96th CIVIL AFFAIRS BATTALION
(AIRBORNE)
LEADER’S REFERENCE BOOK
Fourth Edition
1 January 2000
Prepared By:
Command and Staff
96th Civil Affairs Battalion (Airborne )
96th CIVIL AFAIRS LEADERS REFERENCE BOOK
TABLE OF CONTENTS
SECTION
PAGE
A. INTRODUCTION
CA Organization and Activities
CA Active Duty Structure
CA Capabilities
Reserve Deployments
A-1
A-3
A-6
A-8
B. PREDEPLOYMENT ACTIVITIES
CAT-A Standard Operating Procedures for Team Level Activities
Mission Planning
- Mission Planning Checklist
- Mission Analysis Process
Orders Formats
- CMO Estimate to Operations Order
- Civil Affairs Annex to Operations Order
OPLAN Formats
- CONOP Format
- OPLAN Format
- MSR Formats
- CA Briefback Slides
B-1
B-5
B-6
B-12
B-15
B-16
B-18
B-20
B-31
C. DEPLOYMENT ACTIVITIES
Soldier Readiness Program (SRP) Checklist
Recommended Packing List
Vehicle Load Worksheet
Hazardous Cargo Worksheet
Transportation of Arms, Ammunition and Equipment
ANGUS Report
C-1
C-3
C-5
C-6
C-7
C-8
D. EMPLOYMENT ACTIVITIES
Command and Support Relationships for CA Mission
CMO Officer Duties and Responsibilities
CMO Primer
CMO Situations
CTC Primer
Civil Military Operations Center (CMOC)
CMOC Charts
Conducting Assessments
- Rapid Village Assessment
- Immediate Village Assessment
- Rapid Health Assessment
- Hasty Assessment for Disaster Assistance and Dislocated Civilians
- Procedures for Calculating Mortality Rates
- Procedures for Calculating Food Needs
- Veterinary/Agricultural Assessment
D-1
D-2
D-5
D-12
D-16
D-19
D-19-1
D-20
D-21
D-24
D-26
D-28
D-31
D-31/32
D-33
State Dept. and HN Governments
CA Support to ACRI
CA Support to Counter Drug Operations
CA Support to Consequence Management
CA Support to Demining
CA HDO Primer
CA Support to NEO
D-34
D-36
D-36
D-37
D-37
D-42
D-45
E. REDEPLOYMENT
Recall/ EAP Procedures
Redeployment Checklist
Air Movement Tips/Worksheets
Shipper’s Declaration for Dangerous Goods (SDDG)
Load Planner’s Guide
E-1
E-5
E-6
E-10
E-13
F. RECOVERY
Post Deployment Checklist
Report Matrix
Trip Report Format
After Action Report Format
F-1
F-2
F-3
F-6
G. REFERENCES
96 th CA Rules of the Road
Safety SOP
Risk Assessment Matrix
Risk Assessment Worksheets
USASOC Force Protection Weapons Policy
Funds Expenditures Fact Sheet
Communications Primer
SINGARS
TACSAT
INMARSAT
GPS
Civil Affairs Certification I Standards
Civil Affairs Certification II Standards
Time Zones Conversion Sheet
Metric Conversions
T ime Zone Map
POC Listing
Airborne Operation Procedures
Pre-Jump SOP
Glossary
CA Symbology
G-1
G-3
G-6
G-10
G-11
G-13
G-17
G-21
G-24
G-27
G-28
G-28-1
G-29
G-32
G-36
G-42
O-1
H. COMPACT DISC TOPICS
Leaders Reference Book (Complete)
PDSS Checklist
NGO Primer and Infromation
GSOP
PSYOP Introduction
N-Hour Sequence for EDREs
Vehicle Load Plans
I-1
I-2
I-3
I-4
I-5
I-6
I-7
Selected FM & TM
Toll Free Numbers
CINCContact Numbers
US Area Codes
International Country Codes
5 CD Set Reference material
USASOC Telephone Directory
I-8
I-9
I-10
I-11
I-12
I-13
I-14
INTRODUCTION
1. Civil Affairs Organization and Activities
The post-Cold War world environment has radically increased the requirement for the US military to
evolve the capabilities to serve the nation by providing support to civil authorities and conducting nation assistance.
This stands in stark contrast to its former role of deterring war and defeating threats abroad. These increasing
demands have focused primarily on conducting Civil-Military Operations (CMO). Fortunately, operations and
exercises occurring during FY99 have afforded many opportunities to conduct these particular types of missions,
and to improve civil affairs support to the regional Unified Commands. This fact sheet provides information on
several significant aspects of civil affairs forces, their structure and capabilities, and recent changes, which affect the
manner of requesting forces, and the types of support the warfighting CINCs and supporting commanders can expect
to receive.
Active Component: 3%
Reserve Component: 97%
The following paragraphs provide
general information about CA forces in the
form of those questions supported
commanders most frequently ask:
USASOC
USACAPOC
350
CACOM
SOUTHCOM
358
CA Bde
431
CA Bn
486
CA Bn
416
CA Bn
351
CACOM
PACOM
322
CA Bde
364
CA Bde
407
CA Bn
425
CA Bn
478
FID/UW
Bn
445
CA Bn
413
CA Bn
448
CA Bn
426
CA Bn
352
CACOM
CENTCOM
354
CA Bde
402
CA Bn
403
CA Bn
414
CA Bn
360
CA Bde
401
CA Bn
450
CA Bn
489
CA Bn
422
CA Bn
353
CACOM
EUCOM
96th
CA Bn
(Airborne)
Worldwide
304
CA Bde
411
CA Bn
443
CA Bn
308
CA Bde
415
CA Bn
432
CA Bn
321
CA Bde
418
CA Bn
490
CA Bn
404
CA Bn
A Company
SOUTHCOM
B Company
PACOM
C Company
CENTCOM
D Company
EUCOM
(Europe)
E Company
EUCOM
(Africa)
2. What is CA? Civil Affairs encompasses
all activities undertaken to:
a. Conduct Civil Military
Operations (CMO). CMO comprises those
actions taken to support the military
commander's assigned mission and US
national policy which involve
interface/coordination with Host Nation
military/civilian agencies, or with Private
Voluntary/Non-Governmental
Organizations. CMO missions include
coordinating Foreign Nation Support
(FNS), Populace and Resources Control
(PRC), Humanitarian Assistance (HA),
Military Civic Action (MCA), and Civil
Emergency Services.
b. Provide Support to Civil Administration. These activities are undertaken to provide
assistance to friendly foreign governments or to establish civil administration in US-occupied territories
under agreement with the local, legitimate government. This function includes US military commanders
exercising certain authorities normally associated with local/civil governments. Activities under support to
civil administration can consist of Civil Assistance, Civil Administration in Friendly Territory, and Civil
Administration in Occupied Territory.
2. How can CA help me (Why do I need CA)? Civil Affairs specialists can be employed to legitimize and
facilitate US military and national objectives. During pre-combat operations, CA teams/individuals assist the
commander in completing an estimate of the situation and preparing a CA Annex, as well as analyzing various
Courses of Action from the CA/CMO standpoint. During operational deployments, CA personnel can perform those
tasks listed above in addition to minimizing civilian interference with military operations. Post-combat operations
are supported by providing a means of reconstructing public administration organizations and facilities, and
affording the commander a means of conducting handover with civil and military agencies. During JCS and unitinitiated (Joint/Combined Exchange Training/ Deployments for Training) exercises, CA personnel provide interface
A-1
with Host Nation civil and military personnel, and provide language/cultural expertise to US military commanders.
Some examples of CA employment during FY99/00 include:
•
JTF Shining Hope and TF Falcon (Albania/ Kosovo).
•
Hurricane Mitch disaster relief.
•
East Timor Refugee Humanitarian Assistance.
3. How can I get CA? All Army CA forces are SOF, and are thus under the Command of the Commander In Chief,
US Special Operations Command (USCINCSOC). Moreover, all CA units are apportioned on an MTW in the Joint
Strategic Capabilities Plan (JSCP) to a specific warfighting CINC, and are thus regionally/culturally-aligned.
Conventional and SOF units conducting exercises/operations, which will involve contact with civilians, are strongly
encouraged to seek CA augmentation or support. CA training for officers and senior NCOs is available through the
Army Training Requirements and Resources System (ATRRS) for attendance to the four-week CA Course (CAOC)
at Ft. Bragg. Requests for CA forces should be IAW the following:
Mission Tasking Flow For
Civil Affairs Forces
CINC
VALIDATED
REQUIREMENT
USSOCOM
SOC
VALIDATED
USASOC
USACAPOC
ll
96
++
350
CA
(Global)
++
351
CA
CA
++
352
++
353
CA
(SOUTHCOM) (PACOM) (CENTCOM)
CA
(EUCOM)
(EUCOM)
(Africa)
(COORDINATION)
l
A
l
96
CA
B
l
96 C
CA
CA
l
l
96 D
96 E
CA
96
CA
In the event of contingency operations or exercises requiring initial deployment of AC personnel, teams/individuals
from the 96th CA Bn (A) will deploy under the authority of the CG, USACAPOC to provide immediate CA support
and/or staff augmentation. Once RC elements have been mobilized and certified for deployment, AC civil affairs
assets will be backfilled by RC civil affairs teams/individuals, who will conduct mission handoff at the earliest
opportunity.
4. How do I support CA elements? Civil Affairs teams/individuals are normally employed in a command
relationship of Attached or OPCON and will be supported accordingly. Support relationships may be established
with the deployment of entire CA units (battalions/brigades, etc.); however, this will normally not occur in situations
short of general war.
5. USACAPOC Organization: The United States Army Civil Affairs and Psychological Operations Command
(USACAPOC) is a two-star level Major Subordinate Army Reserve Command (MSARC), responsible for the
A-2
training and CONUS Operational Control of five regionally-aligned civil affairs commands/brigades, and all
psychological operations groups. Each CA MSU is commanded by a one-star general, and is responsible for all civil
affairs support to the respective theaters. USACAPOC is unique in that it is the only RC organization that has daily
operational control over AC elements: the 96th CA Bn (A) and the 4th POG (A).
a. AC/RC Integration: Another facet of the USACAPOC organization is that almost 97% of its forces are
in the Army Reserve. Important changes have been instituted to improve the integration of Reserve Component and
Active Component forces, which must work hand in hand to accomplish CA tasks and objectives.
b. Civil Affairs Functional Specialties and Type Elements. Activities conducted by civil affairs forces will
generally fit into several categories or require specific elements. Commanders requesting forces should bear in mind
that AC civil affairs personnel are specialists in CMO and are trained primarily to provide contingency response and
staff augmentation on a temporary basis, until RC assets can be employed to backfill and assume control of the
mission. CA teams/individuals will normally fall into the following elements:
6. Active Duty Battalion. The AC battalion is composed of an HHC and five regionally aligned companies; each
composed of one Company Headquarters (CATB) and six CA Team-As (CATA). The battalion HQ is commonly
referred to as a CATC. The AC battalion also has the ability to form two (2) Civil Affairs Planning Teams-B
(CAPT-B) from organic HHC assets and five (5) Civil Affairs Planning Teams-A (CAPT-A), one (1) each from the
respective company headquarters. These task-organized teams provide initial planning capabilities to supported
strategic and operational CMO staffs.
7. Civil Affairs Structure (Active Duty)
ACTIVE DUTY BATTALION
BN CMD
GROUP
OPCEN
HEADQUARTERS
COMPANY
SUPCEN
COMPANY A
SOUTHCOM
CA TEAM
ALPHA
COMPANY B
PACOM
COMPANY C
CENTCOM
COMPANY D
EUCOM
(EUROPE)
COMPANY E
EUCOM
(AFRICA)
CA TEAM
ALPHA
CA TEAM
ALPHA
CA TEAM
ALPHA
CA TEAM
ALPHA
A-3
HEADQUARTERS COMPANY(AC)
HEADQUARTERS
COMPANY
CMD
SECTION
HHC
BATTALION HQ
(CATC)
S2
S1
* CAPT-B
MAINT.
SECTION
S4
S3
COMMO
SECTION
LEGAL
SECTION
MED
SECTION
Ability to form two CAPT-Bs from organic assets
A-4
TOE Organization
Task Organized Planning Teams
Battalion HQ (CATC)
CAPT-B
BATTALION COMMANDER
LTC (39C00)
TEAM LEADER
LTC (39C00)
BN XO
MAJ (39C00)
OPS OFF
MAJ (39C00)
CSM
CSM (18Z500)
PLANS OFF
MAJ (39C00)
S-1
CPT (42B00)
OPS NCO
SFC (18F400)
S-2
CPT (35B00)
INTEL ANALYST
SSG (96B300)
S-3
MAJ (39C00)
OP LAW OFF
CPT (15A00)
S-4
CPT (90A00)
BN VETERINARIAN
MAJ (75B00)
CESO
CPT (25A00)
LOG ADVISOR
CPT (62D00)
BN SURGEON
MAJ (60C00)
CLERK
SPCx2 (71L10)
BN VETERINARIAN
MAJ (75B00)
CATA AUGMENTATION
SFCX2 (18F400)
STAFF JUDGE ADVOCATE
CPT (55A00)
Company HQ (CATB)
CAPT-A
COMPANY COMMANDER
MAJ (39C00)
TEAM LEADER
MAJ (39C00)
THEATER PLANS OFF
MAJ (39C00)
PLANS OFF
MAJ (39C00)
THEATER LNO
MAJ (39C00)
OPS OFF
CPT (39C00
OPS OFF
CPT (39C00)
TEAM NCOIC
SFC (18F400)
1SG
1SG (18Z500)
SUPPLY NCO
SFC (92Y400)
MOVEMENT NCO
SFC (88N400)
ADMIN SPC
SPC (71L100)
SUPPLY NCO
SFC (92Y400)
ADMIN SPC
SPC (71L100)
CATA
TEAM LEADER
CPT (39C00)
TEAM SGT
SFC (18F400)
TEAM ENGINEER
SSG (18C300)
TEAM MEDIC
SSG (18D300)
NOTE: The CAPT-A and CAPT-B are formed from organic personnel.
A-5
8. Civil Affairs Capabilities
TYPE ELEMENT
CAPABILITIES
Battalion Headquarters known as the Civil Affairs Team–C
(CATC), the HHC provides command and control, staff
planning and supervision of battalion operations and
administration
•
The HHC provides the organization, command
authority, and staff capacity to train, resource,
and deploy CA forces worldwide.
Company Headquarters - Civil Affairs Team - B (CATB)
•
Maintains an organic equipment capability to
deploy with and support rapid deployment
conventional and SOF
Provide liaison with theater CINC/SOC and
regionally oriented CACOM
Augment battalion, brigade, division, corps, or
JTF CMO staffs
Task organize into CAPT-A when required
Provide CMO planning and staff augmentation
to supported commands
Maintain direct data/voice communications
with conventional, SOF, and interagency
elements with both classified and unclassified
connectivity
Rapidly deploy by all means of infiltration
•
Provides CMO planning/assessment support and
liaison to maneuver or operational commanders.
•
•
•
•
•
•
Civil Affairs Team - A (CAT-A)
•
•
•
Provides short-term CMO direct support (90 days)
to maneuver battalions, brigades and divisions.
•
•
•
•
•
•
•
•
•
Rapidly deploy within 24-48 hours
Provide CMO staff augmentation and civil
affairs planning/assessment support to
maneuver commanders
Maintain direct data/voice communications
with conventional, SOF and interagency
elements with both classified and unclassified
connectivity
Provide linguistic, regional, and cultural
expertise to supported commanders
Provide general and limited technical
assessments (engineering, medical, operational)
Plan and support CMO conducted by military
forces
Identify and facilitate FNS
Conduct liaison with civilian authorities
Minimize civilian interference with military
operation
Conduct area studies and area assessments
Establish and operate a CMOC
A-6
Civil Affairs Plans, Programs, and Policy Team (CAP3T)
•
The CAP3T provides technical expertise and staff
assistance in planning, coordinating, and/or
executing CA activities in support of CMO to
unified commands, as directed.
•
•
•
•
•
•
•
Civil Affairs Planning Team – A (CAPT-A)
•
To provide short-term (30-45 day) staff
augmentation to division, brigade, or battalions.
•
•
•
•
•
•
•
•
•
•
Civil Affairs Planning Team – B (CAPT-B)
•
To provide short-term (30-45 day) staff augmentation
to JTF and Joint Special Operations Task Force
(JSOTF) or country team.
Augment and support a country team
Conduct transition activities with follow-on
USAR CA forces
Plan, coordinate, and conduct CA activities in
support of CMO
Train and prepare CA elements and other forces
to support CMO
Provide supported command with advice,
coordination, and staff assistance on the
employment of CA capabilities and issues
relating to the civil populace
Produce initial CMO estimate, CA/CMO annex
Conduct initial area assessment
Provide cultural and language expertise
Provide liaison to interagency, NGO,
international organization, and FN agencies
Augment/support a CAP3T
•
Plan, coordinate, and direct CA activities in
support of CMO
•
•
•
Establish and operate a CMOC
Augment and/or support a country team
Provide liaison to interagency, NGO,
international organization, GO, and FN
agencies
Conduct transition activities with follow-on
USAR CA forces
Augment/support a CAP3T
Train and prepare CA elements and other forces
to support CMO
•
•
•
•
Civil Affairs Planning Team – B (CAPT-B) cont.
Provide responsive CMO staff augmentation to
unified commands
Provide 24-hour CMO staff
planning/augmentation to supported
commands.
Plan and coordinate CA activities in support of
CMO
Provide unified command with advice,
coordination, and staff assistance on the
employment of CA capabilities and issues
relating to the civil populace
Produce initial CMO estimate, CA/CMO
Annex
Provide cultural expertise
Plan, coordinate and recommend CA force
structure
Provide supported command with advice,
coordination, and staff assistance on the
employment of CA capabilities and issues
A-7
relating to the civil populace
Produce initial CMO estimate, CA/CMO annex
Provide cultural and language expertise
Plan, coordinate and recommend CA force
structure
Maintain direct data/voice communication with
conventional, SOF, and interagency elements
with both classified and unclassified
connectivity
•
•
•
•
•
Civil Affairs Tactical Planning Team (CATPT) (AC&RC)
•
Provides planning support to maneuver units up to
Corps/JTF level. Contains five personnel.
Civil Affairs Language Team (CALT) (RC)
•
Provide language expertise to supported
commands and language training management for
the CACOM
Civil Affairs General Support Detachment (CAGSD) (RC)
•
Augments the CMO staff element of Functional
Commands or Corps/Brigades.
•
•
•
Manage the command language program
Provide limited translation capability
Manage interpreter support
Coordinate the production of soldier handbooks
for common phrases in target country/region
•
•
CAGSDs in different units will have various
combinations of functional specialties,
combined to address CMO issues.
Provides support to maneuver, CS, and CSS units.
Contains up to 15 Personnel.
9. Civil Affairs Functional Area Specialists:
Government Section
•
•
•
•
•
Legal
Public Administration
Public Education
Public Health
Public Safety
Economic Section
•
•
•
Civilian Supply
Economics Development
Food & Agriculture
Special Functions Section
Public Facilities Section
•
•
•
Public Communications
Public Transportation
Public Works & Utilities
•
•
•
•
•
Civil Information
Cultural Relations
Dislocated Civilians
Emergency Services
Environmental Management
10. RESERVE COMPONENT TYPES OF DEPLOYMENTS
US Army Civil Affairs forces consist primarily of Reserve Component (RC) units (96% of the Civil Affairs
force resides in the Reserve Component). Members of the 96th CA Bn (A) will almost always work in concert with
A-8
members of the RC, and should be aware of the various means and limitations of bringing RC personnel to Active
Duty.
TYPE DEPLOYMENT
SPECIFICS
Presidential Selective Reserve Call-up (PSRC)
Primarily used for wartime call-up scenarios (where
entire units are needed, not individuals), and not used
unless there is a need for 25,000 soldiers or more.
Active Duty for Training (ADT)
A category of active duty used to provide structural
individual and/or unit training, or educational courses
to RC members. Included in the ADT category are AT,
and ODT. The primary purpose of ADT us to provide
individual and or unit readiness training, but ADT may
support AC missions and requirements; i.e.,
operational support, they add substance to the Total
Force.
Active Duty for Special Work (ADSW)
A tour of AD for Reserve personnel authorized from
military or Reserve personnel appropriations for work
on AC or RC programs (ADSW-AC funded or
ADSW-RC funded). The purpose of ADSW is to
provide the necessary skilled manpower assets to
support existing or emerging requirements. By policy,
ADSW tours are normally limited to 139 days, or less,
in one fiscal year. Tours exceeding 180 days are
accountable against AC or AGR end strength IAW 10
U.S.C. 115 (reference (d)), unless specifically provided
for in public law. Training may occur in the conduct of
ADSW.
Active Duty for Special Work (ADSW) cont.
Annual Training (AT)
Used to bring units/individuals to Active Duty to
conduct annual individual and collective readiness
training limited to no more than 29 days per year. Not
to be used for operational deployments, but AT may
support AC missions and requirements; i.e.,
operational support, thereby adding substance to the
Total Force.
Temporary Tour of Active Duty (TTAD)
Used to bring volunteer individuals to Active Duty to
fill specific positions requiring skills, which do not
exist in the Active Component, limited to no more than
179 days per year. Supports the AC mission.
Active Duty (AD)
Full –time duty in the active military service of the
United States. It includes full-time training duty,
annual training duty, and attendance, while in active
military service at a school designated as a service
school by law and the Secretary of the Military
A-9
Active Guard and Reserve (AGR) duty
Department concerned. It does not include full-time
National Guard duty. For the RC, AD is comprised of
the categories ADT and ADOT.
AD performed by a member of an RC of the Army,
Navy, Airforce, Marine Corps, or Coast Guard or
FTNGD performed by a member of the National
Guard under and order to AD or FTNGD for a period
of 180 consecutive days or more for organizing,
administering, recruiting, instructing, or training the
reserve components. Personnel performing such duty
are included in the full –time support numbers for each
RC under the collective title of AGR. This includes
Navy Training and Administration of Reserves, Marine
Corps Active Reserve, and Coast Guard Reserve
program administrators.
Other Training Duty (ODT)
Training other than IADT or AT, that provides all
other structured training, to include on the job training,
for individuals or units to enhance proficiency. OTD is
authorized to provide for full-time attendance at
organized and planned specialized skill training,
refresher and proficiency training, and
professional development education programs. It
should provide a primary training content to the
recipient. The primary purpose of ODT is to provide
individual and/or unit readiness training, but ODT may
support AC missions and requirements; i.e.,
operational support, thereby adding substance to the
Total Force.
Reserve Component Categories (RCC)
Categories identifying an individual’s status in a RC.
The three RCCs are Ready Reserve, Standby Reserve,
and Retired Reserve. Each RC member is identified by
a specific RCC designation.
A-10
CAT-A SOP
FOR TEAM-LEVEL ACTIVITIES
1.
REFERENCES
a. Armed Forces Staff College Pub 1, The Joint Staff Officer’s Guide, 93
b. Joint Pub 3-05, Doctrine for Joint Special Operations, Oct 92
c. Joint Pub 3-05.3, Joint Special Operations Operational Procedures, Aug 93
d. Joint Pub 3-05.5, Joint Special Operations Targeting & Planning Procedures, Aug 93
e. Joint Pub 3-57, Doctrine for Joint Civil Affairs, Final Draft, Nov 90
f. Joint Pub 5-03.1, Joint Operational Planning and Execution System (JOPES)Volume I, Aug 93
g. Joint Pub 5-03.2, Joint Operational Planning and Execution System (JOPES)Volume II,Aug 93
h. CGSC Student Text 100-9, The Command Estimate Process, Jul 92
i FM 41-10, Civil Affairs Operations, Jan 93
j. FM41-10, Civil Affairs Operations, (Draft 99)
2. PURPOSE. To establish Standing Operating Procedures for operational or major exercise Deployments and
Recovery.
3. SCOPE. This SOP supersedes all previous guidance and applies to all elements either assigned or attached to
the 96th Civil Affairs Battalion (Airborne) deploying in support of contingency operations or exercise-related
operations (e.g., JCS exercises, Joint/Combined Exchange Training (JCET) events, Deployments For Training
(DFT), and Joint Readiness Training Center (JRTC) rotations). This SOP does not apply to individual deployments
for staff augmentation, liaison duties, planning conferences, command visits, etc.
4. GENERAL. The intent of this guide is to provide the mission commander the information and guidance
necessary to plan a training event, so that he understands what tasks he must accomplish and how to accomplish
them. Responsibilities and procedures outlined in this guide are mandatory. The 96th Civil Affairs Battalion
(Airborne) has the unique distinction of being the only active component Civil Affairs Battalion in the U.S. Army.
As such, the battalion provides world-wide civil affairs support to each of the five war-fighting theater Unified
Commands. Inherently, Unified Commands are composed of forces from two or more military departments and
operate in a joint environment. Therefore, elements of the battalion must be capable of planning and executing both
contingency operations and exercise-related missions IAW Joint Doctrine. While the battalion has the mission of
providing support to maneuver battalions, brigade, and division staffs, this support is often provided in a joint
environment under the umbrella of a Joint Task Force (JTF) or a Joint Special Operations Task Force (JSOTF).
5.
CONDUCT OF OPERATIONS. Events are planned and conducted in five phases.
a. Phase I- Pre-Deployment. The CAT-A coordinates an appointment with the Company Commander for the
concept approval and Pre-deployment Site Survey (PDSS), if necessary. The Commander or his representative will
approve the concept, and establish a date for the event. The CAT-A Cdr then conducts his responsibilities IAW the
following steps:
(1) Conducts a detailed mission analysis, and prepares a Concept of the Operation (CONOP) brief for the
Company Commander.
(2) Prepares a budget estimate for review by the S4.
(3) Presents the CONOP to the company commander. After the company commander approves the
CONOP, it is forwarded to the S3 for approval by the Battalion Commander and assigned a mission number by the
Plex NCO at Battalion.
(4) Produces a detailed written OPLAN with enclosures for staffing and inclusion in the MTF . Identifies
problem areas and solutions. Prepares the initial Briefback IAW the slide brief format.
B-1
(5) The CAT-A CDR submits a Country Clearance request through the company operations, to the S3
Plex NCO.
(6) Conducts the initial Briefback. Appropriate staff sections and company personnel will attend briefback.
The CAT-A CDR records pertinent data (location, attendees, minutes, conclusions and agreements) about the
Briefback (this may require an assistant).
(7) Continues the planning process IAW the Mission Planning Checklist and guidance from the S3. IPRs
will be conducted as necessary, or upon notification.
b. Phase II - Deployment. OIC/NCOIC are required to ensure that the Commander’s reporting requirements
are met.
c. Phase III - Employment. A critical part of this is the Emergency Plan of Action (EPA).
d. Phase IV - Redeployment. Personnel will conduct redeployment IAW their OPLAN.
e. Phase V - Recovery. Personnel will conduct recovery IAW MPG and Encl 2 to Tab I (Recovery Operations)
6. PROCEDURES. The commander’s intent during mission preparation, for either contingency operations or
exercises, is to ensure that both the deploying elements conduct a thorough Mission Analysis, develop a clear &
concise initial Concept of the Operation (CONOP) and produce a detailed OPLAN with MSRs where appropriate
IAW MPG and prior to deployment conduct a detailed briefback. These and other specific elements relating to the
mission preparation are discussed below:
a. Mission Analysis. *After receipt of
the mission, the mission Analysis is the
first step in the tactical decision-making
process and consists of actions related
to:
§ Gathering facts (current status or
conditions).
§ Making assumptions (substitute for
facts if information is not known).
§ Analyzing the higher commander’s
mission and intent (what specified and
implied tasks are required to
accomplish the mission).
b. Mission Planning Folder (MPF).
The MPF is the single-most important
continuity document pertaining to a
mission. The MPA initiates the MPF
upon receipt of a mission and
continually includes all significant data
related to the mission through the
Recovery Phase. For planned
operations the company OPS Team
maintains and monitors the MPF, the
company OPCEN monitors the daily
maintenance of the Mission Tracking Folder (MTF). See Mission Checklist TAB C or Mission Planning Folder.
B-2
c. Tasking Order. USACAPOC normally provides the Battalion with a Tasking Order (TASKORD). The
Battalion Commander uses a TASKORD to assign missions to subordinate commanders. The TASKORD
designates the Mission Planning Authority (MPA), Supporting Agencies (SA), and Intelligence Production Agency
(IPA) as required; grants Direct Liaison Authority (DIRLAUTH); and establishes an Earliest Anticipated Launch
Time (EALT). For contingency operations, the OPCEN issues the TASKING ORDER to the MPA for mission
analysis and CONCEPT OF THE OPERATION (CONOP) development; the Battalion OPCEN will not issue a
TASKING ORDER for JCS, UDT, CTC, JCET, and recurring emerging operations
d. Concept of the Operation (CONOP). The CONOP is the MPA response to the TASKORD. It
provides the MPA’s concept of operations in sufficient detail for the battalion commander & staff to evaluate for
execution. The Mission Commander will generate the CONOP at D–90 for planned events (i.e. JCS, JCET, HDO).
