4-11
Figure
4-10. Platoon line formation with general support
4-12
Figure
4-11. Platoon line formation with lateral support (right)
4-12
Figure
4-12. Platoon line formation with direct support
4-13
Figure
4-13. Platoon echelon left formation
4-14
Figure
4-14. Platoon echelon left formation with the 2d squad in general support
4-14
Figure
4-15. Platoon echelon left formation with the 2d squad in lateral support
4-15
Figure
4-16. Platoon echelon left formation with the 2d squad in direct support
4-15
Figure
4-17. Platoon wedge formation
4-16
Figure
4-18. Platoon wedge formation with 2d squad in general support
4-16
Figure
4-19. Platoon wedge formation with the 2d squad in lateral support
4-17
Figure
4-20. Platoon wedge formation with the 2d squad in lateral support (right)
4-17
Figure
4-21. Platoon wedge formation with the 2d squad in direct support
4-18
Figure
4-22. Platoon diamond formation
4-18
Figure
4-23. Platoon circle formation
4-19
Figure
4-24. Platoon line formation with four squads
4-20
Figure
4-25. Platoon line formation with 2d and 3d squads in general support
4-21
Figure
4-26. Platoon line formation with 2d and 3d squads in lateral support
4-22
Figure
4-27. Platoon line formation with 2d and 3d squads in direct support
4-22
Figure
4-28. Platoon echelon left formation with four squads
4-23
Figure
4-29. Platoon echelon left formation with 2d and 3d squads in general support
4-24
Figure
4-30. Platoon echelon left formation with 2d and 3d squads in lateral support .
4-24
Figure
4-31. Platoon echelon left formation with 2d and 3d squads in direct support ..
4-25
Figure
4-32. Platoon wedge formation with four squads
4-25
Figure
4-33. Platoon wedge formation with 2d and 3d squads in general support
4-26
Figure
4-34. Platoon wedge formation with 2d and 3d squads in lateral support
4-26
Figure
4-35. Platoon wedge formation with 2d and 3d squads in direct support
4-27
Figure
4-36. Company line in depth formation
4-28
Figure
4-37. Company line-in-mass formation
4-29
Figure
4-38. Company line mass formation with one platoon in depth
4-29
Figure
4-39. Company line-in-mass formation with one platoon in lateral support
4-29
Figure
4-40. Company line formation with one platoon in lateral support and one
platoon in general support
4-30
21 April 2014
ATP 3-39.33
iii
Contents
Figure 4-41. Company echelon right formation with one platoon in lateral support and
one platoon in general support
4-30
Figure 4-42. Company echelon right in mass formation with one platoon in lateral
support
4-31
Figure 4-43. Company echelon left formation with one platoon in general support
4-31
Figure 4-44. Company echelon right in mass formation with one platoon in general
support
4-32
Figure 4-45. Company wedge formation with two platoons in general support
4-32
Figure 4-46. Company wedge formation with one platoon in lateral support
4-33
Figure 4-47. Company wedge formation with one platoon in lateral support and one
platoon in general support
4-33
Figure 4-48. Company column formation with vehicles
4-34
Figure 4-49. Company line formation with vehicles and two platoons in general
support
4-34
Figure 4-50. Company line formation with vehicles, one platoon in lateral support and
one platoon in general support
4-35
Figure 4-51. Company echelon left formation with vehicles, one platoon in lateral
support and one platoon in general support
4-35
Figure 4-52. Company line-in-mass formation with vehicles and one platoon in
general support
4-35
Figure 4-53. Platoon line formation with vehicles
4-36
Figure 4-54. Junction check (right) with platoon line formation
4-37
Figure 4-55. Open formation from a platoon line formation
4-38
Figure 5-1. Recording FCMT member duty position
5-9
Figure 5-2. Recording FCMT member equipment
5-9
Figure 5-3. Recording FCMT member number on armor
5-9
Figure 5-4. OIC with FCMT prior to cell entry
5-12
Figure B-1. Crowd massing
B-2
Figure B-2. Early contact and unobtrusive crowd control measures
B-3
Figure B-3. More obtrusive engagement as the crowd demonstrates negative
indicators
B-4
Figure B-4. Full engagement as crowd unlawfully demonstrates
B-4
Tables
Table 2-1. Escalating situation crowd management techniques
2-14
Table 4-1. Control force basic commands
4-6
Table A-1. Metric conversion chart
A-1
iv
ATP 3-39.33
21 April 2014
Preface
ATP 3-39.33 provides discussion and techniques about civil disturbances and crowd control operations that
occur in the continental United States (CONUS) and outside the continental United States (OCONUS). United
States (U.S.) forces deploy in support of unified action, overseas contingency operations, and humanitarian
assistance worldwide. During these operations, U.S. forces are often faced with unruly and violent crowds who
have the intent of disrupting peace and the ability of U.S. forces to maintain peace. Worldwide instability
coupled with U.S. military participation in unified-action, peacekeeping, and related operations require that U.S.
forces have access to the most current doctrine and techniques that are necessary to quell riots and restore public
order.