For contingency operations the designated MPA will submit a CONOP NLT 24 hrs after receipt of TASKORD
(VOCO/Message). The format is the five paragraph operations order format. One major difference exists in the
execution paragraph where specified and implied tasks follow the concept of the operation sub-paragraph. The intent
of the CONOP is to provide the tasking commander with an abbreviated decision brief to recommend a course of
action that accomplishes the assigned task. Initial RFIs should be generated and submitted during this process. See
Appendix X CONOP FORMAT.
e. Operational Plan (OPLAN). The OPLAN is the mission commander’s detailed plan for the conduct of
the operation and is based on the approved CONOP. The OPLAN is written in five paragraph operations order
format. The OPLAN will be submitted at D-45. The OPLAN will include enclosures with a consolidated list of
MSRs
f. Supporting Enclosures. The MPA sends a supporting enclosure with the OPLAN for administrative,
operational and logistical support. The supporting enclosure lists all the MPA support requirements to include
additional personnel, training requirements, administrative requirements, transportation, and equipment. Additional
supporting enclosures can be submitted as the planning process continues. All enclosures are submitted to the
Battalion S-3 Shop for initial action. The following is a list of all enclosures which go into the OPLAN.
(1) Training Calendar
(2) POI Summary
(3) Force Protection Situation/Control Measures
(4) MEDEVAC Plan
(5) Budget Plan
(6) Personnel MSR
(7) Intelligence MSR
(8) Operations MSR
(9) Resource MSR
(10) Medical MSR
g. Mission Planning Checklist (MPC). The MPC is a detailed roadmap that identifies those key elements
that must be accomplished in preparation for deployment. It becomes part of the MPF upon the receipt of a mission.
h. Briefback. The Briefback is a systematic means for presenting information about a specific CA mission.
It is the MPA’s opportunity to demonstrate to the commander & staff that the mission is clearly understood, the
element is prepared to execute. The basic outline is general but is flexible enough to be used for any doctrinal CA
mission. It is general guidance and can be modified by deleting portions that do not apply or by adding needed
segments.
B-3
i. Recovery. The Recovery Phase includes those actions and reports that must be accomplished upon
redeployment to home station IAW MPC. The MPA prepares the following documents during the Recovery Phase:
(1) After Action Report (AAR). The AAR provides a historical record of the events leading up to
conducting, and recovering from participation in a particular event. The MPA submits the AAR within 10 working
days of return to home station for all contingency operations and exercises. All AARs are submitted to the
Battalion S-3 Shop for initial action.
(2) Trip Report (TR). The TR serves as a continuity link in the mission planning process for future
exercises. It is critical in identifying unresolved issues, which need to be addressed prior to execution. It is
submitted within 10 working days of return to home station from following: planning conferences (IPC, MPC,
FPC), PDSS, staff augmentation, etc. All Trip Reports are submitted to the Battalion S-3 shop for initial action.
(3) SODARS. Some overseas missions require a SODARS Report. These must be
submitted NLT 5 working days upon return to home station. Request for debrief in place of SODARS
reports should be submitted to the S-3 NLT R-10.
7. KEY TASKS . The following table comprises a list of major events, key tasks to be completed, and the element
responsible for task completion:
Operation/Exercise
TASKORD
MPF
Contingency Operation
OPCEN
MPA
JCS Exercise
JCET Event
UDT
JRTC
LNO Support
Staff Augmentation
Planning Conference
CAPOC
CAPOC
N/A
CAPOC
CAPOC
CAPOC
N/A
MPA
MPA
N/A
MPA
N/A
N/A
N/A
MPC
CONOP
MPA
MSN
ANALY
MPA
MPA
OPLAN
MSR
MPA
MPA
MPA
MPA
MPA
N/A
N/A
N/A
MPA
MPA
N/A
MPA
N/A
N/A
N/A
BB
MPA
TR/AAR
SODARS
MPA
MPA
MPA
MPA
MPA
N/A
N/A
N/A
MPA
MPA
N/A
MPA
N/A
N/A
N/A
MPA
MPA
N/A
MPA
MPA
MPA
MPA
MPA
MPA
MPA
MPA
MPA
MPA
MPA
B-4
Mission Planning Checklist
D-120 (120>90)
TASK ORD ISSUED TO TEAM
_______
MSN TRACKING NUMBER ASSIGNED BY BN S3
_______
AMMO FORECAST SUBMITTED TO BN S3
_______
REQUEST COMM. TICKET PROGRAM TO AST
_______
SUBMIT PDSS COUNTRY CLEARANCE TO BN S3
_______
SUBMIT PDSS VISA REQUEST TO AST
_______
SUBMIT PDSS 1610
_______
COUNTRY CLEARANCE APPROVED
_______
VISAS RETURNED
_______
SCHEDULE AMMO DRAW
_______
ALL MSRS APPROVED/FILLED
_______
FUNDS APPROVED FOR SSSC/LOCAL PURCHASE _______
EXTERNAL EQUIPMENT ISSUED
_______
ATTACHMENTS CLOSE ON BN
_______
CAT-A PREPARE BRIEFBACK
_______
D-15
SUBMIT PDSS COURIER ORDERS
_______
CONDUCT PDSS
_______
ORDERS COMPLETED AND ISSUED TO CAT-A
_______
_______
BN ISSUES ORGANIC EQUIP. REQUESTED
_______
D-90 (90>45)
BEGIN ANTI MALARIALS
_______
SUBMIT CONOP TO BN S3
_______
D-7
CONOP APPOROVED BY BN CDR
_______
BREIFBACK TO BN CDR/STAFF
_______
REQUEST INITIAL RFI’S
_______
RECEIVE AIRLINE TICKETS FROM AST
_______
CAT-A PREPARES OPLAN/MSR
_______
PICK UP CONTROLLED MEDICAL SUPPLIES
_______
SUBMIT VISA REQUEST TO AST
_______
COURIER ORDERS ISSUED
_______
SUBMIT WEAPONS EXECPTION TO POLICY
_______
RECEIVE CLASS-A AGENT BREIF
_______
RECEIVE PURCAHSING AGENT BRIEF
_______
TURN IN PDSS TRIP REPORT
D-45 (45>30)
1
SUBMIT OPLAN TO BN S3 TO INCLUDE:
_______
D-2
TRAINING CALENDAR
_______
CAT-A DRAW OPFUND
_______
POI SUMMARY
_______
PALLETIZE IF REQUIRED
_______
FORCE PROTECTION
_______
D-1
MEDEVAC PLAN
_______
PHYSICALLY SIGN OUT FROM BN
_______
BUDGET PLAN
_______
D+1 – SUBMIT ANGUS REPORT TO BN
_______
PERSONNEL MSR
_______
INTELLIGENCE MSR
_______
OPERATIONS MSR
_______
RESOURCE REQ MSR
_______
MEDICAL MSR
_______
PHASE I CERTIFICATION COMPLETE
_______
D-30 (30>15)
REQUEST CLASS-A AGENT BREIF
_______
REQUEST PURCAHSING AGENT BRIEF
_______
RECEIVE SRP
_______
RECEIVE LEGAL BRIEF
_______
RECEIVE THREAT BRIEF
_______
RECEIVE PASSIVE COLLECTION BRIEF
_______
1
ALL OF THESE MSRS MAY NOT BE REQUIRED
B-5
Mission Analysis Process
1. General.
a. The mission analysis process, whether formally or informally done, is a critical step towards identifying the
operationally relevant work needed for supported unit success. The standard is to communicate to the supported
unit commander, in clear and unambiguous terms, what civil affairs tasks or policies must be integrated into the
supported unit’s operations. To be operationally relevant, the civil affairs planner must express this information in a
way, which communicates the operational impact of the civil affairs operation and not just the legal, moral, or
ethical impact. The resulting mission statement must focus civil affairs elements towards the execution of civil
administration mission activities, civil-military mission activities, using the civil affairs 20 functions, towards the
development of civil-military policies and/or programs, or some combination of the preceding areas. If the planner
cannot focus the mission statement because the civil affairs operations are too diverse, the mission analysis must
then identify the civil affairs priority of effort based on the supported unit’s operational timeline and critical civil
affairs tasks.
b. Civil administration activities are: civil assistance; civil administration in friendly territory; and civil
administration in occupied territory.
c. Civil-Military mission activities are: populace and resource control; foreign nation support; humanitarian
assistance; military civic action.
d. Civil Affairs functions are:
GOVERNMENT
- legal
- public administration
- public education
- public health
- public safety
ECONOMIC
- civilian supply
- economic development
- food and agriculture
PUBLIC
SPECIAL
- public communications
- civil information
- public transportation
- cultural relations
- public works and utilities - dislocated civilians
- emergency services
- environmental management
e. A civil affairs critical task is one, which, if not accomplished, stands a high probability of contributing to the
failure of the supported unit’s mission or national policy/objective.
2. Getting Started.
a. Prior to beginning any mission analysis process, the Civil Affairs planner must do the following:
(1) Find and understand the higher commander’s mission, intent, and concept of operations. Refer to
applicable OPLANS/OPORDS or ask specific questions to the unit operations officer.
(2) Find and understand the supported commander’s mission, intent, and concept of operations. Refer to
applicable OPLANS/OPORDS or ask specific questions to the unit operations officer.
(3) Find and understand the national/international objectives and policies related to the operation/plan. Refer
to the Theater J5 for plans and policies; a Theater Civil Affairs officer usually in a J5 or J3 section; a Theater level
ambassador-at-large; a Political Advisor assigned for the operation; or whatever is available in the media.
(4) Determine the desired end state. Not always possible, but if you find the information for (1), (2), and (3)
above you will have most of the components for an end state. Ask yourself what are the desired results and/or
conditions, which the supported command must leave behind for long-term mission success. In the absence of an
end state for the civil-military environment, take the information you do have and try to visualize and state one in
direct, concrete and tangible terms. Keep it in focus throughout the entire planning process.
B-6
(5) Concurrently work on the Civil Military Operations Estimate with particular attention to paragraph 2e(2),
“Current problems faced by the command.”
3. Mission Analysis Thought Processes. There is more than one way to derive a mission analysis from a situation.
Use whatever works as long as all participants understand the same process and the results are clear, unambiguous,
and operationally relevant to the supported unit. This paper offers two techniques.
a.
Civil Affairs Mission Planning Guide, May 1992.
IDENTIFY AND CONSIDER
DETERMINE
CDR Vision
End State
CDR’s
Restated
Mission,
Planning
Guidance
Specified and
Implied Tasks
Follow-On/
Contingency
Operations
Constraints
and
Limitations
RISK
Determine
• Priority of Effort
• PIR
Desired
End State
• IR
By Command
• Doctrine
• Mission Tactics
• Control Measures
Risk
(IPOA)
LEGEND:
IPOA = Intelligence Preparation of the
Operation Area
PIR = Priority Intelligence Requirements
IR
= Information Requirements
ROE = Rules of Engagement
• Reports
By Environment
• Population
• Terrain
• Weather & Light Data
By Threat
• Strengths
• Weaknesses
• Vulnerabilities
(1) Understand what the higher commander and the supported unit commander wants done. Understand the
end state as expressed in the commander’s intent and/or national objectives. Extract specified civil affairs tasks and
identify implied tasks, not just from the civil affairs annex but from the entire order. Understand how the current
operation ties into subsequent operations to capture the transition of civil affairs operations and the impact of actions
today on desired actions tomorrow. Absorb all this information and figure out how you are going to get the results
needed to best support the operation. Determine the civil affairs priority of effort necessary to maximize those
results within the constraints, limitations and risks present in the operation. As you think through the mission
analysis, write down the intelligence and informational questions which come to mind and are pertinent to civil
affairs. Refine these into specific questions and submit through intelligence channels or incorporate into
assessments.
B-7
(2) Understanding the constraints and limitations of the command is an important first step towards
learning how to integrate civil affairs into supported unit operations. If any of those restrictions are due to the
civilian environment, can civil affairs actions find the resources (material, services, personnel, time) to relieve that
restriction or take actions to mitigate the effects of certain restrictions?
(3) Give a lot of thought on how you are going to integrate the civil affairs mission and its priority of effort
into the supported unit’s operation. What other assets are available to help your four to six person team accomplish
what needs to be done?
b. Thinking in Reverse.
(1) This technique is simply the process of asking certain questions that will ultimately lead a civil affairs
planner to identify those points of interface between the civilian and military environments within the area of
operation. From the various point of interface identified, the civil affairs planner should initially only concern
himself with the most operationally significant ones. These are normally either constraints upon a unit’s operation
which come from the civilian environment or opportunities from that environment for material, services, personnel,
or moral support for the operation.
(2) Whereas most operational planning is focused forward on contact with the enemy, the questions below
encourage the Civil Affairs planner to think in reverse to how and what type of contact is made with the civilian
environment surrounding the military operation. This technique is less structured than the others are, yet it requires
a broader knowledge of all military assets involved in the mission and how they operate. These are some questions
to get you started.
(a ) What might the enemy do that will impact upon the civilian environment?
(b ) What might the civilian situation be like--politically, economically, socially, psychologically, etc?
(c ) What is the supported commander’s concept of operations and intent within the unit’s area of
operation? (This also includes the log plan, personnel plan, intel plan, fire support plan, etc.)
(d ) Where, during the execution of that concept, could elements of the supported command interface with
the civilian environment?
(e ) What aspects of the civilian environment might support the accomplishment of the operation?
(f) What aspects of the civilian environment might interfere with the accomplishment of the operation?
(g ) Who in the supported unit and/or host nation is responsible for ensuring that support, or mitigating that
interference?
(h ) If someone is responsible, are they aware of the opportunity/problem; can they address the
opportunity/problem; or do they/do they not care?
(i) Whatever results from these questions may be mission or tasks for either civil affairs units or other
units capable of accomplishing the job. Some results won’t be important enough to worry about.
(j) What are the objectives of the civilian leadership and international organizations?
(k) What are potential sources of funding?
B-8
ASSETS AVAILABLE:
Assets within, adjacent to, or available to the
area of operation which a Civil Affairs Planner
may be able to incorporate for the accomplishment
of a Civil Affairs task.
These assets may be under the direct control of
the Civil Affairs planner, such as Civil Affairs
units, or may be used with prior coordination.
These indirect assets vary greatly from military
units (medical, engineer, military police, PSYOPS,
chaplain, PAO); to international, non-government,
and Host Nation organizations; to U.S. and Host
Nation government agencies.
The small size of a Civil Affairs team in support
of a unit necessitates finding assets with which or
through which Civil Affairs tasks can be
accomplished. Knowing where they are and how
to access them is also important.
SPECIFIED TASKS:
Tasks from higher or supported headquarters
OPLAN or OPORD which Civil Affairs must
perform to successfully accomplish the higher
command’s mission.
Currently, many Civil Affairs Annexes contain
specified tasks based primarily on doctrine rather
than a thorough mission analysis and estimate.
Even though they are shown as “specified tasks,”
the supporting Civil Affairs team must use its
judgment to determine if those tasks are truly
relevant to the operation and, if they are, which
ones are critical tasks.
IMPLIED TASKS:
Although not specified in the order, these are
the Civil Affairs tasks which must be
accomplished in order to accomplish specified
tasks.
ASSUMPTIONS:
Assumptions replace necessary but missing or unknown facts. An
assumption is appropriate if it meets the tests of validity and necessity.
Validity defines whether or not an assumption is likely to occur.
“Assuming away” potential problems is an example of using an invalid
assumption. Necessity defines whether or not the assumption is absolutely
essential for the plans development. If planning can continue without
making the assumption, the assumption fails the test of necessity and,
consequently, is inappropriate.
A Civil Affairs planner can incorporate assumptions from higher
headquarters; however, be sure to focus on assumptions necessary for
Civil-Military Operations planning.
__________________________________
LIMITATIONS/CONSTRAINTS:
Refers to constraints and limitations placed upon civil-military
operations. Constraints are restrictions placed by a higher headquarters
that limits the unit’s freedom of action (i.e., requirements to travel in
groups of four vehicles, not entering the city until after 0900 hrs, etc.).
Limitations are things the unit cannot accomplish because of its
organization, resources, or time allocated. (i.e., can execute only two
MCA projects with allocated monies, can only communicate on HF, VHF,
and secure LAN.)
RISKS:
Determine where the loss of civil affairs personnel and equipment
might occur in the operation so that the necessary procedural controls can
be implemented to manage loss to minimum levels. A civil affairs planner
may also look at the risk to civilian populations, survival related
infrastructure, or arts, monuments, and archives.
___________________________________
ESSENTIAL ELEMENTS OF INFORMATION:
Information needed by a Civil Affairs planner to either address an
assumption or to better assess the developing situation. These are specific
questions, not general.
RESTATED CMO MISSION:
Pending the supported commander’s approval, the restated CMO
mission contains all the elements of the mission statement: who, what,
when, where, and why. These elements define both tasks and purpose.
___________________________________
CMO INTENT:
Normally, the commander’s “intent” statement is the only one in an
OPORD/OPLAN. Integration of the CMO intent into the commander’s
intent is the preferred method; however, since most commander’s intents
are focused on the enemy, a civil-military intent will help to focus the
supporting civil-military operations upon the civil-military environment.
B-9
(3) A worksheet helps to document the planner’s thoughts so that he can go back and reconsider portions of
the analysis as the situation changes or allow replacement CA Teams to understand why you recommended the
actions you did. Try to keep it to 1 or 2 pages. Conciseness forces the selection of the most important information.
(4) The civil affairs planner may also want to add a paragraph on pertinent “facts” which help define the
situation.
4. Other Thought Provokers. Other ways to look at the same information.
a. METT-T-C: Mission, Enemy, Troops, Terrain, Time Available, Civilians.
b. Special Operations Imperatives:
(1) Understand the operational environment.
(2) Recognize political implications.
(3) Facilitate interagency activities.
(4) Engage the threat discriminately.
(5) Consider long-term effects.
(6) Ensure legitimacy and credibility of Special Operations.
(7) Anticipate and control psychological effects.
(8) Apply capabilities indirectly.
(9) Develop multiple options.
(10) Ensure long-term sustainment.
(11) Provide sufficient intelligence.
(12) Balance security and synchronization.
c. Battlefield Operating Systems (BOS):
(1)
(2)
(3)
(4)
(5)
(6)
(7)
Intelligence
Maneuver.
Fire Support
Air Defense
Mobility and Survivability
Combat Service Support
Command and Control
5. Intelligence Preparation of the Operation Area (IPOA). The civil affairs IPOA helps a planner better
understand the different aspects of the civilian environment in which the mission must be accomplished. The IPOA
is primarily an examination of the friendly situation, which includes U.S./Allied/Coalition forces, government
agencies, and non-governmental agencies. Essential to this examination is the acquisition and analysis of
information specifically related to the civil affairs 16 functional specialties. Comparison is then made of the
capabilities, vulnerabilities, and courses of action of organizations involved in the mission. The IPOA product is
composed of a written estimate and graphic overlay of the civil affairs situation, which will include important
facilities, population centers, likely Displaced Civilian routes and gathering areas, etc. The broad categories and
process are as follows:
a.
b.
c.
d.
e.
f.
g.
h.
Operational area evaluation
Government functions
Geographic analysis
Demographic analysis
Economic functions
Public facilities functions
Special functions analysis
Data base integration
B-10
6. Conclusion. However you derive your restated mission, intent, critical tasks, and priority of effort, remember
that you must express your contribution to mission accomplishment in clear and unambiguous terms. In an ideal
world, clear and unambiguous means that it must be obvious to the supported commander what he will gain
operationally by the conduct of civil affairs activities or what the cost is to his mission if certain critical tasks are not
accomplished.
7. Mission Analysis References.
a. Do not hesitate to review the publications applicable to the situation in order to understand the doctrinal
operational requirements and stimulate your thoughts on how civil affairs can best be integrated.
b. Find and review the below listed publications as they apply to the mission:
Joint
Joint
Joint
Ground Forces Service
Component Commander
Theater Army Area
Commands (TAACOM)
Corps Operations
Corps Support Commands
(COSCOM)
Division Operations
Division Support
Commands (DISCOM)
Brigade Operations
Battalion Operations
Special Operations
LIC Operations
Peace Operations
Domestic Operations
Humanitarian Operations
Humanitarian Operations
Disaster Operations
Operations
b.
Joint Pub 3-57, Doctrine for Joint Civil Affairs, 21 June 1995
Joint Pub (Joint Doctrine)
Joint Task Force Commander’s Handbook for Peace Operations, FEB 1995
FM 100-7, Decisive Force: The Army in Theater Operations, May 1995
FM 100-15, Corps Operation, September 1989
FM 63-3, Corps Support Operations, September 1993
FM 71-100, Armored and Mechanized Division Operations, June 1990
FM 71-101, Infantry, Airborne, and Air Assault Division Operations
FM 63-2, Division Support Command, May 1991
FM 7-30, The Infantry Brigade, October 1995
FM 71-3, Armored and Mechanized Infantry Brigade, May 1988
FM 7-20, The Infantry Battalion, April 1992
FM 7-72, The Light Infantry Battalion
FM 71-2, The Tank and Mechanized Infantry Battalion Task Force, SEP 1988
FM 7-98, Operations in Low-Intensity Operations, October 1992
FM 10-20, Military Operations in Low-Intensity Conflict, December 1990
FM 100-23, Peace Operations, December 1994
FM 100-19, Domestic Support Operations, July 1993
FM 100-23-1, Multi-service Procedures for Humanitarian Assistance
Operations (Final Draft), March 1994
UNHCR Handbook for Emergencies, December 1982
USAID Field Operations Guide for Disaster Assessment and Response,
FOG Version 2.0
FM 100-5, Operations, June 1993
The above list is only a partial list, but will help you focus on the general area of interest. From there you
can branch out to include medical, military police, and engineer operations among others into which Civil
Affairs operations can be integrated or from which civil affairs operations can be facilitated. Additionally a
wealth of information is available from open sources, such as, the public library, local university, and
Department of State.
B-11
CIVIL-MILITARY OPERATIONS (CMO) ESTIMATE FORMAT
The following format contained in this handbook describes a logical method of determining the most suitable course
of action to accomplish the tactical CMO mission. The estimate should be as through and detailed as time will
permit. When time is not pressing, a detailed written estimate may be made. When time is pressing, the format
serves as a mental checklist to ensure that all elements of the situation are considered in arriving at a
recommendation or decision.
This format is used to support the military decision-making process during course of action development. The CMO
estimate will be incorporated in the decision matrix to evaluate which course of action is best from the CMO
standpoint.
B-12
CIVIL MILITARY OPERATIONS ESTIMATE FORMAT
Copy no __ of __
Issuing Headquarters
Place of Issue
Date/Time Group
References: Maps, charts, or other documents/VOCO guidance.
1. MISSION. The restated mission as determined by the commander.
2. SITUATION AND CONSIDERATIONS
a.Intelligence Situation. Include information obtained from the intel officer. When the details make it appropriate
and the estimate is written, a brief summary and reference to the intelligence document or annex of the estimate may be
used.
(1) Characteristics of the Area of Operations. Physical features, climate, and basic political, economic,
and psychological factors.
(a) Attitudes of the population (cooperative or uncooperative).
(b) Availability of basic necessities (food, clothing, water, shelter, and medical care). Include civilian
capabilities of self-support.
(c) Availability of local material and personnel to support military operations.
(d) Number of dislocated civilians in the area.
(e) Amount and type of war damage suffered by the economy (particularly in the transportation, public
utility, and communications fields).
(f) Status and character of civil government.
(g) State of health of the civilian populace.
(2) Enemy strength and dispositions.
(3) Enemy capabilities. Consider sabotage, espionage, subversion, terrorism, and movement of dislocated
civilians:
(a) Affecting the mission.
(b) Affecting CMO activities.
b. Tactical Situation.
operations officer.
Include information obtained from the commander's planning guidance and from the
(1) Present dispositions of major tactical elements.
(2) Possible COAs to accomplish the mission. These COAs are carried forward through the remainder of the
estimate.
(3) Projected operations and other planning factors required for coordination and integration of staff estimates.
c.Personnel Situation. Include information obtained from the personnel officer.
(1) Present dispositions of personnel and administration units and installations that have an effect on the
CMO situation.
(2) Projected developments within the personnel field likely to influence CMO.
B-13
1.
PAGE
MILITARY INTERDEPARTMENTAL PURCHASE REQUEST
2. FSC
3. CONTROL SYMBOL NO.
4. DATE PREPARED
7. TO:
NAME, ADDRESS, POINT OF CONTACT, AND
PHONE/FAX NUMBERS OF AGENCY TO RECEIVE MIPR
9.
1
OF
5. MIPR NUMBER
PAGES
6. AMEND NO.
8. FROM: (Agency, name, telephone number of originator)
96TH CIVIL AFFAIRS BATTALION (A)
AOCP-CAB-RM
FT BRAGG, NC 28310
910 432-8344/8345 FAX 1699
ITEMS
ARE
ARE NOT INCLUDED IN THE INTERSERVICE SUPPLY SUPPORT PROGRAM AND REQUIRED INTERSERVICE
SCREENING
HAS
HAS NOT BEEN ACCOMPLISHED.
ITEM
DESCRIPTION
NO. (Federal stock number, nomenclature, specification and/or drawing No.,
etc.)
1.
"FUNDS ARE PROVIDED FOR:"Be specific and identify mission,
individuals, or service. Separate the amount if necessary.
2.
IDENTIFY THE TIME PERIOD MIPR OS TO BE SPENT.
DD MONTH -DD MONTH 20XX
3.
"Request DD Form 448-2 (MIPR Acceptance) be faxed within 5
working days to the number in block 8.Please send original DD
Form 448-2 as soon as possible.
QTY
UNIT
c
d
ESTIMATED
UNIT
PRICE
e
ESTIMATED
TOTAL
PRICE
f
"POC is" Battalion Budget Officer' Name,
SEE ATTACHED PAGES FOR DELIVERY SCHEDULES, PRESERVATION AND PACKAGING INSTRUCTIONS,
10. SHIP12. TRANSPORTATION ALLOTMENT (Used if FOB Contractor's plant)
11. GRAND TOTAL
13. MAIL INVOICES TO (Payment will be made by)
PAY OFFICE DODAAD
FUNDS
FOR
PROCUREMENT
ARE
PROPERLY
CHARGEABLE
TO
THE
ALLOTMENTS
SET
FORTH BELOW. THE AVAILABLE
14.
BALANCES OF WHICH ARE SUFFICIENT TO COVER THE ESTIMATED TOTAL PRICE.
ACRN
APPROPRIATION
LIMIT/
SUBHEAD
15. AUTHORIZING OFFICER (Type name and title)
DD FORM 448, JUN 72
SUPPLEMENTAL ACCOUNTING CLASSIFICATION
16. SIGNATURE
PREVIOUS EDITION IS OBSOLETE.
ACCTG STA
DODAAD
AMOUNT
17. DATE
USAPPC V4.10
d. Logistic Situation. Include information obtained from the logistics officer.
(1) Present dispositions of logistics units and installations that have an effect on the CMO situation.
(2) Projected developments within the logistic field likely to influence CMO.
e.CMO Situation. In this subparagraph, the status is shown under appropriate subheadings. In the case of detailed
information at higher levels of command, a summary may appear under the subheading with reference to an annex to
the estimate.
(1) Disposition and status of CA elements and related significant military and nonmilitary elements.
(2) Current problems faced by the command. Estimate the impact of future plans of the supported unit
operation pertinent to the CMO mission.
(3) Projected impact of civilian interference with military operations.
(4) Government Functions:
(a)
(b)
(c)
(e)
(f)
Public Administration
Public Safety
Public Health
Legal
Public Education
(5) Economic Functions:
(a) Economics Development
(b) Food and Agriculture
(c) Civilian Supply
(6) Public Facilities Functions:
(a) Public Works and Utilities
(b) Public Communications
(c) Public Transportation
(7) Special Functions:
(a) Dislocated Civilians
(b) Emergency Services
(c) Cultural Relations
(d) Civil Information
(e) Environmental Management
f. Assumptions. Until specific planning guidance becomes available, assumptions may be required for initiating
planning or preparing the estimate. These assumptions are then modified, as factual data becomes available.
3. ANALYSIS OF COURSES OF ACTION. Under separate paragraphs for each COA (from para. 2e), analyze all
CMO factors indicating problems and deficiencies.
4. COMPARISON OF COURSES OF ACTION.
a. Evaluate CMO deficiencies and list the advantages and disadvantages of each proposed COA.
B-14
b. Discuss the advantages and disadvantages of each tactical COA under consideration from the CMO standpoint.
Those that are common to all COAs or which are considered minor should be eliminated from the list. Includes
methods of overcoming deficiencies or modifications required in each COA. Priority will be given to one major CA
activity that most directly relates to the mission, such as preventing civilian interference with tactical and logistical
operations.
5. CONCLUSIONS/RECOMMENDATIONS.
a. Indicate whether the mission set forth in para 1 can be supported from the CMO standpoint.
b. Indicate which COA can best be supported from the CMO standpoint.
c. List primary reasons why other COAs are not favored.
d. List the major CMO problems that must be brought to the commander's attention. Include specific
recommendations concerning the methods of eliminating or reducing the effect of these deficiencies.
Annexes as Required
Designation of Staff Officer or Originator
B-15
CONOP FORMAT
DEPARTMENT OF THE ARMY
Company XX, 96th Civil Affairs Battalion (Airborne)
Fort Bragg, North Carolina, 28310
AOCP-CAB-XXX
00-Jan-00
MEMORANDUM FOR: Commander, 96th Civil Affairs Battalion (Airborne)
(Airborne), Ft. Bragg, N.C., 28307
SUBJECT: CONOP for JCS/EXERCISE XXXXX,DTG.
1.
SITUATION. A brief statement of the current situation.
2.
MISSION STATEMENT. The primary task as derived by the commander during mission analysis of the
CINC tasking message.
3. COMMANDER'S CONCEPT OF THE OPERATION. A general statement of how the commander intends to
accomplish the mission, including the major forces involved, phasing, cross service support, coordination, and
cooperation necessary for successful execution.
a. Specified Tasks
b. Implied Tasks
4. EXECUTION. A sub-paragraph for each operational event, to include unit designation, number personnel,
time, place, means of infiltration, and specific mission tasks.
5. COORDINATION. Specify action taken to coordinate required mission support, and event/action by other
joint elements. Specify additional support requirements.
6.
OPERATIONAL LIMITATIONS. As required.
7.
REMARKS. As necessary.
8.
POC. Name, grade and duty phone number and email address of Mission commander.
(Signature)
Name
Rank
Position
B-16
CIVIL AFFAIRS ANNEX TO AN OPERATIONS ORDER
Copy no. __ of __
Issuing Headquarters
Place of Issue
Date Time Group
Message Reference Number
ANNEX
(CIVIL AFFAIRS) TO OPERATIONS ORDER NO. _____
References: Maps, charts, and other relevant documents/VOCO guidance
Time Zone Used Throughout the Order: ZULU
1. SITUATION. Items of information affecting CA support not included in para. 1 of the OPORD, or any
information which needs to be expanded and CA/CMO situations pertaining to US mission.
a.
Enemy Forces. This section should address the enemy threat to rear areas to include acts of sabotage and
guerrilla activities.
- CMO Specific
b. Friendly Forces
(1) Outline higher headquarters’ CA plan(s).
(2) Outline higher and adjacent unit CA plans.
(3) Note CA resources supporting the unit.
c. Attachments and Detachments. CA resources attached and detached to include effective times if appropriate.
2. MISSION. A clear, concise statement of the CA task, which includes who, what, where, when, and why. If
necessary, multiple CA tasks must be prioritized.
3. EXECUTION
a. Supported Commander's CA Intent
b. Concept of the Operation. A brief statement of the CA operation to be carried out, to include CA priorities.
c. CA Tasks to Subordinate and Supporting Units
d. Coordinating Instructions
(1) Instructions applicable to two or more subordinate units.
(2) Reference to supporting appendixes not referenced elsewhere in the annex.
(3) Note additional CA resources available to support the unit.
4. SERVICE SUPPORT
5. COMMAND AND SIGNAL
Acknowledgment Instructions
Authentication
Appendixes:
Distribution:
Last Name of Commander
Rank
B-17
COPY OF
COPIES
DTG XXJANXX
CAT-A XXX.
MSN NO. XXX
OPLAN 01-XXX
(PURPOSE: CA Units provide input to OPLAN generation. CA units do not routinely generate unilateral
OPLANS)
REFERENCES:
a. 96th CA GSOP, 1 Nov 99
b. 96th CA CAT-A SOP, 1 Nov 99
c. 96th CA Leaders Reference Book, 1 Dec 99
d. FM 41-10, Civil Affairs Operations, Jan 93
e. FM 41-10, Civil Affairs Operations, Draft 99
1.
SITUATION. A brief statement of the updated situation after PDSS.
2.
CA MISSION STATEMENT. The primary task as derived by the commander during mission analysis of
the mission. Should be updated after PDSS.
a.
b.
3.
CA COMMANDER’S INTENT.
CA MISSION STATEMENT
EXECUTION.
a. CONCEPT OF THE OPERATION. A detailed statement of how the commander intends to accomplish
the CA mission, including the major forces involved, phasing, cross service support, coordination, and cooperation
necessary for successful execution.
(1)
(2)
(3)
(4)
(5)
b.
Predeployment
Deployment
Employment
Redeployment
Recovery
COORDINATION. State coordination made through DIRLAUTH with supported elements.
(1) MACOM. (CINC SPECIFIC)
(2) US Embassy.
(3) Supporting Program or Unit. (HA, HDO, ACRI, JRTC)
(4) Staff.
4.
SERVICE SUPPORT. Brief overview of external support and funding. (Detailed support requests are
covered in MSRs.
5.
COMMAND AND SIGNAL.
a. Command.
(1) Supported Unit. Cover OPCON / TACON / Attached Relationships
(2) Command Relationships from 96th to the supported CINC to the SOC and to the Supported Cdr.
(3) 96th CAB Mission Commander.
B-18
b. Signal.
(1) Contact Plan
(2) Means of Communications (PACE)
Primary: TACSAT
Alternate: GLOBAL TELEPHONE
Contingency: TELEPHONE
Emergency: GLOBAL TELEPHONE
(3) Supported Unit Contact Numbers.
6.
POC. Name, grade and duty phone number of Mission commander.
Encl.
1 – Training Calendar
2 – POI Summary
3 – Force Protection Situation/Control Measures
4 - MEDEVAC Plan
5 - Budget Plan
6- Personnel MSR
7 - Intelligence MSR
8 - Operations MSR
9 – Resource MSR
10- Medical MSR
(Signature)
Name
Rank
Position
B-19
Purpose: To specify training plan for HN/ Supported Force, Primarily for Exercise support,
JCET/JCS/DFT, etc.
Enclosure 1 – TRAINING SCHEDULE
a. Exercise/Training Event:
b. Deployment Dates:
c. Location:
d. Executing Unit:
Weekly Training Schedule
Type Training:
Week___ of ____Weeks
Inclusive Dates: 00 OCT- 00NOV 00
Page 1
_____________________________________________________________________________________________________________________
Date & Time
Unit
ActivityLocationTrainer
Ref/Remarks
_____________________________________________________________________________________________________________________
SUN 26OCT
0001-2400
CAT-A
NO TRAINING SCHEDULED
_____________________________________________________________________________________________________________________
MON 27OCT
0630-0900
CAT-A
PHYSICAL FITNESS
0900-1200
0900-1700
0900-1700
0900-1700
1300-1700
_____________________________________________________________________________________________________________________
TUE 28 OCT
0630-0900
PHYSICAL FITNESS
0900-UTC
0900-1700
0900-1700
0930-1130
________
WED 29 OCT
0630-0900
PHYSICAL FITNESS
0900-UTC
0900-1700
0900-1700
__________________________________________________________________
________
THU 30 OCT
0630-0900
PHYSICAL FITNESS
0900-UTC
0900-1700
0900-1700
_____________________________________________________________________________________________________________________
FRI 31 OCT
0630-0900
0900-1700
0900-1700
0930-1700
0900-1700
1000-1100
_____________________________________________________________________________________________________________________
SAT 01 NOV
0001-2400
NO TRAINING SCHEDULED
_____________________________________________________________________________________________________________________
XXXXXXXXXX
CPT, SF
B-20
ENCLOSURE 2 – POI SUMMARY
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
c. Executing Unit:
1.
Mission. (HDO, Disaster Management, ACRI CMO, HA)
2.
POI Summary.
TOPIC
HRS
a.
b.
c.
d.
3.
POC is
B-21
ECLOSURE 3 – Force protection
Exercise/Training Event:
1.
a.
Deployment Name:
b.
Deployment Dates:
c.
Location: (CODED)
d.
Executing Unit:
Force Protection Situation in Country:
a.
b.
c.
d.
Crime:
Terrorism:
Travel:
Medical Threats:
2.
Risk to Force. HIGH/ MED/ LOW
3.
Force Protection Qualified Personnel.
4.
Force Protection Measures.
5.
Emergency Plan of Action.
B-22
ENCLOSURE 4 – MEDEVAC PLAN
Exercise/Training Event:
a. Deployment Name:
b. Deployment Dates:
c. Location: (CODED)
d. Executing Unit:
1. Medical Situation in the Operational Area. i.e. Level I Trauma Centers / Embassy Doctors &
Facilities / Military Doctors & Facilities / Air MEDEVAC Capabilities & Transportation Available.
2. Operational MEDEVAC Plan. Concept for stabilization at the injury site / movement from injury site
to nearest medical facility / procedures and response time for Air MEDEVAC / Arrival Airfield or Airport of Air
Medevac / procedures for transport to nearest Level I Trauma Center.
3.
Point of Contact Listing for Medical Emergencies.
4.
Team Medical POC is
B-23
ENCLOSURE 5 - BUDGET PLAN (Page 1 of 2)
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
c.
1.
Executing Unit:
Budget Breakdown. All estimates are based on support of 4 US personnel for 30 days.
PLANNING
CONF.
PDSS
MAIN BODY
TOTAL COST
COMMERCIAL AIR
PER DIEM
Billeting
Meals
Incidentals
RENTAL VEHICLES
CLASSES OF SUPPLY
l) Class I
2) Class II
3)Class III
4) Class IV
5) Class V
6) Class VI
7)Class VII
8) Class VIII
9) Class IX
OPFUND
OMA
OTHER
B-24
TOTALS
ENCLOSURE 5 - BUDGET PLAN (Page 2 of 2)
2. Military Interdepartmental Purchase Request (MIPR) Required
a. OPFUND MIPR of $5000.00 to US Embassy to cover in country mission expenses.
b. OMA MIPR $$860.00. A separate request for OMA funding has been provided and is an attached
enclosure. Request meal supplements at a cost of $3.00 a day for a total of 4 personnel x 60 days.
$ 1.00 Per/bt. water 5 ltrs x 4 pers. x 30 days = $500.00
$ 3.00 sup rat meal/sup x 4 pers. x 30 days = $ 360.00
c. Class III POL MIPR $950.00 for in country. POL products will be used for ground transportation and
emergency power.
d. Total MIPR $1500. Fund site location is:
XXXXX XXXXXXXX
Budget and Fiscal Officer
Department of State
Bamako, Mali
Tel (223) 22-36-73 ext. 211/298
Washington, D.C.
(223) 22-56-63 ext. 221/298
20521-2010
Fax (223) 22-37-12
e. POC this action rank, name, phone number.
B-25
ENCLOSURE 6 – PERSONNEL
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
d.
1.
Executing Unit:
Request SRP Support for the following individuals:
Name
a. XXXXXXXXXXXX
Rank
SSN
XX
XXXXXXXXX
Company
X
b.
c.
d.
2.
POC is
B-26
Enclosure 7 - Intelligence
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
e.
1.
Executing Unit:
Request S2 Threat and Passive Observation Briefing for the above Mission for DTG XXXXX.
2. Request for Information (RFI)
WHO - Requesting Team/Company:___________ POC:_____________________ Phone:___________________
WHAT - Subject/Topic:________________________________________________________________________
- Exact Type of Information Needed (i.e., map, document, photo, etc.):
____________________________________________________________________________________
____________________________________________________________________________________
- How many copies do you need?:_________________________________________________________
WHEN - DTG Requesting Information For:________________________________________________________
(Note: Expect minimum 72 hour response time)
- Drop Dead Date (I need this info NLT):____________________________________________________
WHERE - Grids or locations(If applicable):________________________________________________________
______________________________________________________________________
______________________________________________________________________
WHY - What specifically do you need to learn from the information? Knowing what
you need to learn from the information helps us to find the product / answer
that will be of the greatest help to you (i.e., maps for locations vs. imagery
for conditions):_________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
What resources have you already checked? If the info is available through your own sources, we may refer
you back to those sources. Also, it helps us to know what you have already looked at so we do not waste
time re-checking the same sources.:_________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
CLASSIFICATION - Max classification level (circle): U / CONFIDENTIAL / SECRET
BN S2 Only: LOGGED IN____________________________________________
ASSIGNED____________________________________________
RETURNED___________________________________________
ATTACHMENTS:_______________________________________
CLASSIFIED WHEN FILLED IN
B-27
ENCLOSURE 8 – OPERATIONS MSR
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
f.
1.
Executing Unit:
Request Country Clearance for the following individuals:
Name
a. XXXXXXXXXXXX
Rank
SSN
XX
XXXXXXXXX
Company
X
b.
c.
d.
2.
Request the following briefings:
a. Anti-Terrorism / Force ProtectionDTG XXXXX
b. Commander’s Briefback DTG XXXXX
3. POC is
B-28
ENCLOSURE 9 - EXTERNAL RESOURCE REQUIREMENTS
Exercise/Training Event:
a. Deployment Name:
b. Deployment Dates:
c. Location: (CODED)
d. Executing Unit:
1. Personnel Augmentation Requirements:
MOS
# Required
Priority
Comments
Priority
Comments
Priority
Comments
Priority
Comments
3. Communications Equipment Requirements:
Item
# Required
4. Speciality Equipment Requirements:
Item
# Required
5. Miscellaneous Requirements:
Item
# Re quired
6. Comments: (Paragraph)
NOTE: As a minimum, list all requirements not on the MTO&E.
B-29
ENCLOSURE 10 - MEDICAL
Exercise/Training Event:
a. Deployment Dates:
b. Location: (CODED)
g.
Executing Unit:
1. Request Medical Records Screening for the following individuals:
Name
a. XXXXXXXXXXXX
Rank
SSN
XX
XXXXXXXXX
Company
X
b.
c.
d.
2.
Request the following Medical Supplies:
a.
b.
3.
Request Medical Intelligence Packet/Briefing NLTXXXXX
B-30
Title
CAT-A XX, 96th CA BN
Outline
•
•
•
•
•
•
•
•
•
Intro
Situation
Concept of the Operation
Force Protection
Commo Plan
ADMIN/Legal
Medical
Logistics
Conclusion
CAT-A XX, 96th CA BN
Task Organization
CAT-A XX, 96th CA BN
CMD Relationship
•OPCON to
•TACON to
•JCS Funding
CAT-A XX, 96th CA BN
HIGHER MISSION
CAT-A XX, 96th CA BN
Specified Tasks
Implied Tasks
CAT-A XX, 96th CA BN
Facts
Assumptions
CAT-A XX, 96th CA BN
Restated Mission
CAT-A XX, 96th CA BN
Mission Commander’s Intent
CAT-A XX, 96th CA BN
Operational Area Evaluation
• Government Functions (MOI)
• Economic Functions
• Public Facilities
CAT-A XX, 96th CA BN
Physical Analysis
•
•
•
•
Terrain Analysis
Population Analysis
Climatological Analysis
Threat Evaluation
CAT-A XX, 96th CA BN
PIR
CAT-A XX, 96th CA BN
Concept of the Operation
13
30
5
Sep 99
Pre-Dep Dep
Oct 99
Employment
28
31
12
Nov 99
Re-Dep Recovery
CAT-A XX, 96th CA BN
METL
CAT-A XX, 96th CA BN
Force Protection
Risk to Force:
Force Protection Qualified Personnel:
Force Protection Measures:
Emergency Plan of Action:
CAT-A XX, 96th CA BN
Commo Plan
DSN
E-mail
C/96th
Comm
DSN
JSOTF
TST 31
(weekly)
(daily)
E-mail
Comm
(Wed)
From Embassy
From Embassy
Primary
Alternate
Contingency
Emergency
CAT-A XX, 96th CA BN
Admin Status
• Certification
• Medical Status
• OPTEMPO
CAT-A XX, 96th CA BN
Legal Status/ROE
• Court Martial and Article 15 Jurisdiction is
maintained by X Co, 96th CA BN.
• DCA (Defense Cooperation Agreement) is in
effect.
• Standard JCS peacetime Rules of Engagement
are in effect.
CAT-A XX, 96th CA BN
Medical Estimate
Health Hazards in AO
MEDEVAC Procedures
CAT-A XX, 96th CA BN
Logistics
• Specialty Items:
• Transportation
• Weapons/Ammo:
• LOG Requirements:
• Budgeted: Total Budget
Note: List Budget Requirements
CAT-A XX, 96th CA BN
Additional Points of Interest
•
•
•
•
Briefing Requirements
AC/RC Integration
FSG Integration
Risk Assessment
CAT-A XX, 96th CA BN
Issues
CAT-A XX, 96th CA BN
Restated Mission
CAT-A XX, 96th CA BN
SRP CHECKLIST
96 th CIVIL AFFAIRS SOLDIER READINESS PROCESSING CHECKLIST
SECTION A
PERSONAL DATA
NAME
SSAN
RANK
UNIT
SECTION B
INSTRUCTIONS
Soldiers with deficiencies are not deployable unless cleared by the unit commander.
SECTION C
STATION 1 ORIENTATION BRIEFING
1. SRP Folder Available?
SUPERVISOR’S SIGNATURE…………………………………………………..........GO/NO GO
STATION 2 LEGAL INTERVIEW
1. Does soldier have a will?……………………………………………………............YES/NO
Location of original…………………………………………………………........
2. Does soldier have a power of Attorney?……………………………………...........YES/NO
Type of Power of Attorney………………………………………………….
Expiration Date…………………………………………………………….....
3. Geneva Convention training in past 12 months?……………………………........YES/NO
Date.....................................
Civilian/Military Justice Matters:
Is soldier currently under criminal investigation?. ............................................YES/NO
Is soldier currently a Plaintiff/Defendant?. ........................................................YES/NO
Is soldier involved in any legal actions that mandate his/her personal appearance in the next 6
months?............................................................................................................. YES/NO
SUPERVISOR’S SIGNATURE………………………………………………............GO/NO GO
STATION 3 PERSONNEL
1.
2.
3.
4.
Is soldier within 7 days of ETS?……………………………………………........YES/NO
Is DD Form 93 current and up to date?…………………………………….......YES/NO
Is SGLI Form 8286 current and up to date?…………………………………...YES/NO
ID Card (DD Form 2A) current and up to date?……………………………....YES/NO
C-1
SRP CHECKLIST
96 th CIVIL AFFAIRS SOLDIER READINESS PROCESSING CHECKLIST
STATION 3 PERSONNEL (CONTINUED)
5. Does soldiers have 2 sets of ID Tags?…………………………………..................YES/NO
(1set in SRP Folder)
6. Do medical personnel have Geneva Convention ID?…………………….............YES/NO
7. Is soldier Sole Surviving Family Member?……………………………................YES/NO
8. Is soldier a former POW?………………………………………………................YES/NO
9. Is soldier a former Peace Corps Member?……………………………….............YES/NO
10. Does soldier have a P3 or P4 Profile?…………………………………….............YES/NO
MMRB scheduled/competed?…………………………………………….............YES/NO
11. Does soldier have a Family Care Program on file?………………………..........YES/NO
DF Form 5304-R, on file and reviewed annually?………………………............YES/NO
Date of last review………………………………………………………................YES/NO
12. Is soldier a Foreign National (Germany/Turkey)?………………………...........YES/NO
13. Is DA Form 2A/2B current and up to date?……………………………….........YES/NO
14. Does soldier have a passport (if not, is application submitted)?........................YES/NO
15. Is Sure Pay verified?……………………………………………………...............YES/NO
SUPERVISOR’S SIGNATURE………………………………………............…......GO/NO GO
STATION 4 MEDICAL
1. Is physical current or has one been scheduled?…………………………..…YES/NO
2. P-mask w/lens inserts available?………………………………………......... YES/NO
3. If soldier wears glasses, does he/she have 2 pair?……………………..….....YES/NO
4. Is soldier pregnant?……………………………………………….……...........YES/NO
5. Is medical warning tag verified?……………………………………...........…YES/NO
6. Are shots current/posted (PHS 731/Med Records)?………….…………….. YES/NO
7. Are hearing aids/batteries required/available?……………………….……..YES/NO
8. is soldier’s HIV test current (within 2 years)?………………………...…… YES/NO
SUPERVISOR’S SIGNATURE………………………………………...........……GO/NO GO
STATION 5 DENTAL
1. Are Dental Records on file?………………………….........……………………..YES/NO
2. Panographic X-Ray on file at CPSF?…………………........…………………...YES/NO
3. Dental classification deployable?…………………….......……………………...YES/NO
SUPERVISOR’S SIGNATURE…………………………………..........………….....GO/NO GO
STATION 6
1. Has soldier cleared all stations?……………….....………………………………YES/NO
2. Is soldier deployable?……………………………….........……………………….YES/NO
SUPERVISOR’S SIGNATURE/Date………………….........………………………YES/NO
C-2
RECOMMENDED CAT-A PACKING LIST
ITEM DESCRIPTION
1. US Flag
2. Radiacmeter SN3. Detector unit chemical agent SN4. Alarm unit, chemical agent SN-5. Stool, folding
6. DZSO safety kit
7. Handset H-250/U
8. Canister, chemical biological- mask, C2
9. Permethrin arthopod repellent
10. MRE heater
11. Insect repellent, lotion
12. DR8-B
13. Telephone, TA 312 SN-2752G&4460A
14. TM 11-5805-201-12 TA 312
15. RL-39
16. Battery, lithium BA 5590/U
17. Battery, lithium BA 5800/U
18. Battery, BA 5567/U
19. Battery, lithium BA 5372/U
20. TM 3-6665-312-12&P Chemical Agent Alarm
21. TM 5-1080-200-13&P Camouflage Screen System
22. TM 11-5820-890-10-1 SINCGARS
23. Water purification tablets, iodine
24. Insect repellent type HA
25. Converter, power YC-500E
26. Video Camera
27. Polaroid camera
28. 35mm Camera
29. Laptop
30. Printer
31. Battery charger
32. Plugger GPS
33. Australian shower
34. Drop light--25 foot cord
35. VS-17 panel
36. SINCGARS manpack
37. Glint tape
NSN
6665-01-081-8140
5965-00-043-3463
4240-01-119-2315
8970-01-321-9153
6840-01-284-3982
6145-01-155-4258
5805-00-543-0012
3895-00-498-8343
6135-01-036-3495
6665-99-760-9742
6135-01-090-5365
EA
6850-00-985-7166
6840-00-753-4963
UI
QTY
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
1
EA
BTL
BTL
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
1
1
1
1
2
1
1
4
2***
48
1
2
2
2
1
4***
4***
4***
8***
1
1
7
5
1
1
1
1
1
1
1
1
1
1
1
1
1
Serial #
Serial #
Serial #
Serial #
Serial #
*** Denotes HAZMAT
C-3
RECOMMENDED PACKING LIST
ITEM DESCRIPTION
1. Pad, letter size, white
2. Folder, file type II
3. Pad, legal
4. Transparency film - 4 mil
5. Notebook, wire spiral
6. Binder, 3- ring
7. Cartridge, blk ribbon-- lt.2051
8. Pencil, lead # 2 med
9. Labels, white stickem
10. Replacement ribbon, printer
11. Card, index 3x5
12. Thumbtack
13. Staple remover
14. Pen, retractable ball point (blk)
15. Staples, paper
16. Pen, retractable ( replacement)
17. Scissors
18. Tape, scotch clear w/ dispenser
19. Tape, scotch replacement
20. White out
21. Paper clips
22. Microdisk 3.5
23. Rubber band
24. Bag, trash small
25. Bag, trash large
26. Towel, paper
27. Record book
28. Pencil sharpener
29. Clipboard
30. Document protectors
31. Toilet paper
32. Circuit bar
33. Polaroid film
34. 35 mm film
35. Extension cord--25 ft w/ ground
36. Briefing binder
37. Video tapes 8mm
38. Light bulbs, 60W
39. Overhead projection slides
40. Combat acetate
41. Alcohol pens, all sizes/colors
42. Stencils (O & I Kit)
43. Butcher block paper pad
44. 100 MPH tape
45. Chem lites (3 different colors--12 Hour)
46. 550 cord--100 foot
47. Certificates/trade goods
NSN
7530-00-291-0098
7500-00-247-0318
7510-00-272-6887
7510-00-205-0371
UI
QTY
EA
BX
EA
BX
EA
EA
EA
DZ
EA
EA
EA
BX
EA
EA
BX
EA
EA
EA
EA
BTL
BAG
EA
BAG
EA
EA
ROLL
EA
EA
EA
BOX
EA
EA
PKG
PKG
EA
EA
EA
EA
BOX
ROLL
PKG
EA
EA
ROLL
BOX
PKG
EA
5
1
1
1
9
3
3
2
150
2
50
2
1
24
1
10
1
1
1
1
2
20
1
25
1
1
1
1
1
1
8
1
3
6
1
2
4
4
1
1
2
1
1
2
2 each
1
10-15
C-4
VEHICLE LOAD CARD
UNIT
BUMPER NO:
DATE COMPILED
VEHICLE INFORMATION
TYPE
LENGTH
WIDTH
HEIGHT
EMPTY WEIGHT
CB/CG is ____ inches from:
CARGO COMPARTMENT VIEW
Bed HT: 36”
13’ 4”
DRIVER
POSITION
C-5
7’
CO-DRIVER
POSITION
LOC
CGO DESCRIPTION AND TYPE PACK
LOADED VEH. WT
QTY
PC WT
LOC
CGO DESCRIPTION AND TYPE PACK
DRIVER (NAME & GRADE)
QTY
PC WT
HAZARD IDENTIFICATION AND INSPECTION WORKSHEET
(USASOC REG 385-1)
UNIT:
INSPECTED BY:
LOCATION
USASOC Form 1148-R-E
Mar 98 (AOOS)
HAZARD/
DISCREPANCIES
DATE:
CORRECTIVE
ACTION REQUIRED
1 Feb 94 edition may be used until supply is exhausted.
FORWARDED
TO/DATE
DATE ACTION
COMPLETED
C-6
Transportation of Arms, Ammunition, and Equipment (AA&E)
1. Below is a simplified listing of the procedures that must be taken when transport weapons by commercial
air carrier.
a. Coordinate with the local Provost Marshall
b. Coordinate with the commercial carrier for:
(1) Observation of loading and unloading of AA&E.
(2) AA&E will be the last loaded and the first unloaded.
(3) Not to mark or label the container of what its contents are.
(4) To move container directly to aircraft under SM observation
(5) Observation of container at origin, destination, and any transfer points.
c. AA&E will be in a metal container with welded hinge pins or wood box such as a footlocker. The metal
container will be secured with two approved secondary padlocks and both keys will be retained by the SM.
The wood box must be banded. This means that the bander and banding material must be taken to the
airport to band the box after it has been inspected by the airline.
d. Remove the bolt from the weapon. This is to be carried by the SM.
e. Weapon serial number on travel orders and a copy of the orders in the container with the AA&E.
f. Category II AA&E (M-16s) will be placed in the custody of an E-5 or above. M9s are category IV and
are to be placed in the custody of a responsible individual.
g. Once the container is accepted by airline personnel, the soldier will obtain a baggage check stub and
record the name of the airline official accepting the weapon directly onto the ticket stub. This measure will
be executed regardless of whether the airline allows watch on/watch off."
h. Government owned vehicles are to be used to transport AA&E to or from an airhead. Government
owned vehicles include TMPs and rental vehicles. The rental must be used to support official travel and the
service member should have rental authorization stated on his/her orders. POVs are not authorized modes
of transportation for AA&E.
2.
Travel Contingencies. Plans need to be established during every step of the trip to answer the following
possibilities:
a.
b.
c.
d.
The carrier won’t accept AA&E
AA&E is lost during transit
Airports/Airlines/Carriers to avoid.
Points of contacts (Contact Information) of people to help you in case things go bad.
3. POC for this memorandum is the Bn S-2.
C-7
ANGUS REPORT
DTG:
MSG:
96 TH CIVIL AFFAIRS BATTALION (AIRBORNE)
INITIAL ENTRY REPORT (ANGUS)
SENT WITHIN 24 HOURS UPON ARRIVAL
1.
REPORTING UNIT:
2.
PERSONNEL/EQUIPMENT STATUS:
•
•
•
NAME OF REPORTING INDIVIDUAL
NUMBER OF PERSONNEL
EQUIPMENT STATUS
3.
LOCATION/PHONE NUMBER:
4.
FORCE PROTECTION
•
•
•
5.