The principal audience for ATP 3-39.33 is Army commanders and staff elements at all echelons who are tasked
with planning and directing civil disturbance missions.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable U.S.,
international, and host nation (HN) laws and regulations. Commanders must ensure that Soldiers operate
according to the law of war and the rules of engagement (ROE) (see FM 27-10).
Unless stated otherwise, masculine nouns or pronouns do not refer exclusively to men.
Appendix A contains a metric conversion chart for the measurements used in this manual. For a complete listing
of preferred metric units for general use, see Fed-Std-376B.
ATP 3-39.33 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both
the glossary and the text. Terms for which ATP 3-39.33 is the proponent publication (the authority) are
italicized in the text and are marked with an asterisk (*) in the glossary. Terms and definitions for which ATP
3-39.33 is the proponent publication are boldfaced in the text. For other definitions shown in the text, the term is
italicized and the number of the proponent publication follows the definition.
ATP 3-39.33 applies to Active Army, Army National Guard/Army National Guard of the United States, and
U.S. Army Reserve unless otherwise stated.
The proponent of ATP 3-39.33 is the U.S. Army Military Police School (USAMPS). The preparing agency is
the Maneuver Support Center of Excellence (MSCoE) Capabilities Development and Integration Directorate;
Concepts, Organizations, and Doctrine Development Division; Doctrine Branch. Send comments and
recommendations on DA Form
2028
(Recommended Changes to Publications and Blank Forms) to
Commander, MSCoE, ATTN: ATZT-CDC, 14000 MSCoE Loop, Suite 270, Fort Leonard Wood, MO 65473-
8929; e-mail the DA Form 2028 to <usarmy.leonardwood.mscoe.mbx.cdidcodddmpdoc@mail.mil>; or submit
an electronic DA Form 2028.
21 April 2014
ATP 3-39.33
v
Introduction
Successful outcomes that follow civil disturbance situations are based on proper planning, Soldier and
equipment employment, and on-the-ground decisions that are made by leaders and members of the control
force who are face-to-face with an unruly, or potentially unruly, crowd. ATP 3-39.33 discusses and
describes the techniques that are used by Army forces who are conducting civil deterrence or response
missions to civil disturbances.
In the past century, there have been countless examples of civil disturbance situations around the world.
The size and scope of these civil disturbances varied from small gatherings of people who were verbally
protesting to full-blown riots that resulted in property destruction and violence against others. Over the past
decade, law enforcement and professional experts have come to understand crowd dynamics. A better
understanding of human behavior and crowd dynamics and technological advancement has led to improved
responses to crowd control.
This publication covers a wide array of information that concerns civil disturbances along with the
techniques that are used to quell or disperse those who are causing the disturbance. This publication
discusses crowd dynamics and human behaviors, crowd types, control force basic equipment requirements,
and control force formations. This publication also discusses planning requirements and recommendations
and the legalities that are involved with civil disturbances and control forces.
This publication builds on the collective knowledge and wisdom that was gained through recent operations,
numerous lessons learned, studies, and the deliberate process of informed reasoning throughout the Army.
It is rooted in time-tested principles and fundamentals, while accommodating new technologies, human
behavior, and organizational changes.
There are several changes from the 2005 version of this publication. These changes include the removal of
chapter 3, chapter 5, and chapter 8 from the 2005 version. Due to doctrine content parameters and Doctrine
2015 guidelines, information on specific pieces of equipment and training has been removed.
The following is a brief introduction and summary of the chapters and appendixes in this publication:
• Chapter 1. Chapter 1 discusses the operational threats in a civil disturbance environment that
leaders must understand to effectively combat them. This chapter also includes discussion on
civil unrest, crowd dynamics and behavior, and tactics that are used within the various crowd
types.
• Chapter 2. Chapter 2 addresses planning considerations and tactics that should be used by
military units to employ the control force. Areas discussed include graduated response, nonlethal
weapons (NLW), and legal considerations.