NAME OF OPERATION
STATUS OF ROE (IS IT SUFFICIENT)
FORCE PROTECTION MEASURES IN FORCE IN AO (WHAT ARE THEY , ARE THEY
SUFFICIENT)
SIGNIFICANT ISSUES:
C-8
COMMAND AND SUPPORT RELATIONSHIPS
COMMONLY USED IN CA MISSIONS
Civil Affairs teams, elements, or individuals can expect to provide Civil Affairs support under the full
range of command and support relationships. The important thing to remember at the team level is that Civil Affairs
officers are not maneuver commanders! No CA officer will ever own any terrain, maneuver any forces, or operate
unrestricted in any other maneuver commander's sector. The only situation where CA officers may be directly
responsible for or have command of forces or terrain would be in a mature theater, where combat operations have
generally ceased and the reconstruction of infrastructure is taking priority (such as Kuwait City after Operation
Desert Storm). Traditionally this involves functional specialists from one of the Reserve Component CA units.
COMMAND RELATIONSHIPS
SUPPORT RELATIONSHIPS
Organic: A unit/individual that forms an essential part of an
Army unit and is listed in its TOE/TDA. All elements
(CATST, TS Company, etc.) of the 96th CA Bn which are
listed in the unit's TOE are Organic.
* Support relationships are established to define
specific relationships and responsibilities between
supporting and supported units. Command
responsibilities, responsibility for logistic support,
and the authority to reorganize or reassign
component elements of a supporting force remains
with the higher headquarters or parent unit unless
otherwise specified. Elements of the 96th will not
normally enter into support relationships.
Assigned: A unit/individual that is placed in an organization
on a permanent basis and is controlled and administered by
the organization to which it is assigned for its primary
function or the greater portion of its functions. (Example: An
individual is PCSd to USPACOM to serve as an LNO for a
two-year period. He would be attached to USPACOM, but
remain assigned to the 96th CA Bn.)
Direct Support (DS): A unit in DS of a specific unit
or force is required to give priority of support to that
unit or force. A unit in DS has no command
relationship with the supported force and therefore
cannot be sub-allocated, reassigned, or reorganized
by the supported force. (The TS companies of the
96th are in a DS role to their respective theaters only
while they are in CONUS. Once they enter that
theater, they enter into a command relationship.)
Attached: A unit/individual that is placed in an organization
on a temporary basis. Attachment can be subject to limitations
specified in the attachment order. The gaining Cdr exercises
the same degree of command and control over attached
elements as he does over organic elements; however, the
losing Cdr can specify retention or transfer, UCMJ, and
promotion. (Example: A CATST is sent to USEUCOM to
work in Operation Provide Promise, for the Commander Joint
Task Force Provide Promise (JTF-PP). The CATST would be
attached to Cdr JTF-PP until released.)
General Support (GS): A unit in GS will provide
support to the total force and not to any particular
subdivision of the supported force. Only the
supported force headquarters can assign missions
and determine priorities to supporting GS units.
(Generally used with engineer, artillery, and air
defense units.)
Operational Control (OPCON): A unit/individual provided to General Support Reinforcing (GSR): Used
another CDR to accomplish specific missions or tasks limited primarily with artillery units, a GSR artillery unit is
by time, function, or location. OPCON does not include
required to support the force as a whole and to
admin or log responsibility, UCMJ, internal organization, or provide reinforcing fires to another artillery unit as a
unit training . (Example: An engineer PLT attached to a
second priority.
maneuver BDE, and apportioned to a subordinate BN for a
particular operation. The engineer PLT would be OPCON for
that particular mission, and then returned to the BDE.
D-1
Combatant Command (COCOM): The authority exercised by
Unified and Specified Commanders over assigned forces.
COCOM is synonymous with OPCON in its application.
(Example: USCINCSOUTH exercises COCOM over all US
military forces stationed in the USSOUTHCOM AOR.)
Command Less OPCON: The authority exercised by
commanders having administrative/logistical responsibility
(command functions) over assigned forces, but have not
authority to direct tactical missions.
Tactical Control (TACON): A unit or individual placed under
the command of another commander for a specific mission.
Once that mission is accomplished, the unit/individual reverts
back to its assigned unit. (Example: SOF aviation assets
during Operation Provide Comfort were placed at Incirlik AB,
Turkey to provide Search and Rescue aviation support to
CJTF Provide Comfort. The CJTF Provide Comfort exercised
TACON of those elements for any SAR mission, however,
COMSOCEUR exercised OPCON in the event other CINC
directed missions arose which held a higher priority.
COMSOCEUR's authority, OPCON, was higher then CJTF
PC, i.e., TACON.)
Special Relationships: When technical or professional
activities require command responsibility along one line, and
authority for technical practices along another. (This can
occur in fields involving automation, medicine, electronics,
law, maintenance, construction, and financial accounting.)
S5, CIVIL-MILITARY OPERATIONS OFFICER
The S5 is the principal staff officer for the commander in all matters concerning the civilian impact on
military operations and the political, economic, and social effects of military operations on civilian personnel. He
has staff responsibilities for those activities embracing the relationship among the military forces, the civilian
authorities, and people in the area of operations.
CA OPERATIONAL SUPPORT (CA Supports the Commander by:)
•
Identifying available local resources, facilities, and support
•
Coordinating US requirements for assisting in obtaining local resources, facilities, and support
•
Minimizing civilian interference with US military operations
•
Assisting the commander in meeting legal and moral obligations to the local populace by temporarily
providing support for goods and services through host government agencies to local population
•
Supplementing the intelligence effort at the operational and tactical level
•
Acting as the staff focal point for cultural considerations that impact on military operations
D-2
CA MAJOR CRITICAL TASKS
•
Conduct mission analysis
•
plan for mobilization and conduct deployment
•
Provide augmented CMO staff to support HQs
•
Develop IPB
•
Develop CMO estimate (IAW FM 101-5)
•
Plan for Civil Affairs mission
•
Prepare for combat
•
Communications and information management
•
Assist in NEO operations
•
Perform dislocated civilian (DC) operations
CA SUB TASKS
A. CONDUCTING MISSION ANALYSIS
•
•
•
•
•
•
•
•
•
Receive the mission
Identify higher commander’s intent (2 levels up)
Identify CA specified tasks
Identify CA implied tasks
Identify CA mission essential tasks.
Identify mission constraints
Participate in staff mission analysis
Participate in staff estimates
Write a restated mission statement
B. DEVELOP IPB
•
•
•
•
•
•
•
Identify primary intelligence requirements (PIR)
Conduct CMO analysis of the area of operations
Conduct CMO analysis of the area of interest
Coordinate staff integration with S2/CI
Prepare and submit RFIs
Develop CA collection activities/method and procurement plan
Develop protected target list
C. PROVIDE AUGMENTED CMO STAFF SUPPORT TO SUPPORTED HQs
•
•
•
•
•
•
•
Conduct effective staff integration
Provide CA technical advice and assistance
Advise the supported unit on current and future operations
Plan/coordinate supervise CA/CMO operations for the supported unit
Advise commander on legal and moral obligations
Determine msn impact on civ populace and infrastructure
Review HN agreements, international law, treaties, and US policies with SJA
D-3
D. PLAN FOR CIVIL AFFAIRS MISSION
•
•
•
•
•
•
•
•
•
•
•
Establish commo link with supported unit
Attend supported units LTP
Conduct mission analysis
Prepare and submit RFIs
Participate in COA development
Develop civic action recommendations
Develop CMO recommendations
Prepare/order briefback
Develop the CA CMO annex/appendix to the OPLAN/OPORD
Develop/conduct populace resource control
Staff supervise
E. COMMUNICATIONS AND INFORMATION MANAGEMENT
•
•
•
•
•
•
•
Receive and transmit information
Manage communication resources
Maintain daily communications with higher HQs as required
Maintain daily communications with subordinate elements
Maintain communications IAW TACSOP/OPORDs
Establish liaison with local populace and government
Maintain daily staff journal (DA 1594) IAW FM 101-5
F. CA REFERRAL. Through contact with civilian organizations, leaders, and political enemies of hostile
governments, CA personnel can assist in developing personnel data bases. The data bases identify potential recruits
for screening by intelligence, SF, or PSYOP personnel. Individuals who pass screening process may then be
recruited by appropriate agencies:
•
•
•
for various operations
as interpreters
as specialized craftsmen, technicians, or laborers
G. CA INTELLIGENCE
•
•
•
Cores of resistance movements
Organization and operation of guerrilla forces in rear areas and the extent and degree of volition
involved in local support
Hostile activities including espionage, sabotage, and other factors of subversion and dissaffection
H. MINIMIZE CIVILIAN INTERFERENCE WITH COMBAT OPERATIONS
•
•
•
•
Prepare civil affairs IPB
Prepare civilian control plan
- control points
- holding areas
- security
- plan responsibilities
- IAW US policy
Civilian control plan included in maneuver plan
Advise commander on civilian population control procedures to include US legal and moral
obligations
D-4
CMO PRIMER (Practical Advice for Frequently Encountered Situations)
GENERAL TIPS FOR TEAM MEMBERS
•
Don’t make promises you can’t keep.
•
Talk to the population in short, concise, direct sentences
•
Must check periodically with the common people about conditions.
•
Scrutinize complaints carefully and skeptically; complainers tend to be opportunists.
•
Build up prestige of local law enforcement as quickly as possible.
•
Corruption in an organization is seldom isolated; it’s more often pervasive.
•
Don’t be too impressed or too depressed by initial assessments; learn to work beneath the surface.
•
Liberated populations become very dissatisfied much quicker than you will anticipate.
•
If operating in a very centralized society, expect all decisions to be referred to you by local
officials/populace.
•
Be mindful of any loss in status policies will cause to local groups. They will resist, actively and passively.
•
Few civilians will speak the truth to you; most seek to manipulate you for their advantage.
•
You must thoroughly wargame populace and resource control measures.
•
If there is a flaw, it will have an adverse impact much sooner than you think.
•
Military mission is paramount. You are a solider first, CA second.
•
Use indirect, rather than direct influence over population (use local administration).
•
Maximize use of local medical personnel/facilities for civilian casualties.
•
We treat the ones we cause.
•
If forced to use military medical care, limit to life-saving, then limb or eyesight.
•
Must prevent military looting or "souvenir hunting" of civilian goods.
•
Evacuation as a last resort (resource intensive).
DC CAMPS
•
Military running DC camps is EXTREMELY DIFFICULT
•
Early goal is avoidance of civilian administrative breakdown.
•
Initially ensure food, water, and shelter.
•
Establish communication links with population (direct and indirect)
•
Assist in restoration of local government functions.
•
If needed, assist in establishing payment of civic officials, police, fire, health professionals
•
Treat as CI any civic official or local police who will not cooperate or forward unsat actions.
•
Must continuously sell CA to attached units.
•
Must link-up with assault units well prior to D-day.
•
CA must be well forward to help commander deal with civilians problems arising immediately after
assault.
D-5
•
DS teams need to have combat lifesavers.
OCCUPATION OF A HOSTILE TOWN
•
Move to most appropriate building.
•
Post proclamations.
•
Gather civilian officials for initial proclamations
•
Conduct assessment of situation, infrastructure
•
Use local security to seize/secure vital records and installations.
•
Gather local religious, civic leaders to discuss local problems.
•
Organize machinery for food collection, rationing.
•
Meet again with civilian officials to issue guidance, outline decisions made.
•
Notify civilian officials when turnover to other CA, NGOs will occur.
HANDLING CIVILIANS
•
Civil-military operations are a command responsibility.
•
Basic troop discipline
•
Discriminate use of firepower in populated areas.
•
Violence or threat of violence against civilians
•
Looting
•
Uncontrolled distribution of food/water
DISLOCATED CIVILIANS OPERATIONS
•
Goal is to minimize civilian interference with military operations.
•
Protects civilians from combat operations.
•
Minimizes spread of diseases from DCs to military forces.
•
Under US policy, DC opns is responsibility of host nation government (but what if they are overwhelmed)
•
Has the potential to paralyze military operations if not properly planned, wargamed, rehearsed, resourced.
•
Battlefield circulation control
•
Collection points; degree of care, screening, turnover or release
•
Most are children and women
•
Responsibilities for care
•
Refugees are not EPW/CI
•
Relationship with local political/civic organizations.
•
Must support sovereignty of friendly power
•
How to handle in enemy or occupied territory
•
Relationships with NGO/PVO/HN medical staffs.
•
Don’t be distracted into beginning civic action or civil administration when not directed by higher .
D-6
•
•
Commander must understand authority to provide civil assistance, humanitarian assistance, temporary
refugee assistance.
Use of PSYOP to gain/sustain local support for operations.
•
Plan for disposal of dead civilians/livestock.
•
Don’t make promises you cannot quickly keep or that are beyond scope of operations.
•
Understand importance of protected target list.
•
Anticipate the unintended impact of a policy or action.
DC CONTROL PLANNING
•
Lead agency should be host nation
•
Integrate into IPB
•
•
Top down DC planning may not address needs of local commanders. (corps level secondary road is
probably your BDE/BN MSR)
Movement control needs to be established at edges of AO and maintained throughout AO.
•
Must address population moving through AO as well as originating in AO.
•
How to integrate host nation/NGO/PVO into DC operations.
•
"Just tell them to go back or find another way" will quickly break down as a viable plan.
•
Must have contingency plan to cover possibility that host nation has no plan or fails to execute plan.
•
Minimize military resources for execution. (transpo/food/water/shelter/security)
•
Use MP/PSYOP to provide battlefield circulation control.
CIVILIAN COLLECTION POINT
•
Principal DC control measure at tactical level.
•
Established control/direction over movement of civilian populace.
•
Temporary point for small numbers of DCs until they can return to their homes, or move to safer area.
•
Established as far forward as possible to FEBA.
•
Quick screening for intelligence.
•
Segregate EPW/CI/friendly stragglers from forward units (assist MPs).
•
Use as much civilian agency support to operate; use to supervise.
DCs ARE NOT EPW/CI!!
•
Will swamp EPW/CI processing system if included
•
Must be separated by Geneva Conventions
•
Counter Intelligence (CI)
•
Psychological Operations Team (Psyops)
•
Medical Personnel (physician if possible)
D-7
•
Chaplain
•
Force Protection Package (Military Police, Infantry)
•
Legal Personnel (JAG)
POPULACE AND RESOURCES CONTROL
•
Populace controls
•
Curfews
•
Movement restrictions
•
Travel permits
•
Registration cards
•
Resettlement of villagers
•
Resource Controls
•
Traffic checkpoints
•
Ration controls
•
Amnesty programs
•
Inspection of facilities
IMPACT OF ENEMY ATTACK ON CIVILIAN POPULACE
•
Prominent citizens may be first to flee out of fear of enemy reprisals.
•
Civil administration, law and order shatters.
•
Populace begins to flee.
•
Physical destruction of property, utilities, government buildings.
•
Utilities disrupted.
•
Increase in civilian casualties strains civilian medical system.
•
Influx of refugees strains surviving communities
•
Possible hysteria
CA TASKS IN DEFENSE
•
Restrain hysteria
•
Control refugee movement
•
Help keep military routes clear of civilian traffic
•
Make complete survey of billeting facilities
•
When directed, assist in mass evacuations
•
Locating adequate shelter for refugees
•
Help disseminate populace and resource control measures
•
Help organize essential local services (police, civil defense, fire-fighting)
•
Get civilian dead buried
D-8
•
Help restore local civil governments
•
Get critical civilian facilities secured (use local defense forces)
•
Distribute relief supplies
•
Locate critical supplies for military use
•
Keep higher HQs informed of changing situation
TEAM VILLAGE
•
A task organized, temporary organization used as an economy of force measure to deal with the potential
impact of the civilians population on military operations. Made up from organic unit assets or habitually
associated elements:
•
CA
•
PSYOP
•
Counterintelligence
•
MP
•
Chaplain
•
Security element
•
Recurrent problems:
•
What is specified task?
•
Who is in command?
•
Who does it work for?
•
Communications (internal/external)?
•
Breakdown of task (team tends to work at cross purposes)
•
Impact on terrain management
NEGOTIATIONS
•
Four points of principled negotiations:
•
Separate people from the problem. Attack the problem, not the personality.
•
Focus on interests ; not positions.
•
Invent options for mutual gain.
•
Insist on using objective criteria.
DEALING WITH KEY COMMUNICATORS
•
Know what you want out of a meeting before you walk into it.
•
Do not shame anyone
•
Be cautious about making promises.
•
Slow discussions when appropriate.
•
Be aware and respectful of status and age when talking to people.
D-9
•
Never underestimate the other guy.
•
Avoid contradicting people.
•
Understand the cultural implications of a direct "NO."
•
Stress formality
•
End discussions on a positive note
•
Know ahead of time what you can concede and what you cannot.
DEALING WITH NGOs/PVOs
•
Are just as committed to their cause as you are to yours.
•
Extremely unlikely to accept subordinate or junior partner status with military
•
Their on-ground and in-country experience may vastly exceed yours.
•
Are essential in the transition to peace.
•
Willingness to work with military will vary widely.
•
Usually stress impartiality, neutrality, independence above all else.
•
Suspicious of your intelligence-gathering activities. You must be discreet in getting information for them.
DO NOT CONDUCT INFO GATHERING AS AN INTERROGATION.
•
May choose to work near you but not with you.
•
There is no "CINC NGO." They only work for their organization, but will work out cooperative efforts on
ground.
TOC INFORMATION DISPLAYS
•
Task organization of CA assets
•
Recurring reports to higher
•
Challenge/password
•
Call signs/frequencies
•
Equipment status chart
•
DC populations, status, locations
•
PIR/IR
TOC OPERATIONS
•
Staff journal log
•
CA workbooks
•
Situation maps and overlays
•
Current CMO estimate
•
Resource cardfile
•
Suspense log
•
Message file
D-10
CMO OVERLAYS
•
Location of CA assets
•
Location of IO/NGO/PVO offices, warehouses, work sites
•
Known and anticipated DC flow into, through, and out of AO
•
DC control plan (routes, collection points, assembly areas, camps)
•
Protected targets and cultural sites
•
Location of civilian assets of military needs
•
Ongoing CMO activities
•
Incidents having an impact on CMO
CONDUCTING HASTY ASSESSMENT
•
Locate key civilian leaders
•
Shelter
•
Food
•
Water
•
Electricity
•
Communications
•
Sewage collection
•
Law enforcement
•
Health care professionals
•
Firefighting
•
Medical condition of populace
•
Medical supplies
•
Banks
HANDLING CIVILIAN DEAD
•
Search for/recover/evacuate as soon as tactical situation permits
•
Allow local authorities/family members to tend to dead
•
Keep items that positively identify remains with dead
•
Keep civilian remains separate from US allied enemy dead
•
Turn over to host nation/family as soon as possible
•
If necessary, request permission from higher for hasty or mass burial
•
If mass burial, get host nation and media to observe/record to preclude hostile propaganda exploitation.
D-11
POSSIBLE CIVIL MILITARY OPERATIONS (CMO) SITUATIONS
***NEVER MAKE PROMISES TO HOST NATION PERSONNEL*** this needs to be briefed to everyone.
CIVILIANS HAVE REQUESTED SHELTER FOR HOMELESS.
•
Establish contact with civilian POC.
•
How many people require shelter?
•
Are there any vacant/unused buildings available in the town?
•
Number/location
Size/capacity
Nearest source of water
Report above information to S5.
If buildings have been identified coordinate with civilian poc or town officials for their use.
•
If buildings are not available coordinate with town officials/poc for support from populace in providing shelter.
Town must be made responsible for caring for it’s citizens and civilians who happen to be in transit from war
torn areas.
CIVILIANS HAVE REQUESTED OR ARE IN NEED OF FOOD/MEDICAL
•
Establish contact with civilian POC.
•
How many days of food/medical supplies do civilians have?
•
Are there medical facilities in the area?
•
Are there medical personnel available (civilian)?
•
How many people need food/medical attention?
•
Report the information above to S5.
•
What resources are available in the town?
•
Request support from town officials. Make every attempt to have civil officials take responsibility for the
resolution of the problem and render support/assistance when necessary.
•
Only provide military food/medical supplies in emergency cases.
CIVILIANS HAVE REQUESTED PROTECTION FROM COMBAT
•
Establish contact with local officials.
•
Stress the importance of ensuring that citizens remain at home.
•
Influence officials to support/enforce a stay-put policy.
•
Convince officials that operations are not directed at the civilian populace.
•
Psyops support can be used to inform the populace that they will be safe by staying home and away from
combat activities.
Report request to S5 and coordinate as necessary to resolve issue.
•
D-12
CIVILIANS HAVE REQUESTED PROTECTION FROM ENEMY FORCES/GUERRILLAS
•
Report request to S2/G2, S3/G3, and S5.
•
Determine known location(s) of enemy the civilians are concerned about (report locations to S2/G2, S3/G3, and
S5).
Convince town officials to ensure that citizens remain at home.
•
•
Coordinate with officials to identify civilians that may be loyal to enemy forces (report names/addresses and
disposition to S2/G2 and S5).
•
Determine PRC measures in effect. Determine PRC measures to recommend implementing.
•
Coordinate with officials to have these individuals detained by civilian authorities.
•
Coordinate with S2/G2 for CI support in screening/interviewing these individuals (information should be used
in development of black/white/gray list).
•
If commander determines it is necessary to employ combat units to locate and destroy enemy forces, assist S3
by developing a plan to ensure civilian cooperation/support (stay-put, screening for guides, intelligence from
civilians). Report to S5.
CIVILIANS HAVE REQUESTED SUPPORT IN RESTORING FACILITIES
•
Establish contact with civilian POC/officials.
•
Determine if damage was caused by U.S. forces.
•
Determine the impact of not restoring the facility/facilities.
•
Determine the extent of damage to the facility.
•
Determine the initial resource requirements for restoring the facility/facilities. (the engineer should be involved
in this process)
•
Report the information above to S5.
•
Coordinate with civilian officials for restoration by local assets using local resources if damage not due to U.S.
Forces.
•
If damage is due to U.S. Forces inform officials that repairs can be requested after termination of combat
operations (end of the war).
REPORTS OF FACILITIES HAVING BEEN DAMAGED
•
Verify that damage has occurred
•
Determine if damage was caused by U.S. or enemy forces.
•
Immediately report information above to S5, SJA, AND PAO.
•
Were facilities listed in precluded/protected target appendix to civil affairs annex of operation order?
•
What is the impact on the civilian populace?
•
Will the impact cause civilians to interfere with military operations?
•
If temporary repairs are made, will impact on populace be minimized?
•
Coordinate with civil officials for necessary repairs. The division is not equipped/resourced to make
major repairs. Class IV supplies will be needed for defensive operations.
Ensure that an investigation is conducted to determine reason for damage, if it was caused by U.S. forces, and
•
D-13
report to GS, SJA, PAO.
•
If cause of damage was due to U.S. forces civilians have grounds for making a claim against the United States.
(if damage occurred because it was necessary to accomplish mission claim might not be recognized). Report to
S5, SJA, AND PAO.
REPORTS OF CIVILIAN DEATHS AS RESULT OF COMBAT OPERATIONS
•
Immediately notify S5, SJA, AND PAO.
•
DETERMINE IF DEATHS HAVE ACTUALLY OCCURRED.
•
Determine if deaths were due to U.S. forces or
•
enemy forces.
•
Immediately update S5, SJA, AND PAO of information above.
•
If deaths were caused by U.S. forces ensure that an initial investigation is being conducted to determine
proximate cause of deaths and report to S5, SJA, AND PAO.
•
Coordinate with local officials for proper disposition of civilian remains.
•
Report final disposition of civilian remains to S5.
REPORTS OF CIVILIAN REMAINS FOUND ON BATTLE FIELD, CAUSE OF DEATH HAS NOT BEEN
ATTRIBUTED TO COMBAT OPNS/CAUSE OF DEATH UNDETERMINED
•
Immediately report to S5, PAO, AND SJA.
•
Determine if us forces have been operating in the suspected location of the remains.
•
Determine if remains actually exist.
•
Coordinate with local officials to have locals recover remains.
•
If it becomes necessary to have Teams verify location/recover remains ensure that security force accompany
CA.
•
If has been determined that civilians died from causes other than U.S. operations turn the situation over to the
local authorities for investigation under their laws. Report to S5, PAO, and SJA.
•
Ensure final/proper disposition of remains, responsibility of local officials. Report to S5.
REPORTS OF LIVESTOCK BEING KILLED DUE TO COMBAT OPERATIONS
•
Determine if livestock have actually been killed.
•
What type livestock and how many?
•
Have U.S. forces been operating in the area? If yes, unit investigates to determine if U.S. Forces caused death.
•
Report to S5.
•
If livestock was killed by U.S. FORCES, private owner has grounds to make a claim against the United States.
Report owners name and estimated cost to S5 and SJA for future reference. Claim might not be paid until
completion of combat operations.
PROPERTY CONTROL, ACQUISITION AND DESTRUCTION
•
Property may be destroyed under the rules of military necessity. (See paragraph 56, FM 27-10.) It may be
destroyed for sanitary or safety reasons even after the battle. Any enemy military facilities or equipment can be
D-14
destroyed to prevent future misuse.
•
See paragraph 59a, FM 27-10--booty of war.
•
Private property taken on the field of battle believed to be used by enemy troops to further the fighting is subject
to confiscation as booty of war--it has forfeited its right to be treated as private property.
•
City owned movable (municipal property) is treated like private property and may not be confiscated unless
found on the battlefield after its use by the enemy.
•
See paragraph 1, Article 53 of the Hague Rules that allows confiscation of public movable property that is
susceptible to direct or indirect military use. Reasoned judgment dictates that the occupying forces should
confiscate only those items necessary for military opns.
•
Article 55, Hague Rules only allows the occupant a usufruct over public immovable property. The right to
receive the benefits from and use of the property means no payment is due for the usufruct but the user must
maintain the property. Example: a university dormitory may be taken over by occupying forces for use as a
BOQ.
•
Article 46, Hague Rules prohibits confiscation of private property not taken on the field of battle.
•
Paragraph 407, FM 27-10 prohibits seizure of private immovable property, but if the immovable property is an
essential part of the seized private movable property, i.e., telegraph and telephone offices and equipment,
transportation maintenance areas, etc., then seizure of even the immovable property is allowed. See note 9
below.
•
This is a very limited class of property and is sometimes not mentioned. It would include such things as court
property, banking and other valuable records, museum or cultural property, zoo animals, etc. There is no
possible military use, thus no reason to confiscate or seize it. It may be requisitioned under limited
circumstances and certainly must be controlled to prevent its damage.
•
Seizure of private movable property is generally limited to any means used to transmit news (CB radios,
telephone, telegraph, radio/TV stations, printing plants), means of transportation (including draft animals,
weapons, and materials-handling equipment), and items directly usable by the military like arms, ammunition,
explosives, binoculars, armored vests, gas masks, etc. See Article 53, Hague Rules. other types of private
movable property are not subject to seizure.
•
Almost anything needed for the occupation forces may be requisitioned. See para 412, FM 27-10.
•
Since these categories of property are subject to confiscation or a usufruct, it would be impractical to apply
lesser forms of control, which would require some form of compensation for use of the property.
•
All property is subject to some form of control by the commander to prevent its use by or for the benefit of the
hostile forces or in a manner harmful to the occupant forces. It can also be controlled for preservation and return
to the owner.
•
Real estate or other private immovable property cannot be confiscated by occupying forces since confiscation
implies that full title to the property has passed to the confiscating power. It may be requisitioned or controlled.
•
NOTE: Municipal property is treated like private property. Essentially, this distinction is due to the fact that we
conduct warfare against nations or civil war factions, not any particular town or locality. In the Middle Ages a
city could declare itself neutral and it would not be subjected to attack. That concept of neutrality is carried
forth in the way municipal property is treated by giving it the best category of protection, which is to treat it as
if it were private property.
D-15
COMBAT TRAINING CENTER TIPS
•
Prepare and deliver high quality CA specific training. Potential activities include setting up a mock checkpoint,
as well as creating realistic situations involving civilian activities (unruly crowds, media issues, irate
PVOs/NGOs). ROE for all threat levels must be thoroughly understood by all force members.
•
Identify the towns the platoons will be in during operations in the box. OBTAIN A MEETING W1TH THE
MAYORS OF THOSE TOWNS and get WRITTEN AGREEMENTS covering the nature of the arrangements
for the defense of those localities.
Discussion: The scenario documentation will cover the nature of the request by Cortina for U.S. aid in some
detail. The JTF, JSOTF, SOFA, and related documents will add to this data. Unfortunately, the Mayors of the
towns we will be protecting played no part in these agreements.
Background: While the 'players' inhabiting the towns in Cortina are supposedly neutral in the scenario play,
experience has demonstrated that this is rarely the case. In every scenario, the villagers range from quasi-neutral
to openly hostile. This problem cannot be effectively addressed once the PS force has been inserted - the
elements will be attrited and destroyed even as negotiations take place to allow the commander the flexibility he
needs to defend the place.