• Chapter 3. Chapter 3 provides recommendations for equipment types and techniques. This
chapter focuses on the two primary pieces of equipment for a control force—the riot baton and
riot shield. Additional protective equipment is also discussed, including how members of the
control force work as a team while using the equipment.
• Chapter 4. Chapter 4 focuses on the control force and the different formations that can be
utilized for crowd management. This chapter discusses the actions of the control force at
different mission phases.
• Chapter 5. Chapter 5 addresses civil disturbances within confinement facilities and discusses
crowd dynamics in the facility, planning considerations, and control force formations. This
chapter also identifies specialized teams within a confinement facility and their purpose.
• Appendix A. Appendix A is a metric conversion chart.
• Appendix B. Appendix B applies the information given in this publication to a generic situation.
The foundations of civil disturbance operations that are provided in this manual support the actions and
decisions of combatant commanders, staffs, and leaders at all levels. This publication is not meant to be a
vi
ATP 3-39.33
21 April 2014
Introduction
substitute for thought and initiative among leaders and Soldiers. No matter how robust the doctrine or how
advanced the capabilities and systems, it is the Soldier who must understand the operational environment,
recognize shortfalls, and adapt to the situation on the ground.
This publication is a military police doctrinal publication; however, it is geared toward any unit that may be
tasked to respond to civil disturbances. Therefore, the diagrams used in this ATP (specifically those in
chapter 4 that depict control force formations) are generic in nature. The formations can easily be modified
to suit multiple-size squads, platoons, and companies. It is ultimately the decision of the commander on the
ground as to how they will incorporate their units and Soldiers into formations.
21 April 2014
ATP 3-39.33
vii
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Chapter 1
Operational Threats
U.S. forces and unified-action partners face many threats from around the globe,
including civil disturbances. The potential for instability exists in many regions
across the world. After years of studying social strife, numerous factors can be
pinpointed as potential sources for civil disturbances. Some of these factors are
fluctuation of the world economy; competition for natural resources or basic human
needs; and differing opinions on religion, politics, and human rights. History has
shown that people everywhere demand to be treated fairly and want their grievances
to be heard to right their perceived or real wrong. Often, U.S. forces have to respond
to this type of situation and must know how their actions or inactions can affect the
potential for threats.
CIVIL UNREST
1-1. Demonstrations, public disorder, and riots happen for a number of reasons. Some of these reasons are
economic hardships, social injustices, ethnic differences
(leading to oppression), objections to world
organizations or certain governments, political grievances, terrorist acts, other man-made disasters, and
natural disasters. Civil unrest is when a civil society or a segment of its population is in a disturbed or
uneasy state or in turmoil. During a state of civil unrest, an event can be triggered by a single cause or a
combination of causes. For example, operations that occurred in the Balkans that involved civil unrest were
the result of ethnic hatred, a lack of civil authority, food shortages, a revolution, and religious-based
fighting factions.
1-2. Civil unrest may range from simple, nonviolent protests that address specific issues, to events that
turn into full-scale riots. Gathering in protest may be a recognized right of any person or group, regardless
of where U.S. forces may be operating. In the United States, this fundamental right is protected under the
Constitution of the United States, while other countries have various laws that protect the rights of their
citizens rights. During unified action, U.S. forces should never violate basic civil or human rights. Most
protesters are law-abiding citizens who intend to keep their protests nonviolent, but some protest planners
insist that the event involve violence. Often in the media, protesters can gain sympathy for their cause by
prompting authorities to take physical action against them. Violence can be the result of demonstrators
beginning to conduct unlawful or criminal acts and authorities (who are responsible for the safety and
welfare of all) enforcing the laws of the municipality, state, or nation. The level of violence is determined
by the willingness of demonstrators to display and voice their opinions in support of their cause and the
actions and reactions of the control force on scene.
1-3. Commanders must be aware of the possibility that some individuals or groups within an organized
demonstration may intend to cause disruption, incite violence, destroy property, and provoke authorities.
The situation and actions of the crowd may dictate control and enforcement options. Agitators and criminal
infiltrators within the crowd can lead to the eruption of violence. Inciting a crowd to violence or a greater
intensity of violence by using severe enforcement tactics must be avoided.
1-4. Community unrest results in urban conflicts that arise from highly emotional social and economic
issues. Economically deprived residents may feel that they are treated unjustly or ignored by people in
power and authority. Tensions can build quickly in a community over a variety of issues, such as hunger,
poor employment opportunities, inadequate community services, poor housing, and labor issues. Tensions
in these areas create the potential for violence. When tensions are high, it takes a small (seemingly minor)
incident, rumor, or perceived act of injustice to ignite groups within a crowd to riot and act violently. This
is particularly true if community relations with authorities are strained.
21 April 2014
ATP 3-39.33
1-1
Chapter 1
1-5. Significant ethnic differences in a community can create an atmosphere of distrust, even hatred.
Unrest among ethnic groups competing for jobs, living areas, and sparse essentials can cause an eruption of
civil disorder that can lead to full riots. As emotions run high, violence becomes likely.
1-6. Terrorist organizations may infiltrate groups within a demonstrating crowd. These terrorist groups
may intend to embarrass their government or other governments. Terrorist infiltrators can be used to
provoke crowds as a diversion, as part of a demonstration, or as cover for terrorist acts.
CROWD DEVELOPMENT
1-7. Crowds are a gathering of a multitude of individuals and small groups that have temporarily
assembled in the same place. These small groups are usually composed of friends, family members, or
acquaintances that represent a group belief or cause. People in small groups are known only to companions
in their group and to others in the gathering that have come from the same neighborhood or community.
Commanders must consider how the individuals and small groups assembled and how they are interacting
during the gathering process. Crowd development is a process with a beginning, middle, and end.
Note. During planning, leaders must consider that the crowd may become more combative with
the arrival of a response force.
ASSEMBLY PROCESS
1-8. The first phase of crowd development is the assembly process. The assembly process of a gathering
refers to the movement of people from different locations to a common location within a given period. This
largely determines who participates.
1-9. Gatherings are often assisted by the activities of individuals or groups with a specific agenda, such as
yelling catchy slogans and cheers that everyone can easily pick up and join in. Some groups are so well
organized that they can prestage leaders to infiltrate a gathering. This creates unity, even inciting
newcomers to join their cause. It can occur in one of two ways—impromptu or organized.
Impromptu
1-10. An impromptu assembly usually develops informally and is mostly done by word of mouth (one
person to another or one group to another). Participants spread information by telling one another when,
where, and what is happening and inviting them to participate. An example of an impromptu gathering
would be a gathering at a secured food distribution point after receiving information (by word of mouth)
that a large truck carrying much-needed supplies and food is about to arrive. In this case, hunger would be
the driving force causing the migration of people to the food distribution point. A more recent way of
establishing an informal gathering is by spreading information via electronic means (text messages or
social media). Examples of this are best illustrated in Egypt and other countries during the Arab Spring that
began in 2010 and in the United States during Occupy Wall Street that began in 2011.
Organized
1-11. Like an impromptu assembly, an organized assembly also involves individuals and groups passing on
information to one another. Passing information on police activity and occurrences and when and where
events will take place helps organizers to prestage participants. Rarely is only one group responsible for
pulling together a gathering. Organized assemblies rely heavily on established groups that attract people to
gather. Examples of well-organized groups are anarchists, antiglobalization groups, and antifree enterprise
groups. Groups representing extreme religious faiths and ethnic organizations have been common as well.
Another example of organized groups that contribute to the assembly process of certain gatherings is the
labor unions. Labor unions played a large role in the 2011 Wisconsin protests that included passing on
information and transporting participants.
1-12. Organized-gathering processes rely more on centralized planning and organization. One or more
groups offer the organizers lists of individual names and groups from which they contact as potential
participants. Modern technologies that allow for rapid information dissemination are available to these
1-2
ATP 3-39.33
21 April 2014
Operational Threats
organizers. They can also use telephone banks, mailing lists, or e-mail addresses. In preparation for a
long-term event, some group organizers have the means to provide logistical support, such as
transportation, food, and water for the participants.
GATHERING
1-13. The second phase of crowd development is the gathering itself. Studies show that—
z
Crowds are made of many entities and all participants are not the same.
z
Crowds are not made of isolated individuals, but of a minority of individuals and a majority of
small groups who may or may not be acquainted with each other.
z
Groups and individuals in the crowd are not unanimous in their motivation.
z
Groups and individuals in the crowd are usually not anonymous to each other, especially
different groups who gathered at the same place.
z
Individuals within a group do not want to draw specific attention to themselves and they do not
participate in unique, emotional displays.
z
Groups within a crowd will often act in unison in an attempt to achieve their agendas.
z
Crowds are generally not unique or distinguished by violence or unlawful conduct.
DISPERSAL PROCESS
1-14. The final phase of any crowd development is the dispersal process. It involves the movement of
people from the common location where they assembled to one or more alternate locations. The dispersal
process ends the gathering or begins its decline. Dispersal can occur on a routine, emergency, or coerced
basis.