Recommendations:
Option 1: To be effective, the ER force should have the cooperation of the leadership in each of the assigned
towns.
Option 2: If the village leadership proves uncooperative, the occupation should be treated as such. ROE and
coordination with local officials must be altered to reflect this relationship.
•
Food Water and Medical Supplies. U.S. forces must arrive at each with a push package of food, water and
medical supplies. The inhabitants should NOT be informed of this in advance. U.S. forces should provide a
resupply of these three essentials (water, medical supplies, food can be MREs) only if deemed essential - we
are not there to provide long term support.
Discussion: While the scenario may not require the delivery of these supplies, their impact, especially if
unannounced, cannot be overrated. More importantly, the U.S. maneuver commander must fully commit to any
requested resupply efforts, or the mission will fail as we lose support of the villagers.
Background: This particular aspect of the play is important, and facilitated by the small number of inhabitants
in each town. Required supplies will not total more than a few cases of MREs for the duration. Moreover, as an
explanation to the O/Cs, we can point out the U.S. involvement with the mission (in 1.5 weeks/endex) will see
assumption of this supply mission by the Cortinian government.... Convenient and legal.
•
Coordinate for CAS and fire support in advance of putting troops on the ground. Place artillery TRP/FPFs and
coordinate for on-call MH-60 gunship support during the initial entry into the towns and for approximately 24
hours following insertion.
Discussion: Evidence points to an attack by the OPFOR shortly following entry into the villages. This
possibility will become a near certainty when the OPFOR realize that forces are digging in and fortifying the
villages - the longer they wait to attack, the harder it will become. CAS and artillery will be essential in
defeating these attacks without serious casualties to the forces.
•
Preparation for movement into the box. Checklist:
D-16
Develop push package of FOOD, WATER, and MEDICAL SUPPLIES. Each platoon should bring 1-2 MRE
boxes marked 'Medical Supplies', 1-2 cases of MREs, and 1X5 gallon can of water. The towns will normally
contain no more than 10-12 people and this supply package should be enough to supply a village for 1-2 days.
Note: the package should be 'sold' as a supplement to the village' s normal supply.
Communications Equipment: Coordinate with 3/3 to obtain cables to remote the SINCGARS handset. This
will allow personnel to monitor communications without exposing themselves to enemy fire.
•
Movement into Town
Convoy Operations: Movement to the villages represents one of the highest risk phases of the operation.
Ensure that personnel know what to do in the event of an ambush.
Arrival/Entry Procedures: Go in strong - At the moment of entry, the combined FID/SOF/CA force should
number 50-60 personnel. Show up with most/all of these personnel - project strength as you enter the town,
platoons should split, with squads moving to establish defensive position and squads remaining in town to back
the CA personnel in their meeting/initial negotiations with the Mayor.
* Soldiers MUST be trained to keep their weapons pointed away from the townspeople unless directly
threatened. Rifles should be pointed away from town to demonstrate our interest in the townspeople' s
safety.
•
Actions Upon Entry Into Town. These events are in order of importance:
Meet the Mayor:
1)
Explain our presence (Use prepared/rehearsed statement). Bring a copy of the SOFA (key pages) and
provide them to him.
2)
Don't back down - if the Mayor is not receptive to his being defended, explain that we are under
orders, and that his concerns will be brought to the attention of the Cortinian government (this is not a
simple excuse - we will need this information, and an answer will be generated).
3)
Offer food, water and medical supplies in addition to protection. Determine problems the villagers
have experienced with any troops in the past. These problems may include intrusive checkpoints, use
of village land without prior consent, detention of village inhabitants without due process, destruction
of village property, etc.
**MISSION SUCCESS WILL BE ENHANCED BY**
•
NOT MAKING THE SAME MISTAKE AGAIN
•
SOME OR ALL OF THESE SITUATIONS:
1)
Above all DON'T PROMISE ANYTHING. It's always better to undersell and over deliver than the
other way around. Remember - If you don't ask the villagers about their complaints/grievances, you
will probably end up aggravating existing problems. Psychologically, this line of questioning will put
you on 'their side' (at least in the eyes of the villagers...)
2)
Determine if there are any areas that are off limits to personnel. Digging a fighting position in a burial
ground generally does little to enhance relations with the locals...
3)
Outline our needs (if possible). CA/ODA/FIDs can use any shelter the locals are willing to part with.
4)
Establish defensive positions. Positions should be prepared for all around defense - CA personnel may
D-17
be at risk as much from the villagers as from anyone else.
•
5)
Dig in. Dig in deep, and keep on digging! Fortify the towns to the maximum extent possible. Fortify in
depth (e.g. buildings/bunkers/fighting positions within the perimeter.
6)
Ensure security of communications when developing fighting positions.
7)
Ensure 24-hour capability. While most CA activities will occur during daylight hours, Teams should
maintain communications with the higher on a 24-hour basis. (Note - this can be modified as
necessary).
CHECKPOINT SUPERVISION
•
Visit checkpoints OFTEN. Checkpoints are focal points for interaction between locals, NGO/PVOs, and
the U.S. military. Things to think about:
1)
Do the soldiers know who NOT to shoot? - This specifically applies-to NGOs and PVOs. These guys
(NGO and PVO reps.) are likely to cause the most trouble - they may even try to run the checkpoint. A
common irritation for the NGO/PVO Reps. is redundant checkpoints that require NGO and PVO
representatives to undergo numerous checks of their vehicle and belongings. Don't give them any
slack, but DON'T SHOOT THEM unless they shoot at you! If they run the Checkpoint, LET THEM
GO unless they present a threat to checkpoint personnel.
2)
Are checkpoint personnel thoroughly knowledgeable on ROE situations? The situations will be taught
during the train-up prior to entering the box, but refresher training is vital. Quiz the soldiers manning
the CP constantly. Potential situations:
3)
Insurgent attacks on CP while civilians are present.
4)
Civilian resistance to vehicle/personnel searches.
5)
Rules regarding restraint/use of force. In the past, U.S. soldiers have seen fit to physically restrain
civilians and even place them in restraints (handcuffs, etc) This type of activity is unacceptable. The
civilian players must also abide by the rules - physical restraints should not be necessary.
6)
Procedures for calling QRF. Are CP personnel trained/knowledgeable in calling for assistance from the
QRF? Is commo in place to facilitate this?
7)
Call-for Fire procedures (if appropriate). Are CP personnel capably of calling for fire? Are commo
assets in place to allow this? Has Call for Fire been practiced?
8)
Meetings with Major/Constable. Meet with the Mayor daily (at a minimum). ATTEND WITH AN
ESCORT until and unless you determine that this protection is unnecessary. Err on the side of caution.
Meet with the Mayor even if you don't have an urgent reason for doing so communication is vital to
mission success.
9)
Reports. Message flow is a two way street. Any information the DSTs can get should be forwarded to
higher and higher will, in turn, make every effort to get timely answers to issues raised by individual
Teams.
10) Daily reports: Teams will provides reports twice daily to the BN. Reporting data will be kept to an
absolute minimum. (Use the CA SlTREP format). Reports will be timed to allow DST personnel to
update the commander at his daily brief.
11) Communications Checks: Teams will execute commo checks with higher hourly. DST personnel
should monitor communications at all times
D-18
Civil Military Operations Center (CMOC)
1. Introduction. The Civil Military Operations Center or CMOC is a coordination facility staffed by Civil Affairs
(CA) personnel/units whose mission is to provide interface between US military forces and the host nation military
and civilians in the commander’s area of responsibility (AOR). The CMOC is extremely flexible in structure,
manning and function, but is generally in accordance with what is outlined in this paper. The CMOC is defined by
mission, specifically civil military operations and not necessarily by a set order of structure, size or organization.
The CMOC supports the US military commander’s primary CMO staff officer. Although the CMOC can support
joint, combined or single-service operations from the strategic to the tactical level, for the purposes of this paper, it
will focus on a tactical level CMOC.
2. Structure. The CMOC is usually established inside or outside the wire, in whatever buildings are available when
in support of tactical units from corps level down, however when hard-stand sites are not available, CA units utilize
their own tentage. Normally, at the tactical level two Standard Integrated Command Post (SICP) tents measuring 12’
x 12’ will provide adequate shelter for the operation. Minimal electrical power is provided by a standard 3.2 kW
generator and wired into the CMOC via either commercial extension cords or a military light set. The SICP system
comes with its own neon light set. The entire CMOC can be transported and air-dropped in two M998/1027
HMMWVs.
a. Manning/Organization. The CMOC is manned by civil military operations specialists in an active
component Tactical Headquarters Support Team (THST) during the initial stages of an operation (D-4 to D+30).
The THST hands over the operation on or about D+30 to either a reserve Civil Affairs Plans, Programs, and Policy
Team or a Civil Affairs Operational Planning Team. The CMOC normally has four sections; the director, operations,
admin/log, and representatives. The representatives can include but are not limited to: PSYOP, security, chaplain,
NGO/PVO, embassy country team, UN, USAID, local officials, host nation military, etc. Regardless of manning and
organization the CMOC should have sufficient personnel to conduct continuous 24 hour operations.
b. Commo. Communications in the CMOC will depend on the operations, but must include a capability to
talk to the higher commander/headquarters, the Civil Affairs Tactical/Direct Support Teams (CATSTs and
CADSTs), host nation military and civilians, and Non-governmental and Private Voluntary Organizations (NGOs
and PVOs). CA tactical units provide most of their own CMOC communications equipment including computers,
faxes, commercial phones, TA 312s and SINCGARS with the OE 254 antenna, electrical transformer, and
accessories. The supported unit provides communications to the CMOC as required such as the Multiple Subscriber
System, TACSAT, etc.
c. Map/Charts. Maps of the AOR are maintained in the CMOC with overlays of the current operational
graphics, displaced civilians, enemy situation, arts monuments and archives and others as required. Charts should
graphically depict important on-going requirements such as work requests, logistic requirements, DC statistics,
SITREP information, etc.
3. Function/Conclusion. Because the major function of the CMOC is to assist the commander’s CMO staff
interface with civilians in his AOR, it is established outside the security wire for ease of access. Specifically, the
CMOC executes the following: develops annexes, area studies/assessments, and estimates; act as a clearing house
for all civilian requests for support from US military; requests foreign nation support from civilian organizations;
organizes outside agencies’ support to reduce/eliminate redundancy and prioritize relief efforts; and acts as the lead
in transition to peace operations. The CMOC is simply an operations center (similar to a Tactical Operations Center
(TOC) in a maneuver unit) with a civil military operations support mission.
D-19
CMOC CENTER LAYOUT
TABLE
PSYOP
LNO
CA PLANS
CMOC
WORK
AREA
TABLE
O
P
S
DECONFLICTION
BOARD/TABLE
MSG CEN/
GUARD
CHAPLAIN
WEAPONS
SJA
M
A
P
S
T
E
R
I
L
E
M
A
P
MP LNO
CIVILIAN/NGO BRIEFING AREA
LAND LINE/HOT LINE
TOC
Map Board Layout
EQUIPMENT
STATUS
DTG
CLASSIFICATION
OPORD
IN-EFFECT
CA ASSETS
MISSION
ESSENTIAL
TASKS
DECISION
MATRIX
NGOs
MAP
PVOs
RISK
ASSES.
LAST
24 HRS
CURRENT
OPS
FUTURE
OPS
NEXT
48 HRS
CONDUCTING ASSESSMENTS
Assessment Process Main Points
•
An assessment is only a “snapshot in time.”
•
Information changes over time.
•
The significance of information
•
What you can’t see is often more important than what you can see.
•
It is vital to use the first assessment to establish an ongoing data collection and analysis system.
•
Most reports should be complete but not detailed
•
The initial assessment should provide information that feeds directly into the program planning process.
•
Timing of the report is vital. Without a point of reference most assessment data is of little value.
Assessment Recommendation and impact on Recovery
•
It is important that the recommendations made by the Assessment Team do not have a detrimental effect on the
long-term recovery efforts of an affected country. Relief programs can set the stage for rapid recovery or
prolong the length of the recovery period. Every action in an emergency response will have a direct effect on
the manner and cost of reconstruction.
•
Many common relief programs can create dependence and severely reduce the survivors’ ability to cope with
the next disaster. For example, food commodities brought into a disaster area without consideration for the local
agricultural system can destroy the local market system and cause future food shortages where self-sufficiency
had been the norm. Another example is when relief supplies, equipment, or technology are sent in that are not
sustainable by the survivors. When this assistance wears out or is used up, the survivors may be left in the same
conditions as immediately following the disaster.
•
Recommendations should be simple, support the use of local materials and systems, ad be sustainable by the
affected country. Don’t discount alternative interventions that may be against “conventional wisdom,” collide
with bureaucratic obstacles, or need increased relief agency capacity. In the long run they may be more cost
effective and sustainable.
NOTE: Other Agencies Outside of 96th Civil Affairs are credited with the development of some Assessments
D-20
RAPID VILLAGE ASSESSMENT
Municipality
Village
MGRS Grid Ref
Agency
Name of assessor
Date
Source of information (give as much detail as possible – give a telephone of someone in the village if possible)
ROAD ACCESS
IN SUMMER
CURRENT
Car
4WD
Light Truck
Heavy Truck
Y/N
Y/N
Y/N
Y/N
IN WINTER
Other
BREAKDOWN
Persons
ROAD ACCESS
Car
4WD
Light Truck
Heavy Truck
Y/N
Y/N
Y/N
Y/N
Locals
Returnees
IDPs
Refugees
POPULATION
INTERNALLY DISPLACED PERSONS (IDP s) – one record per village of former residence
Number of
IDPs
from MUNICIPALITY
(NAME)
from VILLAGE
(NAME)
WHAT’S PREVENTING THEIR RETURN HOME?
(See constraints to return box below for possible issues)
CONSTRAINTS TO RETURN: Transport / house damaged / house occupied / village empty / insecurity / fear of other ethnic groups / access to
food and basic needs / healthcare / education / water / electricity / etc.
COMMUNITY
MTS ACTIVIST
LEADERS
Name:
TEACHER
HEALTH WORKER
IMAM/PRIEST
OTHER
OTHER
PRESENT
Tel:
ASSISTANCE
Who is responsible for distribution? (circle or specify)
DISTRIBUTION
GRP
SECONDARY
DISTRIBUTION
Is this village used for
secondary distribution?
GRP
Mayors
Office
Mosque/
Church
NGO (specify)
Local warehouse / storage facilities?
Other (specify)
Y/N
Type
Size (m2)
If so, which villages receive assistance from this village?
Y/N
DAMAGE TO
HOUSES
Total Houses
in village
Category 1
Category 2
Category 3
Category 4
Category 5
(Undamaged /
unfinished)
D-21
(see category
guide below)
Was there any new war damage to buildings since JANUARY 200X?
DAMAGE TO
MTS WAREHOUSE
COMMUNITY
None / Category
Was there any new war damage to buildings since JTF arrived?
SCHOOL
MOSQUE/CHURCH
None / Category
Y / N
Y / N
None / Category
SHOPS
BAKERY
HEALTH FAC.
None / Category
None / Category
Category
BUILDINGS
•
•
•
Broken windows, door
locks and hinges, roof tiles
Cut-off from electricity,
water
Can be repaired
•
•
•
•
Up to 30% roof damage
Light shelling or bullet impact
on walls
Partial fire damage
Can be repaired
•
•
•
•
•
•
ELECTRICITY
Working?
EDUCATION
School
functioning?
WATER &
% of Households using
SANITATION
Pre-Conflict
Current
CURRENT
STATUS*
•
•
•
Over 30% roof damage
Severe fire damage
Need for replacement of
floors
Doors and windows
destroyed
All piping, wiring destroyed
Can be repaired
Destroyed
Needs reconstruction
Cannot be repaired
Yes / No /
Intermittent
If intermittent, approx.
hours working per day
Yes / No
Number of classrooms
PERCEIVED WATER…
REMARKS
QUALITY
QUANTITY
Wells
Good / Bad
Adequate / Inadequate
Springs
Good / Bad
Adequate / Inadequate
Piped distribution
Good / Bad
Adequate / Inadequate
Electric Pumps
Good / Bad
Adequate / Inadequate
*STATUS (more than one if necessary): (W) orking / (D)amaged / (C)ontaminated / d(E) stroyed
HEALTH (for TYPE, if Ambulanta circle one: MTS = Mother Theresa; S = State; P = Private;
for Personnel: (D)octor, (N)urse, (M)ed. Tech
TYPE (see above)
Daily Consultations
Working
Hospital
Number:
Y/N
Shtepia e Shendetit (DZ)
Number:
Y/N
Ambulanta: MTS / S / P
Number:
Y/N
for Drugs and Equipment: (A)dequate; (I)nadequate.)
Personnel (number)
_____D
_____N
_____M
_____D
_____N
_____M
_____D
_____N
_____M
Drugs
Equipment
Water
Sanitation
A/I
A/I
Y/N
Y/N
Is it operational?
Y/N
FOOD AND COOKING
% of dairy cattle remaining
% of farms expecting to harvest this summer
% of families with cooking facilities:
Is there a bakery?
Y/N
D-22
SOURCES OF FOOD AVAILABLE IN VILLAGE
Food Item
Humanitarian distribution
Y / N
Wheat flour
Y / N
$/$
Kg
Household garden / farm
Y / N
Oil
Y / N
$/$
Litre
Household stores
Y / N
Sugar
Y / N
$/$
Kg
Shops or market
Y / N
Meat
Y / N
$/$
Kg
Fruit & vegetables
Y / N
$/$
Kg
Coffee
Y / N
$/$
Kg
Nearest village with market
AVAILABLE
Int & Local $
PRICE
ACTION TAKEN
REMARKS
Please return to XXXXXX, attn XXXXXX
Rapid Village Assessment.doc 02/04/00
NOTE: This UNHCR standard is accepted by IOs/NGOs
D-23
IMMEDIATE VILLAGE ASSESSMENT – HQ JTF
1.
Report Header
Date-Time-Group (DTG)
Originating Unit
2.
Shelter Survey:
Occupancy of
Shelter and Houses
3.
Shelter Survey:
Condition o f
shelter and houses
occupied by
population
Name of
Grid Reference (UTM)
Locality
Approximately half of the
houses occupied
Most houses occupied
Category 1
No action
required
Category 2
Category 3
Most houses empty
Category 4
Long term action by locals/externals
required
Category 5
Immediate action by locals/externals
required
Category 1
Category 2*
Category 3*
Category 4*
Category 5
Not damaged
Broken Windows,
door locks and
hinges, roof tiles,
Cut off from
electricity, water, can
be repaired
Up to 30% roof
damage, Light shelling
or bullet impact on
walls, partial fire
damage
Over 30% roof damage,
severe fire damage, Doors
and windows destroyed, all
piping and wiring
destroyed
Destroyed, Cannot
be repaired.
Reconstruction
required.
4.
Basic needs of the
population
Yes
5.
Water
Supply available
Food-Stores/Market open
Local authorities
No
Adequate
Local
police seen
Yes
No
Inadequate
U
CK seen
Yes
No
Electricity
available
Yes
Intermittent
No
Signs of local authorities seen (e.g. Town
Hall)
Yes
No
D-24
6.
Quick Impact
Projects
Report any work
which would have
an immediate
positive impact on
the living condition
of the population.
7.
Aid Situation
Aid agencies already at location
Yes
Which agency, if known?
No
Return to JTF immediately * Repairable
D-25
RAPID HEALTH ASSESSMENT (To Be Conducted By Qualified Medical Personnel (MD, RN, 18D))
1. Rapid health assessment of an acute population displacement is conducted to:
•
•
•
•
Assess the magnitude of the displacement
Determine the major health and nutritional needs of the displaced population
Initiate a health and nutrition surveillance system
Assess the local response capacity and immediate needs
2. Medical Intelligence Estimate
•
•
Assess medical information available prior to deployment
Complete and publish a medical threat estimate
3. Field Assessment
Demographic Information
•
•
•
•
•
Total refugee or displaced population
Age-sex breakdown
Identification of at-risk groups; children <5 years of age, pregnant and lactating women, disabled and
wounded persons, unaccompanied minors
Average family or household size
Rate of new arrivals and departures
4. Background Health Information
•
•
•
•
•
•
•
•
•
•
•
Main health problems in country of origin
Previous sources of health care
Important health beliefs and traditions (e.g., food taboos during pregnancy)
Social structure of camps
Strength and coverage of public health programs in country of origin (e.g., immunizations)
Nutritional Status
Prevalence of protein-energy malnutrition in population <5 yrs of age
Nutritional status before arrival in host country
Prevalence of micronutrient deficiencies in population <5 yrs of age (scurvy, pellagra, anemia)
Look for signs and symptoms of micronutrient deficiency (e.g., scurvy, pellagra, iron deficiency
anemia)
Average daily ration
5. Mortality (Death) Rates
•
•
•
•
Crude (overall) mortality rate
Age-specific mortality rates
Sex-specific mortality rates
Cause-specific mortality rates
6. Morbidity
•
•
•
Cause-specific, age-specific and sex-specific data regarding the incidence of common diseases of
public health importance (measles, malaria, diarrheal diseases, acute respiratory diseases, hepatitis,
meningitis
Changes in the severity of illness or the Case Fatality Rate
Any cases of a disease that has not been previously reported in the population
D-26
7. Programs
•
•
•
•
Immunization coverage, programs
Oral rehydration solution (ORS) distribution
Supplemental feeding program enrollment and attendance
Antenatal and postnatal clinic coverage
8. Environmental Conditions
•
•
•
•
•
•
•
•
Climatic conditions (temperatures, rainfall)
Geographic features (soil, slope, drainage)
Water sources (wells, reservoirs, rivers, tanks)
Local disease epidemiology (endemic infectious diseases, e.g., malaria, schistosomiasis)
Local disease vectors (mosquitoes, flies, ticks, rodents) including breeding sites
Availability of local materials for shelter and fuel
Existing shelters
Existing sanitation (latrines, open areas)
9. Local Health Services
•
•
•
•
•
•
Identify which organizations are providing what services (avoid redundancy)
Ease of access by refugees (official attitudes, location, hours)
Condition and size of facilities
Extent and appropriateness of medications, equipment, and services
Type, training, and number of personnel
Review cold storage facilities, vaccine supply, logistics, transportation and communications
systems
10. Camp Health Services
•
•
•
•
•
•
•
•
•
•
•
Type of facility (clinic, hospital, feeding center)
Size, capacity, structure of facilities (tent, local materials)
Adequacy of health facility water supply
Refrigeration facilities, generators, fuel supply, lights
Supply of essential medications, medical supplies
Supply of vaccines and immunization equipment
Type and number of health personnel (doctors, nurses, nutritionists, sanitarians) and their relevant
skills and experience
Storage facilities
Transport, fuel, communications
Locate health workers in refugee population
Determine need for interpreters
11. Taking Action
•
•
•
Prepare a detailed report of your findings including a description of how the data was obtained
Estimate and quantify the need for outside assistance, based on preliminary findings
Convey assessment findings to appropriate health officials at the local, national, and international
levels
* CDC, Famine-Affected, Refugee, and Displaced Populations: Recommendations for Public Health Issues,
MMWR, 1992;41 (No RR-13)
HASTY ASSESSMENT FOR DISASTER ASSISTANCE AND DISLOCATED CIVILIANS
The following are assessment formats used by Civil Affairs Teams in operations. This list is only a guide and
D-27
does not include every possible assessment format. For more details, see USAID’s Field Operator’s Guide
(FOG).
1. Victims/Displaced Population Profile
•
•
•
•
Determine the approximate number of displaced people.
Determine their locations. Are they moving? To where? How many
Determine how many are arriving per week. How many more could come?
Determine how they are arriving. Are they scattered individuals of families, clans, tribal, ethnic, or village
groups, and by what means are they travelling? How did those already there survive? What is the average
family size?
• Determine the approximate numbers and ages of men, women, children (ages 0-5, 6-14, 15 and over).
• Identify ethnic/geographic origin (urban or rural):
• Sedentary or nomadic background?
• What is the average family/household size?
• What are their customary skills?
• What is the language(s) used?
• What is the customary basic diet?
• What is the customary shelter?
• What are the customary sanitation practices?
• Determine how many there have been deaths in the past week.
• Determine how many children under 5 died in the same period.
• Determine the main cause of death for each group.
• Determine whether measles vaccinations have been or will be provided. If provided, give dates of
vaccinations.
• Incidence of diarrhea among adults and children.
• Determine the most common diseases among children and adults.
• Determine what the displaced population has as personal property and what they lost as a result of the
disaster.
• Estimate the number and types of blankets needed (according to climatic conditions).
• Identify what blankets are available within the country from personal, commercial, PVO/NGO/IO, or
government stocks.
• Determine what is needed from external sources for blankets.
• Describe the clothing traditionally worn, by season and area.
• If clothing is needed, estimate the amount by age group and sex.
• If clothing is needed, determine if used clothing is acceptable and if so, for which groups.
• Describe normal heating/cooking practices.
• Determine whether heating equipment and/or fuel are required.
• Estimate types and quantities of heating equipment and fuel needed over specific time period.
• Determine appropriate fuel storage and distribution mechanisms.
• Identify what fuel is available locally.
• Identify what is needed from external sources.
• Determine if other personal effects, such cooking utensils, soap, and small storage containers, are needed.
• Determine if the DCs have brought any financial assets. (Are assets be convertible to local currency).
• Determine if livestock was brought along.
• Determine is shelter materials were brought along.
• Determine if other modes of transport, i.e. car,bike, or boats were brought along, and the primary.
2. Health
•
•
•
•
Ascertain demographic information:
Total number affected
Age-sex breakdown (5, 5-14, 15 and over).
Identification of at-risk population (e.g. children under 5 years of age, pregnant and lactating women,
D-28
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
disabled and wounded persons, and unaccompanied minor).
Average family or household size.
Rate of new arrivals and departures.
Determine background health information:
Main health problems in home area.
Previous sources of health care (e.g. traditional healers).
Important health beliefs and traditions (e.g. food taboos during pregnancy).
Social structure (e.g. whether the displaced are grouped in their traditional villages and what type of social
or political organization exists).
Strength and coverage of public health programs in home area (immunization).
Mortality rate:
Determine the crude age-, sex-, and cause-specific mortality rates.
Morbidity rate:
Determine the age-and sex-specific incidence rates of diseases that have public health importance (see
Disease Annex at the end of this chapter).
Document the method of diagnosis (clinical judgment, laboratory test, or rumors).
Immunization programs:
Determine the need for immunization programs or the effectiveness and coverage (percent of children
under 5, 5-14) of those in place, especially measles vaccinations.
Dates of vaccinations.
Determine the capability of relief officials to begin/sustain a program (e.g. log. infrastructure and cold
chain availability).
Determine or estimate number of major injuries and rate for each type of injury. Specify traumatic injuries
requiring surgery or hospitalization (e.g. fracture, head injury, internal injuries).
Determine number and locations of health facilities that existed prior to the disaster.
Determine number of facilities that are still functioning and the total number of usable beds.
Determine number of indigenous health personnel who are available.
Determine amount and type of medical supplies and drugs that are available on-site or in country.
Determine additional amount and type of medical supplies and drugs needed immediately from sources
outside the stricken area.
Determine what additional medical equipment is needed and can be readily obtained to deal with major.
Suggested data sources:
National/provincial health officers
Hospitals.
Clinics.
Traditional healers.
Local leaders.
Fly-over
Walk-through surveys.
Environmental conditions.
Determine climatic conditions.
Identify geographic features and influences.
Identify water sources.
Ascertain the local disease epidemiology
Identify local disease vector.
Assess local availability of materials for shelter and fuel.
Determine if a health information system is in place to monitor affected population and provide
surveillance and intermittent population-based sample surveys which should:
Follow trends in the health status of the population and establish health care priorities.
Detect and respond to epidemics.
Evaluate program effectiveness and coverage.
D-29
• Ensure that resources go to the areas of greatest need.
• Evaluate the quality of care delivered.
• Determine if the affected country has in place or plans to begin programs in:
• Health information system.
• Diarrhea disease control.
• Expanded Programs on Immunization (EPI)
• Control or endemic diseases
• Nutrition programs.
• Continuing education programs for health workers.
• Vector control.
3. Nutrition
•
•
•
•
•
•
•
•
•
•
•
•
Determine the prevalence of Protein Energy Malnutrition (PEM) in population less than 5 years of age.
Ascertain prior nutritional status.
Determine prevalence of micro-nutrient deficiencies in the population less than 5 years of age (e.g. scurvy,
anemia, pellagra).
Determine percentage of children under 5 years of age with:
Either moderate or severe acute malnutrition
Either moderate or severe chronic malnutrition.
Determine the average daily ration (food basket and calories/person/day) and method and intervals of
distribution (e.g. wet/dry on a daily/weekly/monthly basis).
Determine length of time this ration level has been available.
Determine the attendance and effectiveness of supplementary and therapeutic feeding programs.
Determine incidence of low birth weight.
Determine rate of weight gain or loss of children registered in Maternal Child Health (MCH) clinics.
Determine ORS needs and distribution system.
4. Water & Displaced Population Situation
•
•
•
•
•
•
•
•
•
Determine the amount of water available per person per day.
Determine the source and quality of the water.
Determine how long the daily amount has been available.
Determine evidence of water-related diseases.
Determine length of time users wait for water.
Determine types of wells, transportation, and/or storage systems used.
Determine if there are problems with well repair/rehabilitation.
Determine if there is equipment/expertise on site, on order, available if needed.
Determine availability of additional sources of safe water if required.
•
Determine the need for water engineers to assist with evaluating requirements.
D-30
Procedures for Calculating Mortality Rates
Mortality Rate=Number of deaths x 10,000=Deaths/10,000/day.
Number of days x population
Example: If 21 deaths have occurred over a 7-day period in a displaced population of 5,000 people, the death rate
would be calculated as follows:
Death Rate= 21x10,000=210,000=6
7x5,000 35,000
Which is expressed as 6.0 deaths per 10,000.
To convert to the number of deaths per 1,000, which is the preferred method of some public health personnel and
epidemiologists, divide the rate above by 10. For example, 6 divided by 10 equals 0.6 deaths per 1,000 per day.
Food Needs for Displaced Persons
Food Needs for Displaced Persons
food in MT, based on 500 g/person/day need (1 MT = 1,000 kg
Population
1 30 60 90 120 180 365
250
.13 3.8 7 11.3 15 22.5 45.6
500
.25 7.5 15 22.5 30 45 91.25
1,000
.5 15 30 45 60 90 182.5
5,000
2.5 75 150 225 300 450 912.5
10,000
5 150 300 450 600 900 1,825
20,000
10 300 600 900 1,200 1,800 3,650
50,000
25 750 1,500 2,250 3,000 4,500 9,125
100,000
50 1,500 3,000 4,500 6,000 9,000 18,250
1,000,000
250 7,500 15,000 22,500 30,000 45,000 91,250
10,000,000
500 15,000 30,000 45,000 60,000 90,000 182,500
D-31
Food Needs for Displaced Persons
food in MT, based on 500 g/person/day need (1 MT = 1,000 kg
Population
1 30 60 90 120 180 365
250
.13 3.8 7 11.3 15 22.5 45.6
500
.25 7.5 15 22.5 30 45 91.25
1,000
.5 15 30 45 60 90 182.5
5,000
2.5 75 150 225 300 450 912.5
10,000
5 150 300 450 600 900 1,825
20,000
10 300 600 900 1,200 1,800 3,650
50,000
25 750 1,500 2,250 3,000 4,500 9,125
100,000
50 1,500 3,000 4,500 6,000 9,000 18,250
1,000,000
250 7,500 15,000 22,500 30,000 45,000 91,250
10,000,000
500 15,000 30,000 45,000 60,000 90,000 182,500
Water Needs for Displaced People
Water in 1,000,000 liter increments
Population
500
1 30 60 90 120 180 365
0.0075 0.225 0.450 0.675 0.900 1.350 2.7375
1,000
0.015 0.450 0.900 1.350 1.800 2.700 5.475
5,000
0.750 2.250 4.500 6.750 9.000 13.5 27.375
10,000
0.15 4.5 9.0 13.5 18.0 27.0 54.75
20,000
0.3 9.0 18.0 27.0 36.0 54.0 108.6
50,000
0.75 22.5 45.0 67.5 90.0 135.0 273.75
100,000
1.5 45.0 90.0 135.0 180.0 270.0 547.5
500,000
7.5 225.0 450.0 675.0 900.0 1350.0 2737.5
1,000,000
15.0 450.0 900.0 1350.0 1800.0 2700.0 5475.0
D-32
Civil Affairs Veterinary/Agricultural Assessment
Agriculture
a. Major crops grown for subsistence:
• 1 staple (rice, wheat, corn)
• 1 (primary) export crop
• 1 import subsistence
b. Marker price for major commodities
• Prior to hostilities/disaster (both natural or man made)
• Are price subsidized by government
• Free marker system or under government control
c. Farms/Producers privately owned
d. Government programs in place (now or in past) to improve crops
e. Equipment, fertilizers, pesticides in use: (Privately owned, Imported, Government controlled)
f. Foreign interests: (Land, equipment, all means of production)
g. NGO/PVO/IO involvement/programs in place
Animal
a.
b.
c.
d.
e.
f.
g.
h.
i.
Husbandry
Domestic species: (1 for subsistence, 1 for export)
Common animal feed: (Imports, Locally grown, Government subsidized)
Availability of foodstuffs, veterinary pharmaceuticals, supplements
Address/location of warehouses, stockyards, markets, pharmacies and major means of transportation
Marker prices for major commodities
Location of major producers, farms, feedlots, and slaughter houses
Free market economy or government subsidized
NGO/IO foreign involvement in livestock production
Major diseases, parasites, imports/export regulations and controls (FMD)
Government Support
a. Key personnel, Ministry of Agriculture (include Animal Production)
b. Government extension agents, veterinarians, or other agriculture personnel in local area
c. Government programs (crop improvement, herd improvement, disease eradication, etc.)
d. Animal/crop import and export restrictions if any
NGO/ PVO Programs
a. NGOs/PVOs involved in agriculture/animal husbandry programs in the local area
b. Brief description of NGO/PVO agriculture/animal husbandry programs
c. Local civilian and government perceptions of NGO/PVO agriculture/animal husbandry programs
d. Are NGO/PVO agriculture/animal husbandry programs working towards being sustainable without
NGO/PVO financial input
e. Key NGO/PVO personnel working in the local interest (names, addresses, phone numbers)
Food Processing
a. Local food processors (i.e. slaughterhouses, canneries, sugar refineries, bakeries, etc.)
b. Brief description of processing facilities (address, grid, POC, sanitation)
c. Are processing facilities government inspected
d. How many people are employed by each processor
e. Do any of the processors sell their finished product abroad
D-33
Primer for Dealing with US State Department and Foreign Governments Overseas
This primer is designed to assist Civil Affairs Team when deployed and working in foreign country for
missions such as Disaster Management (DM), Humanitarian Assistance (HA), Humanitarian Demining
(HDO), African Crisis Response Initiative (ACRI), Counter Drug (CD) and Emerging Operations. This
primer addresses activities, which should take place during both PDSS and during a deployment.
1. Some missions conducted by 96th CA are done in conjunction with elements of USASFC. In some cases the
designated USASFC element is in command the mission and will run interference for you with regards to the US
Embassy. If there is an LNO present allow him to run interference and coordination for you. In any case, you must
be prepared to deal with both the Embassy and the Host nation.
2. Prior to any deployment a Preliminary Site Survey should be conducted. This PDSS is the opportunity for the
mission commander or his designated representative to interface with the country team and the host nation. PDSS
Checklist is the tool the mission commander uses to answer all mission related questions.
3.
Coordination with US Embassy during a PDSS or mission should include:
a. Brief Defense Attaché Officer (DAT) at a minimum and if required the DCM (Deputy Chief of Mission) or
even the Ambassador on your team composition, and mission.
b. Receive threat brief from the Regional Security Officer (RSO). Confirm the 1500 plan, also known as the
EAP (emergency action plan). This is the emergency plan that each embassy has in the event things go bad in
country and evacuation of US personnel out of country is required. You need to know things like assembly
locations closest to your lodging and where you will be working if they are different. Give him your lodging
location and ways to contact you, ensure you are integrated into the 1500 plan.
c. Meet the Financial Management Officer (FMO) and turn in copies of your MIPR and FOO / Class A agent
orders. Confirm what specific requirements the FMO has for you and inform them of your intended purchases /
contracts. Remember it is their country and you are viewed as "summer help". They may have been burned in the
past by military forces in country before you so be ready for a less than warm reception. Go out of your way to
assure the FMO that you are willing to do whatever is required to ensure that you create no money problems for the
FMO staff. Establishing a good working relationship with the FMO is key for your mission success.
d. Meet with the Political Officer. Ask for an informal dump of the latest developments in country.
e. Meet with the Governmental Supply Officer (GSO) and give them a heads up that you will be purchasing X
number of items and will require their assistance on signing on purchases above the FOO's $2500 limit and when
arranging contracts (greasing the tracks). He also may be able to assist you with rental vehicles and other contracts.
f. Have your medic drop by the Embassy Med station and confirm your medical plan and determine exactly
what type of support the embassy can provide.
g. Meet the NCO in charge of the marine detachment. Inform him of your team strength, weapons, and your
lodging location / ways to contact you. Ensure you are put on the roster for the notification plan. If you are
unarmed, the marine detachment may have enough weapons for your team. Comms may be a problem. Agree on
how you will be integrated into the Embassy defense if the EAP plan is activated. Keep in mind that their number
one priority is the safety of the Ambassador himself, and the secret info contained in the Embassy (and they are just
a squad). Its very likely that you and the ODA / PSYOP members will be integrated into an outer perimeter to
protect the Embassy itself. NOTE: Many RSOs have no real idea how to conduct a NEO / manage a crisis. You
may actually be the expert. Be mentally prepared to assist them in this scenario.
h. Brief all your team members and all other US forces you are co-located with on your EAP. Confirm your
own internal comms/ notification plan, friendly assembly areas, and actions upon the activation of the 1500 plan.
Ensure all members are aware of the potential threats you learned about from the RSO / Political officer and what
action to take if something happens. Ensure all members have addresses / numbers of key personnel and medical
facilities.
D-34
4.
Coordination with Host Nation Forces
a. Meet the key host nation leaders involved in the mission. Keep in mind that HN military structures will
vary widely from one country to another. You want to establish good relationships with the top man in the mission,
the chief of the staff and the head of the operations and training section.
b. Confirm Status of Forces Agreement (SOFA) / Memorandum of Agreement (MOA) / Memorandum of
Understanding (MOU)
c. Explain / confirm your training plans, schedules locations etc.
d. Inspect the NDO facility and assess what progress (if any) has been made in regards to site upgrades.
e. Inspect location of classroom where your instruction will take place.
f. Coordinate with local contractors for such things as: facility upgrades, computer training, computer
purchases, maintenance contracts, faxes, copiers, desks lights, computer workstations, phone services, office
supplies etc. (give them delivery dates earlier than you really need them as things are often slow in underdeveloped
countries).
g. Coordinate with pertinent local / international NGOs / PVOs if required.
h. Coordinate with private organizations (i.e. Demining) if any in country.
5. Redeployment
a. HDO Specific
- Provide copies of NDO property book to the DAT and the GSO.
- Meet with the NDO leadership and explain all maintenance contracts so they understand what companies
are responsible for what services and Pocus.
- Make copies of all contracts, leave them a copy, & provide same to the DAO & LNO.
- Explain the next phase of the demining program to them. Note: The LNO may be from CA in some
countries.
- Meet with the LNO and outbrief him on the status of the NDO and any actions he may need to take to
keep the NDO functional in your absence. Remember, he is part of the ODA and until now has been
primarily focused on the ODA's part of the mission.
b. Outbrief host nation senior leaders: results of your mission and how good they are etc. Identified
weaknesses that the HN needs to work on if you think that pointing them out will actually do some good and the
rapport you have just built will not be trashed (judgement call). Explain the next phase of the training program to
them, if applicable.
c. Outbrief DAT / Ambassador as required on the results of your mission and what they can expect from you
when you return for the next phase of the training program.
d. Meet with FMO to ensure that there are no problems regarding the MIPR / budget. Confirm that FMO will
close out your MIPR at the appointed time by filling out and faxing a DD 448-2 form back to our S-4 (This form is
the bottom page of your MIPR). Ensure FMO has formDD448-2 and the correct numbers to the S-4 and you so they
can get a hold of you back in CONUS directly.
e. Coordinate with USAID on projects (ENRATES, MEDRATES, and HA) which were conducted, so they
can check on the progress and the impact it has had on the community/village.
D-35
Civil Affairs in Support of the African Crisis Response Initiative (ACRI)
1. The African Crisis Response Initiative forces are trained to respond to countries where insurrection, civil war, or campaigns of
genocide threaten mass civilian casualties. The force should not intervene in the fighting but would establish and protect safe areas
where civilians could gather and receive humanitarian assistance. The implications of such operations directly correlate to Civil
Military Operations of Populace and Resource Control, Foreign National Support and Humanitarian Assistance.
2. The ACRI purpose is to organize, train, assist and advise up to a brigade in how to perform the necessary tasks, both individual
and collective, as they pertain to peacekeeping operations or humanitarian operations (HUMRO). All ACRI missions will be
conducted in conjunction with 3d or 5th Special Forces Groups.
3. The purpose of Civil Affairs support during ACRI is to:
•
•
•
Train host nation forces in selected Civil Military Operations (CMO) Tasks
Assist the host nation in establishing a Civil Military Operations Center (CMOC) in the context of peacekeeping
Assist the host nation forces in integrating into the International Relief Community, both governmental and non
governmental
• Train the Civil Military Staff component in Staff Organization and Procedures to include the Military Decision Making
Process from the CMO perspective
• Assist in providing legitimacy for peacekeepers
• Orchestrate the conduct of Military Civic Action (MCA) projects (MEDRATES/ENRATES) with Host Nation assets
4. The ACRI Training Program for CA consists of:
• Initial Training (60 days) – Basic PKO Skills, CMO Tasks, CMOC Operations during Field Training Exercises,
conduct a complete ENRATES and MEDRATES project.
•
FT-1 (30 days) – Basic PKO Skills, Computer Assisted Exercise.
•
FT-2 (30 days) – CA refresher training, CMOC Operations in support of STX and FTX, Limited HA project.
•
FT-3 (30 days) – Mission Analysis, Computer Assisted Command Post Exercise.
•
FT-4 (30 days) – CA Refresher Training, CMOC Operations in support of STX and FTX, Limited HA project.
•
FT-5 (30 days) – Brigade Operations, CMOC Operations in support of Bde Computer Assisted Exercise.
5. For all exercises requiring CA participation, liaison and coordination with the local populace, the NGO/IO community and US
AID are essential.
6. It is critical that HA,ENRATES and MEDRATES projects be coordinated during the PDSS prior to deployment, for funding
purposes.
Civil Affairs in Support of Counter Drug (CD) Operations
1. The objective Counter-Drug Operations is to train a country’s Counter-Narcotics Battalion/Brigade. Currently, Counter Drug
Operations are conducted in various SOUTHCOM countries.
2. Civil Affairs training is conducted as part of a Special Forces Training Team (Normally in support of an Operational Detachment
Bravo-ODB)
3. The target audience for the training is the battalion and brigade staff and identified CA Platoons
4. The duration of the training mission is approximately 90 days and consists of Populace and Resource Control for tactical operations
and Humanitarian Assistance for non-tactical operations. Limited MCA projects may be involved in the training.
D-36
Civil Affairs in Support of Consequence Management
1. In response to the threat of terrorism, President Clinton signed Presidential Decision Directive 39 (PDD-39) in 1996 as a follow
on action to the Federal Response Plan of 1992. This is a national level response plan that twenty-six federal agencies and the
American Red Cross have signed.
2. PDD-39 defines how the United States deals with terrorist attacks involving (Weapons of Mass Destruction) WMDs, provides
guidance to the federal agencies on actions to prevent and protect against WMD attacks (Crisis Management), and, should those
efforts fail, sets policy for mitigating the effects of an attack (Consequence Management).
3. CM is an emerging operational term defined as those actions taken following an NBC or WMD incident to mitigate and recover
from its effects. This includes both intentional and inadvertent incidents as well as domestic and international events. Currently, there
is no publication that addresses consequence management as a unique mission nor is there supporting doctrine for Civil Affairs in
conducting Consequence Management. CM operations are closely related to existing CA doctrine for disaster relief and humanitarian
assistance. The commonalties among all types of technological and natural disasters suggest strongly that many of the same
management strategies can be applied to all such emergencies. CM is inherently a civil-military operation characterized by significant
civil-military considerations and requirements for civilian interface. Success will largely be a function of the effectiveness of this
coordination. The role of civil-military coordinator, liaison, and advisor are perhaps the most important roles CA forces can play in a
CM response.
4. During a domestic crisis, the Federal Bureau of Investigation (FBI) has responsibility for counter-terrorist incidents while the
Federal Emergency Management Agency (FEMA) has the federal lead for CM.
5. In the event international situation, the Department of State (DOS) is the lead federal agency for US Government (USG) response
to a CM/WMD event. An overarching principle in CM operations is that the Host Nation (HN) has primary responsibility for
responding to the incident and any USG response must be at the request of the Host Nation (HN) through the US Embassy.
6. The initial response is made by the Foreign Emergency Support Team (FEST). The initial task of the FEST is to conduct an
assessment of the situation and tailor follow-on USG support. The second element in which DOS deploys is the Consequence
Management Response Team (CMRT). This team is a standing interagency team under the political-military branch of DOS. Team
members may be part of the FEST team that initially deploys. The primary role of the CMRT is to provide the Chief of Mission (US
Ambassador) and/or the Host Nation Government with the expertise to manage the CM event. In addition to advising the Chief of
Mission, the CMRT develops USG options for consequence management response. They also provide technical assistance to national
authorities. The CMRT facilitates relationships among the international community and relief agencies also responding to the crisis.
7. The formation of a Joint Task Force- Consequence Management, or a similar organization, forming a Joint Special Operations
Task Force (JSOTF) will come through the National Command Authority. How each theater commander designates the force is
dependent on that commander. It is important to note that any Department of Defense representation through a JTF-CM will be but
part of any USG response and subordinate to the State Department's FEST/CMRT elements.
8. There are two separate but similar operations that must be considered. The first is a Joint Task Force-Counter-Terrorism (JTFCT/JSOTF-CT) which relates to crisis management. This element is responsible for locating, securing and evacuation of a WMD
prior to detonation. The second is the JTF-CM. In both cases, the capability to conduct consequence management is present. In the
case of JTF-CT, the capability to plan for and respond in the event of a detonation, must be part of the force capability. The forces
selected to conduct both operations are pre-designated per the operation plans/contingency plans of the Theater CINC. Civil Affairs
units have a primary role in a JTF-CM.
D-37
AOCP-CAB-SC
19 Nov 1999
INFORMATION PAPER
SUBJECT: 96th Civil Affairs Battalion (Airborne) Phasing Support to Consequence Management
1. Purpose. To provide information on the support of the 96th Civil Affairs Battalion on a Consequence Management related
emergency.
2. Background. In response to the threat of terrorism, President Clinton signed Presidential Decision Directive 39 (PDD-39) in 1996
as a follow on action to the Federal Response Plan of 1992. PDD-39 defines how the United States deals with terrorist attacks
involving Weapons of Mass Destruction (WMD), providing guidance to the federal agencies on actions to prevent and protect against
WMD attacks (Crisis Management) and, should those efforts fail, dealing with the effects of the attack (Consequence Management).
PDD 56, “ Managing Complex Contingency Operations” integrates all components of U.S. response at the policy level. Note: There
is no one conclusive PDD that deals with CM although PDD 39 and 56 are both cited.
CM is an emerging operation defined as those actions taken following an NBC or WMD incident to mitigate and recover
from its effects. This includes providing water, food, mass care, shelter, transportation, communications, search and rescue, and
decontamination to the affected population. The emphasis is to preserve life and minimize suffering. CM may also include those
planning actions and preparations taken to identify, organize, equip, and train emergency response forces and to develop executable
plans implemented in response to an incident.
CM operations are closely related to existing doctrine for disaster relief and humanitarian assistance. The commonalties
among all types of technological and natural disasters strongly suggest that many of the same management strategies and response
techniques can apply to all such emergencies. CM is essentially disaster relief (with the technical problem of contamination) in
response to a NBC or WMD occurrence. The DOS is the lead USG agency for foreign CM operations and any USG response to an
incident originates at the request of a HN. In order for the CINC to respond the foreign nation must request through the US
Ambassador, the CINC must be physical able, and the CINC must be directed by the National Command Authorities)
The 96th Civil Affairs Battalion (Airborne) is tasked with explaining their role in the conduct of Consequence Management
through all 5 operational. While each Theater CINC continues to develop its own contingency plans in response to a potential CM
incident, this paper will address some of the generic capabilities of the Active Component Civil Affairs Force.
3.
Concept.
a. General. CA’s basic premise to operate in a CM environment is that FM 41-10 provides the doctrinal guidance to conduct
disaster preparedness, mitigation and response regardless of the cause. The majority of the supporting doctrine is found in the Civil
Military Operations (CMO) portion of FM 41 - 10. Activities under CMO include populace and resources control, humanitarian
assistance, foreign nation support, military civic action, and emergency services. The role of the 96th Civil Affairs Battalion (A) in
these particular areas directly relates to operations that must be accomplished in one or more phases of a CM environment
Currently, there is no publication that addresses consequence management as a unique mission. There are a number of Joint
Publications that relate to joint task force operations. These include JP3-57, Doctrine for Joint Civil Affairs, JP3-0, Doctrine for Joint
Operations, JP3-05, Doctrine for Joint Special Operations, JP3-07.6 Joint Tactics, Techniques and Procedures for Foreign HAST and
Draft JP 5-00.2, Procedures for forming and operating a Joint Task Force (JTF). Regardless of the number of supporting manuals, a
CM scenario will most likely utilize a joint task force concept for reaction to this activity during the crisis and recovery phases.
b. Phases of CM. There are essentially two phases of Consequence Management, Crisis and Recovery. For the purpose of
this paper, the phases have been expanded in order to show the capabilities the 96th Civil Affairs Battalion provides in pre-incident
and post incident mitigation. This is not to say that the 96th Civil Affairs Battalion has a role in Crisis Management, but that Civil
Military Operators can provide information from the conduct of assessments that will assist in a DOS response, if and when, it occurs
as a invisible component of Consequence Management. The phases covered consist of ) Assessment and Preparation, immediate
assistance, extended operations, disengagement/handover or transition and recovery, post-incident or redeployment).
D-38
(1) Assessment an d Preparation. One of the critical roles that the 96th Civil Affairs battalion can perform prior to
any indication of a CM incident occurring is a pre-incident assessment. The assessment augments the preparation and mitigation of
any potential CM event through early identification of critical vulnerabilities of infrastructure, populations, and International/NonGovernmental Organizations (IO/NGO) abilities to assist in a prospective CM situation. Active Civil Affairs personnel assess the
general capability of the HN Civil Defense Structure to conduct consequence management operations---or capabilities and limitations
to perform CM; analyze the role of the host nation military within the Civil-Defense Structure or the National level CM Response
Structure; and recommend procedures, training and agencies for assistance in mitigation after identifying susceptibilities. Some of the
tasks that the 96th Civil Affairs Battalion can perform during the Assessment and Preparation phase of CM are as follows:
•
Estimate the availability and capacity of HN emergency resources that can assist in the mitigation and response to
the CM environment.
•
Prepare area studies and conduct area assessments of an assigned area of concern
•
Predict movement of civilians and establish procedures and processes to minimize their interference with military
operations and disaster relief operations
•
Provide information and plans to U.S. and other agencies about the political, economic, social, and cultural
characteristics of the local populace in support of U.S. and FN goals
•
Recommend theater policy for humanitarian/civic assistance (H/CA), civil assistance, and civil administration
activities and missions that can assist in better preparing a Host Nation to react to man made or natural CM disasters
(for example the 96th Civil Affairs Battalion conducts regular Disaster Preparedness Assessments in CENTCOM,
EUCOM and PACOM).
•
Recommend Bi-lateral civil-military activities aimed at building US/HN capacity to conduct combined foreign
consequence management
•
Pre-incident Scenario. In a pre-incident scenario where the host nation has prior knowledge of a potential WMD
CBRN related incident, the host nation may request assistance. In support of the SAT and JSOTF-CM , civil affairs
would provide LNO and planning capability similar to Crisis.
•
Deploy within 36-48 hours to forward CONUS staging base(SOCs)
•
Provide staff augmentation to the JSOTF-CM planning cell
Conduct CMO estimate focused on potential CM incident
•
Advise the Commander on the potential POL-MIL/CIV-MIL impact of a WMD -CBRN related incident
•
Act as Liaison from JSOTF-CM planning cell and FEST/US Embassy
•
Conduct Humanitarian Civic action as required
(2) Immediate Assistance. Based on the courses of actions provided to the
Theater CINC, the bulk of forces deploy in this phase. This would include Civil Affairs Tactical Support Teams and potentially
require Civil Affairs Operational Planning Teams. The 96th Civil Affairs Battalion has the capability to support the incident phase of
the Consequence Management mission by:
•
•
•
Facilitation of inter-agency coordination through the JSOTF-CM
Providing planning capability with CAPT-A or CAPT-B teams to the JTF-CM or appropriate military response
structure
Conducting CA activities that help civilian authorities and other first responders to organize effective emergency
service response to an incident
D-39
•
•
Establishing Civil-Military Operations Centers (CMOC) to conduct liaison and coordination operations with civil
and military authorities, as well as other organizations.
Identifying the local resources, facilities, and support available for U.S. operations (also part of pre-incident
responsibilities when specifically tasked)
•
Coordinating the use of local resources, facilities, and support (civilian labor, transportation, communications,
medical facilities, and miscellaneous services and supplies) (also part of pre-incident responsibilities when
specifically tasked—limited to identification and planning)
•
Coordinating the efforts of NGO, international, and FN agencies to develop and implement plans for using local
resources.
•
Coordinating civil information programs with PSYOP or like entities.
•
Minimizing civilian interference with U.S. military operations by developing populace and resources control
measures. Such measures may include civilian evacuation plans.
•
Providing liaison to the JSOTF/JTF-CM, to host nation emergency management center and to the FEST/CMRT
•
Integration into Information Operations Cell
Specifically provide JSOTF- CM LNO to the FEST/US Embassy
(3) Phase III: Extended Operations. Phase III operations are a continuation of phase II operations with the exception
that a long term JTF-CM has been established. This phase would involve the utilization of Reserve Civil Affairs units'
transitioning with Active Civil Affairs elements. Phase III culminates with the beginning of the transition to Host Nation
Government agencies.
(4) Phase IV: Disengagement. Phase IV includes those activities conducted to turn the entire operation over to the
Host Nation. Specific Civil Affairs activities would primarily involve disaster management and setting up a response cell
within the host nation that would provide the host nation to better prepare and continue to mitigate current and future crisis.
This phase should be turned-over to host nation and IO/NGO with the withdrawal of US military assets.
(5) Transition. During Phase V, Civil Affairs forces provide
valuable assistance the continued recovery and mitigation efforts to further alleviate suffering and enhance a nation's
capability to respond to future disaster. This can be conducted through education, assessments, or liaison with USG agencies,
the HN, or IO/NGOs. The 96th Civil Affairs Battalion has the ability to assist by providing the following.
•
Enhance recovery through the development and coordination of rehabilitation programs involving the US
Government and the NGO/IO community.
•
Conduct training in disaster management and assist the HN/ DOS with continued assessment surveys within the
country.
•
Conduct JCET training with Host Nation Security forces to further develop Civil Defense procedures, while
maintaining the Emergency Services capabilities of the CA force
•
Provide support and coordination for Humanitarian Assistance Programs to repair damage to critical
infrastructures
D-40
•
Support and coordinate for Military Civic Action projects in order to enhance the legitimacy of the supported
government
•
Recommend theater policy for humanitarian/civic assistance (H/CA), civil assistance, and civil administration
activities and missions that can assist in better preparing a Host Nation to react to man made or natural CM
disaster
c. Training Required. In addition to the normal training base requirements for civil affairs soldiers, the following additional
courses are recommended:
•
•
•
•
•
Chemical Biological Defense Command:
Basic Awareness course
Responder Awareness course
Hazardous Materials certification course (to technician level)
Incident Command Training course
FEMA program course:
• El 00-IEMC: All Hazards
• 5105-IEMC Terrorism
• E130-IEMC Hazardous Materials
• E350- Radiological Accident Assessment Course
• E403- Mass Fatalities Incident Train the Trainer course
4. Conclusion. CM is, in essence, a civil-military operation. Significant civil-military considerations and requirements for civilian
interface characterize the entire operation. Success will be a function of the effectiveness of coordination and pre-incident assessments
of critical vulnerabilities and capabilities of the susceptible countries within each CINC’s AOR. In situations where incidents occur,
Civil Affairs forces are uniquely trained to conduct coordination and liaison with the responding international community, the
commanding JTF, DOS, and the Host Nation. In Post Incident situations, the battalion plays a key role in proving mitigation training
and assessments, and facilitating HA/MCA to relieve suffering. The 96th CA Bn (A) is trained and doctrinally prepared to provide the
United States Government with a rapidly deployable force, capable of accomplishing key Civil-Military tasks in the highly volatile,
and uncertain environment of Consequence Management-related emergencies.