Routine
1-15. Routine dispersal is when the crowd leaves on its own with no outside influence. The dispersal may
be specified in advance and can be included in the assembly instructions given by the organizers of the
event.
Emergency
1-16. An emergency dispersal occurs when people evacuate an area as a result of an unexpected crisis (fire,
explosion, bomb threat, terrorist act). Individuals in such an emergency quickly recover from the initial
shock and often find improvised ways of extricating themselves and their companions from the dangerous
situation. Therefore, it is important that forces on the scene are careful not to confuse group dispersion from
an attack or regrouping tactics.
Coercion
1-17. Coercion dispersal is caused by a use of force on some level. This is not necessarily the best way to
disperse a crowd. The negotiated management of crowds is the preferred method and has proven to be
highly successful in getting crowd organizers to police themselves especially if the demonstration or protest
leaders are available and willing to participate.
CROWD DYNAMICS
1-18. Understanding crowds and the gathering process is important because they can be applied to crowd
dynamics. Under most circumstances, gathered crowds are orderly and present few, if any, problems for
authorities. Crowds consist of people who, although very motivated and passionate, are also subject to their
own need for creature comforts. Rainy or cold weather has a way of disheartening all but a few individuals
21 April 2014
ATP 3-39.33
1-3
Chapter 1
who are highly motivated and disciplined. If problems exist, they usually fall into the following three
categories:
z
Public disorder. During a public disorder, there is a basic breach of civic order. Individuals or
small groups assemble often and have a tendency to disrupt normal order.
z
Public disturbance. During a public disturbance, there is turmoil on top of the initial disruption.
Individuals and groups assemble often and begin chanting, yelling, singing, and voicing
individual or collective opinions.
z
Riot. During a riot, one or more groups or individuals within a crowd threaten or act violently
toward other people or property and create an extremely volatile environment.
1-19. Panic can erupt quickly, especially when crowds turn into mobs. Individuals within the mob can
easily sense that their safety and well-being are at risk. This puts crowd members in a fight-or-flight
situation. The use of riot control agents (RCAs) by authorities adds to the panic and confusion. Individuals
in a mob may attempt to leave the area, and then they may find that there are no escape routes and the roads
are blocked. This can often lead to violent physical attacks.
BEHAVIOR THEORIES
1-20. Understanding crowd dynamics and behavior is important during the planning process. Information
about the demonstrators (who are the demonstrators, where are they gathering, why are they demonstrating,
and what are their capabilities) is necessary for proper planning. When coupling the understanding of why
crowds behave as they do with the known facts, a more detailed plan is achieved. With this information,
contingencies can be put in place so that the control force is proactive instead of reactive. There are
multiple theories on crowd behavior, two of which are discussed below.
CONTAGION
1-21. Emotional contagion is the most dramatic psychological factor of crowd dynamics. It provides the
crowd with a temporary bond of psychological unity. Lasting long enough, this unity can push a simple
organized crowd into a mob. Normal law and authority are rejected by the crowd as a whole under these
conditions, increasing the potential for violence and panic to erupt.
1-22. Being part of a crowd has certain effects on different people. Contagion theory suggests that each
individual in a crowd is susceptible to behaving in a way that is contrary to their normal behavior. Some
reasons for these behaviors could include the following:
z
Crowds provide individuals with a sense of anonymity. With so many others, an individual
realizes that they are just another face in the crowd, giving a sense of invulnerability.
z
Crowd and individual behaviors are impersonal by nature. A them-against-us attitude affords
those within the crowd the ability to freely (without hesitation or reservation) be verbally
abusive, throw objects, or attack anyone who gets in their way.
z
Crowds provide individuals with the idea that their moral responsibilities have shifted from
themselves as a person to the crowd as a whole. Large numbers of people often discourage
individual behavior, and the urge to imitate individual within the crowd is strong. Individuals
look to others around them for cues of what to do next, disregarding their own backg2round and
training. Often it is only the strong, well-disciplined person who can resist the prevailing crowd
behavior.
z
Crowd behavior influences the actions of the disorderly individuals of the crowd and the
authorities who are tasked to control them.
TWO-CROWD
1-23. The two-crowd theory is based around the belief that at civil disturbance events there are two crowds
present, one is civilians that have gathered (protesters, agitators, on-lookers) and the other is the uniformed
personnel (control force, law enforcement officials). According to the two-crowd theory, the outbreak of
violence is not due to aspects of the contagion theory, but instead due to the action, reaction, and
counteraction of both crowds that are present, known as circular reaction.
1-4
ATP 3-39.33
21 April 2014