D-41
Civil Affairs in Support of Humanitarian Demining Operations
1.
.
.
.
Humanitarian Demining Operations (HDO) are conducted in all four CINC AORs and have recently become the most frequent
mission conducted by 96th Civil Affairs. The Civil Affairs contributions to HDO vary in each CINC AOR, however primarily the CA
program goal is to establish, train, and equip a fully functioning national demining office which serves as the command and control,
data collection, and information dissemination center. Civil Affairs forces establish a quality assurance process and implement quality
controls that enable the HDO to properly transition to a completely self-directed and sustained national demining program. The goal as
in many CMO operations is to legitimize the government and work ourselves out of a job.
The HDO Concept of the Operation for Civil Affairs:
•
Support demining activities by assisting in training the National Demining Office (NDO) and conducting liaison activities with
the HN infrastructure, the United Nations (UN), and international or Non governmental Organizations.
•
CA assistance focuses on training leadership skills, management techniques, computer skills, and staff procedures required for
the NDO to command and control, and communicated effectively with subordinate organizations, as well as government
officials.
•
CA assistance is provided to integrate the NDO into the Host Nation and International Communities (IC).
Other SOF participation in HDO:
•
SF ODA Trains and equips the demining unit/instructors and conducts instruction on demining operations; minefield survey
operations (sometimes conducted by Civil Affairs personnel i.e. CENTCOM); and medical support to demining operations.
•
PSYOP trains and equips the Mine Awareness section of the NDO and assists the HN in development of mine awareness
campaign: pamplets, posters, t-shirts, radio, tv, etc.
Phases of SOF support to HDO:
Phase 1. Establish a National Demining Office, train the deminers and teach mine awareness 60-90 days.
Phase 2. Improve the NDO, develop mine awareness campaign, and teach advance skills to deminers. 30-60 days
Phase 3. Program Assessment- within 90 days of mission completion 10-14 days
Phase 4. Program transition from DOD initiative to DOS/International Community and Host Nation. DOD
provides advisory assistance as required.
D-42
Humanitarian Demining Primer
The following is an attempt to lay out the tasks required of a CATA conducting a demining mission. The example is the program
phase one where the CATA establishes equips and trains the National Demining Office. Four of the five phases of the 96th CA Bn
(Abn) mission standard are covered.
ALERT, READINESS AND MARSHALLING.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Receive the mission.
Follow Bn Mission Planning Checklist and CAT A SOP for Mission Planning
Read TC 31-34, focus on chapters 2 & 4.Conduct mission analysis / obtain current copy of the country study / area analysis (if
none available or out of date, produce your own)
Coordinate with the personnel who conducted the PDSS if it wasn't you. Need to know status of NDO personnel, level of
computer knowledge, NDO facility / upgrades required, experience level of personnel in demining, staff operations, equipment
accountability, all POCs the PDSS established for computer training, computer purchase, maintenance contracts , construction
companies involved in facility upgrades (construction, water, power, phone lines etc) rental vehicles, lodging, embassy staff
personnel, your budget, the key players in host nation part of demining program, scope of the mine problem.
Identify the exact type of equipment to be purchased for the NDO.
Identify the exact classes you intend to teach.
Conduct weekly coordination meetings with PSYOP & ODA (the ODA is usually the lead agency, go to
them or you will be overlooked)
Schedule and attend FOO class given at USASOC contracting office.
Meet with BN S-4 and be sure you understand the requirements of your MIPR / funding.
Prepare class materials for your instruction to NDO personnel.
Obtain copy of NDO SOP for you to adjust off of once in country
Determine team member financing for duration of the mission (govt. credit card, cash advance off of card, advance travel pay,
availability of locations in country to acquire cash etc)
Coordinate with host nation businesses to confirm they will be ready to provide the support required (should have been
coordinated by PDSS personnel).
Receive your actual deployment order.
Sign out of battalion.
DEPLOYMENT (See Ldr. Ref. Book Section C) - Conduct coordination with US Embassy. (Ldr Ref. Book D-44 Primer in Dealing
with the State Dept.)
EMPLOYMENT
Coordination
•
•
•
•
•
•
•
•
Meet the key host nation leaders involved in the demining program.
Keep in mind that NDO structures will vary widely from one country to another. You want to establish good relationships with
the top man in the demining program, the head of the demining office and the head of the operations and training section. Explain
/ confirm your tng plans, schedules locations etc.
Inspect the NDO facility and assess what progress (if any) has been made in regards to site upgrades.
Inspect location of classroom where your instruction will take place.
Coordinate with local contractors for such things as: facility upgrades, computer
training, computer purchases, maintenance contracts, faxes, copiers, desks lights, computer workstations, phone services, office
supplies etc. (give them delivery dates earlier than you really need them as things are often slow in underdeveloped countries).
Coordinate with pertinent local / international NGOs / PVOs if required.
Coordinate with private demining organizations if any in country.
Conduct weekly meetings with the ODA & PSYOP to ensure a coordinated effort.
D-43
Training and Evaluation
•
•
Initiate training program. The following is an example of what has been successful before. In this scenario, the trainees had no
experience in demining / staff procedures. Your exact POI will be tailored to your country situation.You can use it a baseline and
adjust as required.
Computer training: (conducted by host nation business i.e. IBM). All NDO personnel attend computer training. Key software
programs : Windows 95, Word, Excel, Power point, Access. Keep in mind that your students may have never seen a computer,
go slow and plan for delays.
NOTE: It is a very good idea to contract for a computer software specialist from the company conducting the training to be at the
NDO when the students actually get on the NDO computers. For example 2-3 hours a day for the first month or even longer if
necessary. This gets you out of the business of being a software instructor and lets you focus on the NDO itself.
•
•
•
•
•
•
•
While part of your team conducts overwatch of the computer training others can be acquiring the equipment and supplies for the
NDO. Set up NDO.
Basic Skills: Map reading, troop leading procedures,staff organization, mine reporting processes, equipment accountability.
NDO Operations Basics: NDO sections & responsibilities, NDO operations, Demining operations order format, manual
minefield tracking systems.
NDO Advanced Skills: Database management, internal/external coordination (types / frequency of meetings), SOP development.
Mentored STX: orders drills, order rehearsals, joint order / STX, COMMEX (Joint order: If possible have the NDO Staff issue
a demining order to the demining unit leadership. This allows the unit an opportunity to provide feedback to the NDO Staff)
Prepare for real world operations: Final AAR, complete minefield database, refine NDO SOP.
Property Book: Construct property book for HN to establish accountability of host nation
equipment. Ensure all equipment is hand receipted.
REDEPLOYMENT
• Provide copies of NDO property book to the DAT and the GSO.
• Meet with the NDO leadership and explain all maintenance contracts so they understand what
companies are responsible for what services and pocs. Make copies of all contracts, leave them a copy, & provide same to the DAO
& LNO. Explain the next phase of the demining program to them. Note: The LNO may be from CA in some countries.
• Meet with the LNO and outbrief him on the status of the NDO and any actions he
may need to take to keep the NDO functional in your absence. Remember, he is part of the ODA and until now has been primarily
focused on the ODA's part of the mission.
• Outbrief host nation senior leaders: results of your mission and how good they are etc.
Identified weaknesses that the HN needs to work on if you think that pointing them out will actually do some good and the rapport you
have just built will not be trashed (judgement call). Explain the next phase of the demining program to them.
Outbrief
• DAT / Ambassador as required on the results of your mission and what they can expect from you when you return for the next
phase of the demining program.
• Meet with FMO to ensure that there are no problems regarding the MIPR / budget. Confirm that FMO will close out your MIPR
at the appointed time by filling out and faxing a DD 448-2 form back to our S-4 (This form is the bottom page of your MIPR).
Ensure FMO has form DD448-2 and the correct numbers to the S-4 and you so they can get ahold of you back in conus directly.
• Take photographs of the mission and key NDO personnel, the NDO Itself, your team instructing and of course your students "in
action". These go into the unit historical files so if someone else picks up where you left off they have a clue. .
• Conduct graduation ceremony for your students. The ceremony, certificates, plaques etc can mean a lot to your students.
• Ensure that the NDO has enough office supplies on hand to function until your next visit.
• Redeploy - Team leader maybe required to go to CINC HQ and outbrief the demining Staff.
• No standard outbrief package so use one you used in country. Be prepared to talk in detail your budget (how much you spent &
on what / funds remaining) and your recommendations for the CA role in the next phase of the demining program.
• Outbrief theater HDO Manager.
D-44
Civil Affairs in Support of Non-Combatant Evacuation Operations
1. The US Government’s policy is to protect US citizens from the risk of death, injury, or capture when the host government
is no longer able to provide adequate protection. In addition, the US will attempt to provide protection and evacuation of certain
designated aliens. The US will employ military assets in an evacuation only when civilian resources are inadequate. NEO remove
threatened civilians from locations in a FN and/or HN to safe areas or to the US. Such operations are conducted under the direction of
the DOS. DOS may request help in conducting evacuations to:
• Protect US citizens abroad.
• Reduce to a minimum the number of US citizens at risk.
• Reduce to a minimum the number of US citizens in combat areas so as not to impair the combat effectiveness of military forces.
Although normally considered in connection with combat, evacuation may also be conducted in anticipation of, or in response to, any
natural or man-made disaster.
2. CA forces are well suited for assisting with planning and conducting NEO by nature of their mission. Military support of NEO
involves contact with civilians, domestic and foreign--the key to most CA activities. CA activities in support of NEO include but are
not limited to:
•
•
•
•
•
•
Advising the commander of the CA aspects and implications of current and proposed NEO plans. Included are the writing of a
CA annex to the US Embassy NEO plan and respective theater plans.
Supporting operation of evacuation sites, holding areas for non-US nationals denied evacuation, and reception and/or processing
stations.
Assisting in the identification of US citizens and others to be evacuated.
Screening and briefing evacuees.
Performing liaison with the embassy, to include acting as a communications link with US forces in the operational area.
Recommending actions to the commander to minimize population interference with current and proposed military operations.
3, AGENCY ROLES. Support of NEO involves coordination with government agencies. The roles of these agencies are significant
to the overall evacuation effort. The roles of several of these agencies follow.
a. Department of State DOS is the lead agency for planning and conducting NEO. The COM or other principal DOS
officer-in-charge will have the primary responsibility for conducting evacuation operations. Every US embassy is required to
maintain a NEO plan. Copies of these plans are maintained by DOS in Washington, D.C. The Washington Liaison Group will
coordinate evacuation planning between DOS, DOD, and other affected agencies.
b. Department of Defense A request to commit US forces to conduct NEO would go from the ambassador or COM to the
President. The senior DOS official in country would remain in charge of the evacuation.
c. Department of Health and Human Services Under emergency conditions, DHHS is the lead federal agency for the
reception and onward movement of all evacuees in the US. Under less emergency conditions and if requested by DOS, DHHS will
provide support for non-DOD evacuees.
4. NONCOMBATANT STATUS . DOD defines noncombatants as US citizens who may be ordered by competent
authority to evacuate. Noncombatants include:
• Military personnel of the US Armed Forces specifically designated for evacuation as noncombatants.
• Dependents of members of the US Armed Forces.
• Civilian employees of all agencies of the USG and their dependents, except as noted in the second bullet of the next paragraph.
\Also classified as noncombatants are US (and non-US) citizens who may be authorized or assisted in evacuation (but not necessarily
ordered to evacuate) by competent authority. This classification of noncombatants includes:
•
•
Private US citizens and their dependents.
Civilian employees of USG agencies and their dependents who are residents in the country concerned on their own volition but
who express the willingness to be evacuated.
Other classifications of noncombatants include military personnel and dependents of members of the US Armed Forces outlined
above, short of an ordered evacuation; and designated aliens, including dependents of persons listed above, as prescribed by the DOS.
D-45
5. ENVIRONMENTS. NEO may be ordered for implementation in any one of three environments, described below
a. Permissive. In a permissive environment, NEO are with the full help and cooperation of the affected nation. Evacuation
of noncombatants is mutually beneficial to friends and allies. The political stability of nations granting authority to evacuate
noncombatants is secure. An example of a permissive NEO was the evacuation of Subic Bay and Clark Air Base in the Philippines
following the eruption of Mount Pinatubo.
b.Semipermissive. In a semi-permissive environment, NEO are conducted where there is some overt or covert opposition to
the evacuation. This opposition may come from the host government, opposition forces, outside forces, or some combination of the
three. A military show of force usually will be sufficient to maintain control of the situation.
c. Non-permissive. An environment in which operations to prevent or destroy the NEO are occurring or can be expected to
occur is non-permissive. Forced entry by military forces into the AO may be required, and as a minimum, combat operations to
secure some evacuees can be anticipated. An example of non-permissive evacuation happened at the US Embassy, Saigon, RVN, in
1975.
6. EMBASSY EVACUATION PLAN. A US Embassy evacuation plan generally contains five distinct phases:
•
•
•
•
•
Warning. Turbulence is evident and US citizens are alerted to the deteriorating situation. The situation could be the result of
political or military events, or natural disaster.
Standfast. US citizens are warned to stay inside their residences and consider preparing for possible evacuation. The unified
military commander prepares to direct response teams as appropriate.
Evacuation Initiated. US citizens begin movement to their designated assembly areas and eventually reach the evacuation site.
Evacuation Completed. All nonessential personnel have departed the HN. A skeleton embassy crew remains to protect US
property.
Embassy Closing. The US colors are lowered and all remaining US citizens are evacuated.
7. Evacuation Priorities by Groups
•
•
•
Group I. US citizens, officials, dependents, tourists, business persons, and non-US members of families in which the father,
mother, husband, or wife is a US citizen.
Group II. Foreign nationals holding diplomatic papers, visas, or passports who have received DOS approval for evacuation.
Group III. All others, to include HN citizens who do not fall into the first two categories.
8. Evacuation Priorities Within Groups
•
•
•
•
•
•
Category A. Persons of national importance.
Category B. Pregnant women.
Category C. Women with children, children under the age of 18 with their designated sponsor, and unaccompanied children
under the age of 18.
Category D. Aged and infirm.
Category E. Family groups.
Category F. Unaccompanied adults.
9. Planning Considerations
a. NEO should be considered as a political last step because they send a signal to the world that the US has lost faith in the
ability of the HN government to protect US personnel. The US military only plays a supporting role in the implementation of NEO.
Military commanders have primary responsibility for the military involvement in the operation. This involvement could include
support during all phases of NEO. Therefore, military planners must include elements of intelligence as to terrain, weather,
hydrography, designation and number of evacuees, and other information on the infrastructure of the area, to include dissidents.
b. CA planners should play a major role in the planning process, starting with the preparation or review of existing
evacuation plans and continuing through to implementation if necessary. CA operations can enhance the military efforts in support of
NEO. NEO resembles DC operations, and the same planning principles apply. The major difference is that in NEO, the DCs are US
citizens to be accounted for, protected, and evacuated to CONUS or other designated safe areas.
D-46
Recall Procedures
Recall Procedures. All deployed forces will construct an effective, real world recall plan based on information
obtained during the PDSS.
•
Personnel will respond to recall instructions issued through the host nation U.S. Defense Attaché Office,
through radio message traffic, or by telephonically transmitted prearranged code phrases.
•
Recall plans will be included in OPLAN/OPORD, and briefed to the Battalion Commander prior to
deployment.
Emergency Action for Deployments
• In the event of an emergency requiring a soldier to terminate training, this command will advise,
through channels, on transportation arrangements and disposition. Designated OIC/NCOIC will also be
prepared to coordinate for return air/ground transportation to home station after being notified.
• In the event a team member suffers a serious medical injury while participating in operations the
Team Leader, team medical personnel, and on-site doctors will make an appropriate determination for
medical disposition. MEDEVAC request will be submitted through supported unit or the US Country
Team. It is imperative for the mission commander know the MEDEVAC service provider and how to
get in touch with them. MEDEVAC requirements will be coordinated through US Country Team or
supported command prior to deployment.
•
In the event a team member becomes otherwise disqualified for continued operational participation, he
will remain on site and await the earliest scheduled return transportation.
•
Designated OIC/NCOIC of the operation will notify the S3, 96th CA immediately of any emergency
situation, potential MEDEVAC, serious incident or other disqualification from training. Copies of all
required Serious Incident Reports, medical bills/statements, with translations, will be submitted as
enclosures to the After Action Report OPREP reporting criteria.
E-1
INCIDENT REPORTING
WHAT IS AN INCIDENT?: Any actual or alleged incident, accident, misconduct, or act, primarily criminal in nature,
that, because of its nature, gravity, potential for adverse publicity, or potential consequences warrants timely
notice to HQDA. (AR 190-40)
WHEN TO REPORT:
• Immediate Telephonic Notification to CDR, 96th CAB.
•
Hard Copy OPREP-3 will follow. (NLT 6 hrs from time of Incident)
•
Submit Follow-Up Reports as needed.
WHAT TO REPORT:
• Brief Description of Event or Incident
•
Who, What, Where, When, Why
•
Current Condition or Medical Status
EXAMPLES OF INCIDENTS IAW AR 190-40:
CAT I Incidents:
a. On- and off-post riots, serious disturbances, or demonstrations targeted against the Army or involving Army
personnel.
b. War crimes, including mistreatment of enemy prisoners of war, violations of the Geneva Conventions, and
atrocities.
c. Requests by members of the U.S. Army for political asylum in foreign countries or indications of defection.
d. Terrorist activities, sabotage, and incidents, initiated or sponsored by known terrorists, dissident groups, or
criminal elements, that occur on an installation, or involve military personnel or property off an installation.
e. Bomb or explosive incidents resulting in death, injury of military personnel, or damage to military property.
f. Incidents involving material damage that seriously degrade unit operational or training readiness.
g. Threats against Government weapons and ammunition.
h. Information on threats, plans, or attempts to harm or kidnap, or other information bearing on the personal security
of the President of the U.S., Vice President of the U.S., or other persons being protected by the USSS.
CAT II Incidents: Actual or alleged incidents involving the following:
a. Theft, suspected theft, wrongful appropriation, or willful destruction of Government property or appropriated
funds valued at more than $50,000.
b. Theft, suspected theft, negligence, conflict of interest involving Government non-appropriated funds or property
valued at more than $50,000.
E-2
c. Racially or ethnically motivated criminal acts.
d. Loss, theft, wrongful disposition, willful destruction, or mismanagement of the following:
(1) Evidence.
(2) Sensitive items, other than arms and ammunition, identified by Controlled Inventory Item Code (CIIC) 1-6,
8, Q, R, or Y (see AR 710-2).
(3) Controlled Cryptographic Items identified by CIIC 9.
(4) Night vision devices.
(5) Drugs identified in the Comprehensive Drug Abuse Prevention and Control Act of 1970 as Schedules I,
II, III, IV, and V Controlled Substances. Schedule II -- V drugs are U.S. Government controlled medical substances
and are identified as R and Q controlled medical items in the Federal Supply Catalog. Schedule I drugs, as identified in
the Act, are only used by DOD for research, and are not available through the supply system.
e. Wrongful possession, manufacture or distribution of controlled substances, to include narcotics, drugs, or
marijuana in the quantities listed below:
(1) Cocaine, 40 grams or more.
(2) Marijuana, 600 grams or more.
(3) Hashish, 350 grams or more.
(4) Heroin, 30 grams or more.
(5) Amphetamines or barbiturates, 30 grams or more.
(6) LSD, 750 dose units or more.
(7) PCP, 30 grams or more.
(8) For narcotics and dangerous drugs not listed, use quantities for like substances listed above.
f. Significant violations of Army standards of conduct, to include bribery, conflict of interest, graft, or acceptance of
gratuities by soldiers or DA or non-appropriated fund (NAF) employees.
g. Incidents involving prisoners or detainees of Army confinement or correctional facilities to include escape from
confinement or custody, disturbances which require the use of force, wounding or serious injury to a prisoner, and all
prisoner deaths.
h. Theft, loss, suspected theft, unaccounted or recovered arms, ammunition, and explosives (AA&E) in the following
quantities:
(1) Any missile, rocket, or mine.
(2) Any machine gun or automatic fire weapon.
(3) Any fragmentation, concussion, or high explosive grenade, or other type of simulator or device
containing explosive materials, including artillery or ground burst simulators.
(4) Any explosives, to include demolition explosives (such as detonation cord, blocks of explosives (C-4),
and so forth).
(5) Five or more semi-automatic or manually operated firearms.
(6) Five or more rounds of ammunition greater than .50 caliber.
(7) 5,000 or more rounds of .50 caliber or smaller ammunition.
i. Actual or attempted break-ins of arms rooms or storage areas for AA&E.
j. Armed robbery or attempted armed robbery of AA&E.
k. Any evidence of trafficking of AA&E, such as bartering for narcotics or any other thing of value, to include taking
AA&E across international borders, regardless of the quantity of AA&E involved.
l. Aggravated arson.
E-3
m. Deaths, to include homicides, suicides, and deaths resulting from traffic accidents, training accidents, fires, or
other incidents. Deaths from natural causes occurring in medical facilities need not be reported. If the manner of
death is unknown, the incident should be reported as "undetermined manner of death." The manner of death should
be reported by add-on SIR as soon as determined.
n. Kidnapping.
o. Major fires or natural disasters involving death, serious injury, property damage in excess of $100,000, or damage
that seriously degrades unit operational or training capabilities.
p. Group breaches of discipline involving 10 or more persons who collectively act to defy authority.
q. Training and troop movement accidents resulting in serious injury or death.
r. Maltreatment of soldiers or DA civilians to include assaults, abuse, or exploitation, where the offender has a trainer,
supervisor, or cadre-trainee relationship with the victim, regardless of whether they are members of the same
organization. Instances of consensual sex are not reportable unless other considerations such as sexual harassment
or adverse publicity are involved.
s. Violations of Army policy as it pertains to monitoring and recording of conversations (AR 105-23, AR 190-30, AR
190-53, AR 525-1, and AR 530-2), or acquisition and storage of information (AR 380-13).
t. Child abuse. Actual or alleged incidents of child abuse which take place within an Army organizational setting or
facility (such as, child development center, youth activities center, medical treatment facility, gymnasium, and so
forth) or an Army sponsored or sanctioned activity (such as, quarters-based family child care home, youth sports or
recreation activities, field trips, and so forth). This paragraph does not apply to incidents of child abuse occurring
within the family unit.
u. Serious child injury or death, not resulting from child abuse, while the child is in the Army's care at a non-medical
facility (in other words, child development center, quarters-based family child care home, youth activities center, and
so forth) or within an Army sponsored or sanctioned activity. This paragraph does not apply to sports injuries
related to, or potentially inherent in, a youth activity or event.
v. Incidents involving firearms that cause injury or death.
SEE EXAMPLE OPREP3 FORMAT
E-4
Re-Deployment Checklist
1. Transportation
a.
USAF Specific
•
•
•
•
•
•
•
Coordinate with ADAG/USAF
TPFDD data submitted (coordinate w/ G4, verify submission with Division Movement
Office)
HAZMAT identified, marked, w/ proper SDDGs
Complete pre-JI (weigh and clean vehicle, etc.)
Coordinate manifest and sensitive item serial number inventory
Coordinate palletization (location, pallets, plastic covering, dunnage, nets, movement)
Coordinate for customs/environmental clearance
b. COMMAIR
•
•
•
•
Confirm reservations
Prepare weapons container and paperwork
Coordinate with airport security for weapons transfer
Check/coordinate for local policy on transporting medical supplies
2. General
•
•
•
•
Coordinate with home station for itinerary, manifest, and additional requirements (flatbed
truck and forklift for pallets)
Coordinate with home stations for airport pickup w/ military vehicle (if w/ weapons)
Coordinate with home station for arms room time
Coordinate country clearance if transiting another country on return
3. Logistics
•
•
•
•
•
•
•
•
•
Close out MIPR
Close out OPFUND
Obtain close out receipts from vendors
Close all contracts/services
Return support items
Recover/inventory/manifest all team equipment/sensitive documents/sensitive items
Acquire necessary packing material
Coordinate hand receipt changeover / lateral transfer of all equipment
Coordinate logistical requirements for follow on forces (billets, chow, etc.)
3. Operational
•
•
•
•
•
•
Develop and execute transition plan
Outbrief higher headquarters on mission, accomplishments, departure plan, and transition to a
follow on team (if available)
Coordinate departure with supported units
Begin AAR process
Develop country POC list
Coordinate for storage and return of classified materials
E-2
Air Movement Tips
The following information is provided to aid in the preparation of TPFDD, SDDG's, load planning/load preparation, and Joint
Inspection.
TIME PHASED FORCE DEPLOYMENT DATA (TPFDD)
1. All information for the Level 2 and Level 4 TPFDD development can be obtained from USASOC Force Readiness
Division at COM (910) 432-2065\2062 DSN 239-XXXX. A codes explanation sheet can be found on page 8 of this section, on
it you can find most of the information needed to complete the worksheets, (Keep in mind that information like GEO CODE
can be obtained from USASOC Readiness Division).
A.
Level 2 Detail
(1) OPLAN- Number or Exercise Name.
(2) ULN- Unit Line Number, assigned by USASOC DCSOPS.
(3) (3)UTC- Unit Type Code, for the 96th is V99BB, "V" identifies the unit as Civil Affairs, the 99BB allows us
to tailor the Level 4 data to fit the mission.
(4) UIC- Unit Identification Code, WE1AAA for the 96th CA Bn, the Co's and the TSTs all use Derivative
UICs. This can be confusing, ifs TST from D Co is deploying and uses the Bn UIC it will be understood by
USASOC that the complete Bn is deploying. Therefore use derivative UICs. Each Company and TST has
one assigned.
(5) PROV ORG- Denotes the respective CINC, for USACINCSOC it would read PROV ORG 9.
(6) ANAME- The units designation (i.e.; CATST 25)
(7) FORCE DESCRIPTION- The same as ANAME but whether it is complete or missing personnel (i.e.;
CATST (-) or CATST).
(8) SVC- Denotes the branch of service, (i.e.; Army, SVC A)
B.
The rest of the Level 2 worksheet is self explanatory or the codes can be found on the explanation sheet.
C. Level 4 Detail, refers to the cargo being moved. One Level 4 worksheet per element.
(1) CCC- Cargo Category Code, can be found on the explanation sheet, pg. 8 of this section.
(2) STONS PER ITEM- Short tons are determined by dividing 2200 by the actual weight of the item.
D. The following are examples of Level 2 and Level 4 data worksheets.
E-6
USASOC FORCE READINESS DIVISION
TPFDD WORKSHEET
LEVEL 2 DETAIL
DTG
ADD
CHANGE
DELETE (CIRCLE ONE)
ULN
UTC
UIC
FORCE DESCRIPTION
OPLAN
ANAME
MODE
SOURCE
LOAD
CONF
DISCH
CONST
GEO
CODE
DATES
PROV ORG 9
SVCA
C DAY
C DAY
ORIGIN
POE
POD
DEST
DAYS
DELAY
INT
STONS
BULK
OVER
OUT
NAT
ADD
OPLAN 294FD
ULN
ANAME CATST 24
MODE SOURCE LOAD
CONF
ORIGIN
POE
L
H
POD
A
K
A
DEST
L
D
A
LEVEL 2 DETAIL
DTG 071100ZJUN96
CHANGE
DELETE (CIRCLE ONE)
UTC V99BB
UIC WE1AAA
FORCE DESCRIPTION CATST
DISCH
GEO
DATES
C DAY
CONST
CODE
HCTL
RLD
C432
TMKH
ALD
C433
N
TPSE
EAD
C444
N
DAYM
RDD
C447
DAYS
DELAY
INT
STONS
BULK
OVER
TYPE
LOC
HAZARDOUS MATERIALS WORKSHEET
YES / NO
AUTHORIZED PERSONNEL
PERSONNEL REQUIRING TRANSPORT
OUT
NAT
PROV ORG 9
SVCA
C DAY
LAD
TYPE
HAZARDOUS MATERIALS WORKSHEET
AUTHORIZED PERSONNEL
PERSONNEL REQUIRING TRANSPORT
C447
LOC
YES / NO
4
4
E-7
LEVEL 4 DETAIL
CCC
ADD
CHANGE
CARGO DESCRIPTION
DELETE
(CIRCLE ONE)
LENGTH WIDTH
HEIGHT # OF PCS
STONS
PER ITEM
Refer to tables on back for Mode, Source, Load Configuration & Discharge Constraints Codes
UNIT
Verified correct by
MSC
Loaded into JOPES by:
Signature
Printed Name
Date Loaded:
Title
Phone Number
Date Copy back to MSC:
LEVEL 4 DETAIL
CCC
ADD
CHANGE
CARGO DESCRIPTION
DELETE
(CIRCLE ONE)
LENGTH WIDTH
HEIGHT # OF PCS
STONS
PER ITEM
J3D
PALLET, UE & BAGS
88
108
96
2
1.5
A2D
M101 TRL 3/4 TON
147
74
50
1
1.5
R2D
M35 TRK 2.5 TON
279
96
102
1
9
Refer to tables on back for Mode, Source, Load Configuration & Discharge Constraints Codes
UNIT
Verified correct by
MSC
Loaded into JOPES by:
Signature
John Doe
S3 AIR
432-6103
Printed Name
RGR WANABE
Title
OPS OFFICER
Phone Number
432-5614
Date Loaded:
Date Copy back to MSC:
E-8
E-9
2. SHIPPER'S DECLARATION FOR DANGEROUS GOODS (SDDG)
a. Replaces the 1357-2 Declaration of Hazardous Materials. To be able to sign a SDDG the soldier must attend a DOT
recognized Hazardous Material Handlers Course, such as the one taught at the 82d Airborne Division Advanced Airborne
School.
b. The following are detailed instructions for completing the SDDG extracted from the Dangerous Goods Regulation dated
1 Jan 94:
(I)
Shipper: Enter the full name and address of the shipper.
(2) Consignee: Enter the full name and address of the consignee. For shipments of infectious substances, enter also the
name and telephone number of a responsible person for contact in any emergency.
(3) Air Waybill Number: Enter the number of the Air Waybill to which the declaration form will be attached. These
may be amended by the Carrier.
(4) Page... of... Pages: Enter the page number and total number of pages or "Page 1 of 2 pages" if there is no extension
list.
(5)
Transport Details.
(6) Aircraft Limitations: Delete either "Passenger and Cargo Aircraft" or "Cargo Aircraft Only" to indicate whether the
shipment is packed to comply with the limitations prescribed for passenger and cargo aircraft or the limitations for cargo
aircraft only.
(7)
Airport Departure: Enter the full name of the airport of city of departure, which may be amended by the carrier.
(8)
Airport Destination: Enter the full name of the airport or city of destination, which may be amended by the carrier.
(9) Shipment Type: Delete "Radioactive" to indicate the shipment does not contain radioactive material. Radioactive
material must not be included on the same declaration form as other dangerous goods except for Solid Carbon Dioxide
(Dry Ice) when used as a refrigerant.
(10) Nature and Quantity of Dangerous Goods: For a non-radio active consignment, the information must be entered
strictly in accordance with the following instructions. Each sequence of information must be clearly separated or
identified.
(11)
Proper Shipping Name: (from column B) and supplemented with the technical name if appropriate.
(12)
Class Number or Division number as appropriate, and class 1, Compatibility Group.
(13)
UN Number or ID Number preceded by "UN" or "ID" as appropriate.
(14)
Subsidiary Risk corresponding to the subsidiary risk labels applied.
(16)
Number of Packing Instruction or limited quantity Packing Instruction.
(17) A statement that the approval or exemption is attached to the declaration form if the consignment is being shipped
under any governmental authorization(s). The authorization(s) must include: quantity limitations; packaging
requirements; aircraft type, if applicable; in the case of an A2 approval, labeling requirements; any other relevant
information.
(18) Additional Handling Information: Enter any special handling information relevant to the shipment; for example,
self-reactive substance of Division 4.1 or other substances having similar properties and organic peroxides of Division
5.2 the shipper must indicate that the packages and unit load devices containing such substances must be shaded from
direct sunlight, stored away from all sources of heat in a well ventilated area and not over-stowed with other cargo.
E-10
(19) For shipments to, from or through the United States, a 24-hour emergency response telephone number (including
international access code) must be provided in a prominent place, preferably in the "Additional Handling Information"
box.
(20) Name and Title of Signatory: Enter the name and title of the person signing the declaration. This information may
be printed or stamped.
(21)
Place and Date: Enter the place and date of signing the declaration form.
(22)
Signature: See 8.1.4.1 for the signature requirements for the Shipper's Declaration for Dangerous Goods.
E-11
Hazardous Material Worksheet
Phone Numbers
POC:
Nomenclature
Proper Shipping Name Quantity
Gross
Weight
Hazardous Material Worksheet
Phone Numbers
POC:
Nomenclature
CAP, BLASTING NON-ELECTRIC M7
BATTERY, LITHIUM, S01
CTG, 5.56MM BALL M193 10/CLIP
Proper Shipping Name Quantity
DETOATORS, NONELECTRIC for blasting
100
detonators
LITHIUM, BATTERIES
CARTRIDGES SMALL
ARMS
15 batteries
84
CLIPS
Gross
Weight
5
Unit:
Net Explosive
DOD
Weight
Class
Unit:
Net Explosive
DOD
Weight
Class
0.268 lb
22.5
25
1.1
9
3.444lb
1.4
Nomenclature: This is the standard Army nomenclature for the item.
Proper shipping Name: Found in TM 38-250. Reworded nomenclature.
Quantity: Number of batteries, number of gallons, ect. A rule of thumb is to use the unit of measure given in the
little yellow pamphlet. Ammo is in 10/clip, 8/clip, 1 tray of linked, ect.
Gross Weight: The total weight of the explosive material, in pounds for one item. For example, if you were shipping
one bullet, the gross weight might be .5 lb. While the NEW might be only .15 lb.
DOD Class: Can be found in either reference listed below.
References:
Hazard Classification Of the United States Military Explosive And Munitions
Tm 38-250 Preparing Hazardous Materials For Military Air Shipments.
E-12
3 LOAD PLANNER'S GUIDE
A. Useful Formulas:
1. Moment = Weight x Distance
2. Center or Balance = Total Moment / Total Weight
3. Weight to be Restrained = Restraint safety Factor (RSF) x Cargo Weight
4. Number of Tiedown Devices needed = Weight to be Restrained / Total Strength of Tiedown Devices
5. Area = Length x Width
6. Pounds Per Square Inch (PD!) = Weight / Area in inches.
B. Restrains Safely Factor (RSF)
1. Forward=3.0
3. Lateral = l.5
2. Aft 1.5
4. Vertical = 2.0
C. Strength of Tiedown Devices:
1. CGU-l/B (Straps) - 5,000 lbs
2. MB-I (Chain) - 10,000 lbs (used on smaller vehicles)
3. MB-l (Chain) - 25,000 lbs (used on larger vehicles)
D. Tiedown Criteria:
1. Angle of Effectiveness:
ANGLE
a. 45 degrees
b. 30X30
c. 45 x 45
FWD
70%
75%
50%
AFT
70%
75%
50%
LAT
70%
43%
50%
VERT
70%
70%
70%
2. Angle Measurements:
a. 45 degree angle: 1 length down, 1 length out
b. 30 x 30:
1 length down, 1 2/3 length out, 1 length over
c. 45 x 45:
1 length down, 1 length out, 1 length over
4. LOAD PREPARATION / INSPECTION CHECKLIST STANDARDS
SCOPE: The guidelines set forth herein are applicable to all units utilizing these facilities in support of combined Joint
Readiness Exercises, Joint Readiness Exercises, Unit ARTEPS, and Field Training exercises.
STANDARDS: In general, attainment of a satisfactory rating is always the unit's goal; however, a rating will be made based
on an overall evaluation of the unit's ability to accurately process through Green Ramp.
1. Section 1 Time Sequence: Units are required to receive all satisfactory rating to enable themselves to achieve an overall
satisfactory rating.
2. Section 11 Equipment Preparation: Units are required to have no more than four unsatisfactory ratings in order to achieve an
overall satisfactory rating.
NOTE: This load preparation inspection is provided to assist units in air movement procedures and not to evaluate the units
overall management. Any questions can be directed to AIDACG Cadre NCQIC at 396-9911/3185.
E-13
5. LOAD PREPARATION / INSPECTION CIIECKLIST
I.
TIME SEQUENCE:
a. Unit Liaison Officer/NCO and Hazardous cargo certifier arrive at Green Ramp 1 hour prior to the scheduled
weigh and JI time with 6 copies of Passenger and SDDG'a at necessary.
b. H-3:00 Passengers arrive at Green Ramp.
c. Unit equipment reports to Green Ramp at the scheduled weigh and JI time.
d. Unit meets H hour (H = lake off time).
NOTE: Unit Liaison Officer/NCO depart on the last chalk
Unit mechanics will be on hand to correct JI deficiencies
II.
EQUIPMENT PREPARATION:
a. Vehicles must arrive at Green Ramp clean (i.e. free of dirt, mud, ice, snow, etc.) and in chalk sequence.
b. Vehicles must not have fluid leaks.
c. Vehicles must be reduced to proper loading configuration IAW TM 55-46-1.
d. Tires must have sufficient pressure to prevent wheel contact with the aircraft floor and must not have rocks in the
tire treads.
e. Trailers must have 12" x 12" x 3/4" piece of plywood shoring for each wheel. Over sized trailers, vehicles and
towed pieces must have larger shoring IAW FM 55-9/AMC 36-1.
f. SDDG's properly filled out with four copies for each type hazard per chalk.
g. Vehicles will be marked on both sides with the front axle weight, rear axle weight, gross weight, and center of
balance on masking tape. This should be done by the unit. Scales are available at Pike Field and the ITO for this
purpose.
h. Fuel tanks, oil, and battery caps must be tightly closed to prevent leakage.
i. Vehicles with closed engine compartments must have all drain plugs present, tightly closed, and hull empty of
water and oil.
j. Sufficient amount of tie down straps and clevises for all airland vehicles.
k. Fuel Levels:
1. Jerry cans (5 gal cans) must be full to welded seam and have the rubber gasket present and serviceable (cannot
be palletized).
2. Vehicles 1/2 full.
3. Generator Trailers attached to prime movers in flight maximum- ½ full, disconnected – ¼ full, on ramp- empty.
4. Helicopter fuel levels depends on the shipping configuration (consult the appropriate TM).
E-14
5. Tankers and refuelers must be drained and purged.
6. Fuel bladders must be drained; they do not have to be purged.
l. Water trailers and water tanks must be drained except for the M-149 trailer which can be 112 full.
m. Secondary Loads:
1. Maximum Cross Country weight/rating must not be exceeded.
2. All loads must be securely restrained with 112" rope or larger. Rope must be laced laterally and
longitudinally to the outside vehicle tiedown points. Rope must hold the cargo down in the vehicle bed.
3. Cargo must not exceed the cargo bedside rail height. Cargo cannot extend above trailer side rails.
4. Cargo must be compatible IAW ml 38-250.
n. Fire extinguishers must be serviceable and securely fastened to all vehicles.
o. Battery terminals must have serviceable rubber covers.
p. Classified containers must not contain hazardous cargo.
q. 463L pallets must be properly built and have a pallet chalk card attached that identifies the unit, mission number,
chalk number, height, weight, and priority.
r. Units provide 3 points of dunnage for each pallet.
s. Pallet scheduled to be positioned in pallet positions 3 and 4 on C- 130 aircraft must have a 6" aisle way.
t. Ramp pallets on C- 130 aircraft that have a duration of flight longer than two hours require a configuration that
allows 18 inches between the palletized material and the latrine located on the port side of the ramp.
NOTE: Maximum height and weights for pallets vary according to the type of aircraft and load configuration.
For any additional guidance needed in preparation for air movement, contact the A'DACG at 396-9911/3185.
REMARKS (additional hazards found during inspection that were not documented will be noted here):
6. PALLET HEIGHT AND WEIGHT RESTRICTIONS (All weights include weight of pallet and nets)
A. C-13OE/H AIRCRAFT
1. Weight Restrictions:
-Pallet positions 1 thru 4: Maximum weight 10,354 lbs
-Pallet position 5: Maximum weight 8,500 lbs
-Pallet position 6: Maximum weight 4,664 lbs
2. Height Restrictions:
-Maximum height of pallet positions I thru 5: 96 in
-Maximum height of pallet position 6: 76 in
-A six-inch aisle must be moved on the left hand side or position in the wheel well area.
E-15
B. C141 B AIRCRAFT
1. Weight Restrictions:
-Pallet positions 1 tlsru 12: Maximum weight 10,354 lbs
-Pallet position 13: Maximum weight 7,500 lbs
2. Height Restrictions:
-Maximum height of pallet positions 2 lhru 12: 96 in
-Maximum height of pallet positions 1 and 13: 76 in
C. Cl7 AIRCRAFT
1. Weight Restrictions:
-Pallet positions IL thru 9L and IR thru 9R: Maximum weight 10,355 lbs
-Pallet positions 1 thru 11: Maximum weight 10.355 lbs
2. Height Restrictions:
-Height of all pallet positions: 96 in
D. C5A AIRCRAFT
1. Weight Restrictions:
-Pallet positions 3 thru 34: Maximum weight 10,354 lbs
-Pallet positions 1,2,35, 36: Maximum weight 7,500 lbs
-Station 511 to 724 and 1884101976: 20,000 lbs in any 40 inch area
-Station 724 to 1884: 36,000 lbs in any 40 inch area
2. Height Restrictions:
-Maximum height of pallet positions 3 thru 34: 96 in
-Maximum height of pallet positions 35 and 36: 70 in
3. Restraint:
-Pallets are restrained to the aircraft by the detent locking mechanisms.
-All tie-down rings have a rated capacity of 25,000 lbs.
-Each aircraft carries a predetermined amount of tie-down equipment adequate for most loads.
E-16
OPREP-3
POC:
SFC LARRY JONES
TIME OF RECEIPT:
706-545-4230
CONTACT NUMBER: NON-SECURE
FROM (PLA):
TO (PLA):
SECURE
706-545-1234
CDR75THRGRRGT FT BENNING GA//AORG//
CDRUSASOC FT BRAGG NC//AOOP-OPC-CC//
UNCLASSIFIED
( CLASSIFICATION
TH
EDRE
EXER
75
RGR REGT
(EXERCISE NAME)
(ORIGINATING HQ)
(OPERATION NAME)
(ORIGINATING HQ)
OPER
MSGID/OPREP-3
S
S (if SOCOMREP)
TH
1/75
P (if PINNACLE)
RGR Regiment
037
(COMMAND)
JUL
(REPORT #)
(MONTH)
SOCOMREP
AMPN/FLAGWORD
(SOCOMREP or PINNACLE)
TIMELOC
222150
(DTG of Incident)
Z
HUNTER AAF, GA
INIT
(LOCATION of Incident)
(INIT, FOLUP, FINAL)
GENTEXT/INCIDENT IDENTIFICATION AND DETAILS
TH
TRAINING ACCIDENT. PFC HOHN J. DOE, 123-45-6789, HHC 1/75 RGR REGT., SUSTAINED MULTIPLE
LACERATIONS, A BROKEN FIBIA (LEFT), AND A CONCUSSIONI WHEN HIS VEHICLE ROLLER OVER. CAUSE
OF THE ACCIDENT IS UNDER INVESTIGATION. PFC DOE WAS MEDEVAD’S TO ARMY HOSPITAL AT FT
STEWART, GA, AND IS IN STABLE CONDITION. THE VEHICLE, A M151, IS LISTED AS A TOTAL LOSS. THIS
IS A FINAL OPREP ON THIS INCIDENT. FURTHER REPORTING WILL BE THROUGH SAFETY CHANNELS.
RMKS / VOICE REPORT INITIATED AT
IF CLASSIFIED, COMPLETE “CLASSIFIED BY” LINE
222310
Z.
CONTINUATION SHEET ATTACHED:
YES
NO
X
CLASSIFIED BY:
REASON: 1.5a
DECLASSIFY ON: X-4
E-4-1
OPREP-3 FORM
GENTEXT/INCIDENT IDENTIFICATION AND DETAILS (CONTINUATION)
E-4-2
OPREP-3
POC:
TIME OF RECEIPT:
CONTACT NUMBER: NON-SECURE
SECURE
FROM (PLA):
TO (PLA):
( CLASSIFICATION
EXER
(EXERCISE NAME)
(ORIGINATING HQ)
(OPERATION NAME)
(ORIGINATING HQ)
OPER
S (if SOCOMREP)
MSGID/OPREP-3
P (if PINNACLE)
(COMMAND)
(REPORT #)
(MONTH)
AMPN/FLAGWORD
(SOCOMREP or PINNACLE)
TIMELOC
Z
(DTG of Incident)
(LOCATION of Incident)
(INIT, FOLUP, FINAL)
GENTEXT/INCIDENT IDENTIFICATION AND DETAILS
RMKS / VOICE REPORT INITIATED AT
IF CLASSIFIED, COMPLETE “CLASSIFIED BY” LINE
CLASSIFIED BY:
REASON: 1.5a
DECLASSIFY ON: X-4
OPREP-3 FORM
Z.
CONTINUATION SHEET ATTACHED:
YES
NO
GENTEXT/INCIDENT IDENTIFICATION AND DETAILS (CONTINUATION)
POST DEPLOYMENT CHECKLIST
R-1
SUMBIT REDEPLOYMENT REPORT
_______
R+1
PHYSICALLY SIGN IN AT BN
ACCOUNT & SECURE SENSITIVE ITEMS
_______
_______
R+3
CONDUCT MAINTENANCE / SUBMIT 2404
_______
R+5
RETURN EXTERNAL EQUIPMENT
REPORTS OF SURVEY
CONDUCT 100% INVENTORY
CLOSE OUT MIPRS
CLOSE OUT OPFUND
SUBMIT SODARS
TURN IN CONTROLLED MEDICALS
_______
_______
_______
_______
_______
_______
_______
R+7
FILE TRAVEL VOUCHER
FILE FOR FAMILY SEPARATION
FILE FOR HAZARDOUS DUTY PAY/
DANGER PAY
_______
_______
_______
R+10
SUBMIT TRIP REPORT/ AAR
CONDUCT OUTBRIEF W BN CDR
SUBMIT PHOTOS TO B-TEAM
_______
_______
_______
R+90
RECEIVE HIV/PPD
_______
F-1
REPORT MATRIX
After Action Trip Report
Report
Operational
Missions
Operational
Summary
X
CONUS Training
X
CONUS Exercise
Deployments
X
SODARS
X
OCONUS
Training
X
OCONUS
Exercise
Deployments
X
Initial Planning
Conference
X
Mid-Planning
Conference
X
Final Planning
Conference
X
Note: This matrix is a snapshot of what reports are due after completion of specific missions. All After Action
Reports, Trip Reports, and Operational Summaries are due within 96 hours of post-mission recovery. SODARS
reports are due within 5 days of post-mission recovery.
F-2
Trip Reports
1.
PURPOSE. To provide guidance and establish, as a unit SOP, a format for Trip Reports submitted at the
completion of attendance at all planning conferences to include the Initial Planning Conference (IPC), Mid-Planning
Conference (MPC), and Final Planning Conference (FPC) of major exercises. The Trip Report will be submitted
within 96 hours of post-mission recovery.
2.
SCOPE. This SOP covers all planning conferences attended in support of Joint Chiefs of Staff (JCS)
training exercises, regional Commanders in Chief-sponsored exercises, and Combat Training Center exercises.
3.
APPLICABILITY. This SOP applies to all assigned or attached personnel and/or teams.
4.
GENERAL. The trip report serves as a continuity link in the deliberate mission planning process for future
exercises. It is critical in identifying unresolved issues which need to be addressed at the next planning conference or
resolved prior to an exercise. The trip report's inclusion in the MPF is an historical record of planning conference
events, accessible to all personnel and/or teams preparing for the exercise.
5.
FORMAT NOTES
a. Prepare as a Military Memorandum with multiple addressees.
b. Submitted by individual/element attending the conference.
c. Submit to Commanding General of appropriate regional Civil Affairs unit.
e. Sample Trip Report Format.
F-3
DEPARTMENT OF THE ARMY
COMPANY X, 96TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28307-5290
AOCP-CAB-Cx (350-1d)
17 May 1999
MEMORANDUM THRU
Commander, Company X, 96th Civil Affairs Battalion (Airborne), Fort Bragg, North Carolina 28307-5290
Commander, 96th Civil Affairs Battalion (Airborne), Fort Bragg, North Carolina 28307-5290
FOR Commanding General, US Army Civil Affairs and Psychological Operations Command (Airborne) (ATTN, G3, Operations) Fort Bragg, North Carolina 18307-5290
SUBJECT: Trip Report, JCS, CTC, or USCINCxxx Directed Exercise
1. SUMMARY. In summary form, provide the Commander's statement of intent for the conference. Include
conference location, conference dates, hosting command, and action officer.
2. BACKGROUND
a.
in the exercise.
b.
General. Provide the applicable details of the conference as they pertain to the unit's participation
Mission Specifics.
(1) Concept of Operation (Major events, timelines, etc.)
(2) Projected Civil Affairs force list (provide type element/team if known)
(3) Desired METL for exercise
(4) Desired Joint METL/Combined Events
(5) Airflow Requirements
(6) Funding Status
(7) Scheduling (List known commitments programmed for this period)
(8) Pre-mission training
F-4
3. ISSUES. In this paragraph address each unresolved issue from either previous years' AARs or the recently
completed conference.
a. Issue #1: State the issue.
(1) Discussion. Provide a brief, concise statement of the issue.
(2) Recommendation. Provide a brief, concise statement of your recommendation to include action
officer and target date for resolution.
b. Issue #2: State the issue.
(1) Discussion. Provide a brief, concise statement of the issue.
(2) Recommendation. Provide a brief, concise statement of your recommendation to include action
officer and target date for resolution.
4.
POC is name at DSN phone number.
Wesley A. Winters
CPT, MI
CA Team Leader
F-5
After Action Reports
1.
PURPOSE. To provide guidance and establish, as an SOP, a format for After Action Reports submitted at
the completion of CONUS training, or CONUS exercise deployments. An After Action Report may also be
submitted in conjunction with a SODARS report as an enclosure. The After Action Report will be submitted within
96 hours of post-mission recovery and is the final document in the MPF.
2.
SCOPE. This SOP covers all planning conferences attended in support of Joint Chiefs of Staff training
exercises, Combat Training Center exercises, staff assistance visits and operational or exercise deployments
performed by either assigned or attached personnel of the United /states Army Civil Affairs and Psychological
Operations Command (Airborne). Operational deployments are those performed in support of Secretary of Defense
designated contingency operations. Exercise deployments are those performed in support of unit training, Combat
Training Center exercises, and/or UCC sponsored exercises.
3.
APPLICABILITY. This SOP applies to all assigned or attached personnel and/or teams.
4.
GENERAL. The After Action Report provides a historical record of the events leading up to, including
and recovering from participation in a particular operation or exercise and should aid individuals, elements, and
team leaders during the Mission Preparation phase of future missions.
5.
FORMAT NOTES
a. Prepare as a Military Memorandum with multiple addressees.
b. Submitted to S2 for security classification prior to submission.
c. Submitted by element/team designated as the MPA.
d. Submit to Commanding General, United States Army Civil Affairs and Psychological Operations
Command, via regional Civil Affairs Major Subordinate Units.
e. Sample AAR Format. Tab 1
F-6
DEPARTMENT OF THE ARMY
COMPANY X, 96TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28307-5290
AOCP-CAB-Cx (350-1d or 525n)
17 May 1998
MEMORANDUM THRU
Commander, Company X, 96th Civil Affairs Battalion (Airborne), Fort Bragg, North Carolina 28307-5290
Commander, 96th Civil Affairs Battalion (Airborne), Fort Bragg, North Carolina 28307-5290
FOR Commanding General, United States Army Civil Affairs and Psychological Operations Command (ATTN G-3,
OPS),Fort Bragg, North Carolina 28307-5200
SUBJECT: After Action Report, USCINCxxx Operation/Exercise Xxxx
1.
SUMMARY.
2.
BACKGROUND
a.
General. Provide the specific details of how the mission came to the unit.
b.
Mission Specifics.
(1) Tasking Order (TASKORD). Enclosure 1 (as applicable)
(2) Concept of the Operation (CONOP). Enclosure 2 (as applicable)
(3) Mission Support Request (MSR). Enclosure 3 (as applicable)
(4) Operations Summary (OPSUM). Enclosure 4
(5) Other details/documents as required. Enclosures x thru x
3.
ISSUES/RECOMMENDATIONS. In this paragraph, discuss all issues and/or recommendations which
will benefit other individuals, elements and/or teams deploying on future similar missions.
a.
Issue #1: State the issue.
(1) Discussion. Provide a brief, concise statement of the issue.
(2) Recommendation. Provide a brief, concise statement of your recommendation.
b.
Issue #2: State the issue.
(1) Discussion. Provide a brief, concise statement of the issue.
(2) Recommendation. Provide a brief, concise statement of your recommendation.
4.
LESSONS LEARNED. Provide a statement concerning the disposition of all Lessons Learned, e.g., Data
submitted separately through the Joint Universal Lessons Learned System or SODARS.
F-7
a.
b.
c.
d.
e.
f.
Funding.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
USR Unique Issues.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Doctrine.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Organization.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Training.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Leadership.
F-8
g.
Enclosures
as
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Soldier Support.
(1)
Observation.
(2)
Discussion.
(3)
Lesson Learned.
(4)
Recommended Action.
Name
Rank, Branch
F-9
DEPARTMENT OF THE ARMY
96 TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28310-5290
Battalion Commander’s Rules of the Road for Deployed Soldiers Policy 99-15
1. This policy provides a standard for the conduct of soldiers deployed outside of CONUS from this
battalion. In the absence of written policy memorandums from supported CINCs, SOCs, and other
Commanders, this policy will be in effect. Written policies by supported CINCs, SOCs, and other
Commanders remain in effect. Violation of this policy may result in adverse actions under the provisions
of the Uniform Code of Military Justice.
2. FORCE PROTECTION. Prior to deployment, the senior member of the mission will ensure that all
soldiers have completed theater required force protection training. At a minimum, deploying soldiers will
receive/prepare:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Current threat assessment
Anti-terrorism (AT) measures
Human rights training (per theater policy)
USASOC weapons/transportation policy
ROE
Off-limit areas
Contingency plans
Environmental threats
A risk assessment will be presented as a part of the briefback.
During the mission, the senior member will conduct a rolling risk assessment covering all
activities conducted by the team.
3. TWO-MAN RULE. Individual travel within another country is prohibited. Standard exceptions include
individual deployments to language immersion and LNO missions in a low or medium threat country.
Soldiers deployed on one-man missions will travel with a member of the U.S. Government or sister service
whenever possible and will always evaluate the local threat conditions.
4. ACCOUNTABILITY. Required weekly and event driven reports will be sent to your company. Each
company commander is responsible for informing the S3 that required reports have been submitted.
5. CURFEW. All deployed soldiers will be at their place of lodging (base camp, hotel, contracted house,
etc.) between the hours of 0001 to 0530 local time. The senior member of the team may grant exceptions
for METL-based night training, necessary movements, and appropriate social occasions.
6. INVENTORIES. A 100% serial number inventory of all sensitive items will be conducted daily when
equipment is not stored in a supported unit or embassy arms room. Any discrepancy will be reported
immediately to the Company Commander, who will notify the S3. Verification of 100% accountability
will be reported in the weekly update to the Company Commander.
7. U.S. GOVERNMENT PROPERTY. Property owned, leased, or rented by the U.S. Government is for
official use only.
8.
VEHICLES.
a.
b.
All drivers will be properly licensed and trained to operate the vehicle IAW Army Regulations and
Host-Nation laws.
Full coverage insurance is required for all rental/contract vehicles.
G-1
c.
d.
e.
9.
The driver and all occupants will wear their seatbelts at all times.
Defensive driving will be the norm.
Vehicles may be used to support appropriate MWR programs. The senior member will establish
procedures to ensure that the program is not abused for personal gain or convenience.
FIREARMS AND AMMUNITION.
a.
b.
Introduction, purchase, possession, use or sale of unauthorized firearms, ammunition or explosives
is forbidden. This includes the taking, possessing or shipping of these items for personal use or as
trophies.
Weapons, ammunition and explosives (including riot control agents) will not be taken into country
without theater approval and will be safeguarded at all times.
10. ALCOHOL. The senior member may authorize the moderate consumption of alcoholic beverages if
no CINC, SOC, Commander policy is more restrictive and cultural norms/sensitivities allow their
consumption.
a.
b.
c.
d.
e.
Do not drink to impairment or embarrass the CA community.
Do not drink when you have a weapon in your possession.
Designated drivers (alcohol consumption prohibited) will be used when driving is required.
Personnel will not drink while on duty unless required as a part of official duty or when cultural
norms dictate minimal consumption.
The senior member is responsible for ensuring that all members maintain personal conduct that is
commensurate with the US Army’s standards of professionalism. Because it is your duty to
ensure that these standards are upheld, failure to properly supervise the members of the team will
be considered dereliction on the part of the senior member.
11. DRUGS.
a.
b.
Trafficking, possession, use or transfer of any controlled substance (Article 112a, UCMJ), or
paraphernalia is prohibited.
When transporting prescription drugs, the original prescription label will be attached to the
container. 18D’s transporting controlled substances will adhere to the separate battalion policy
memorandum.
12. EXCHANGE.
a.
b.
Selling, bartering or exchanging currency other than with an authorized person at the official
exchange rate is prohibited.
Selling, reselling, loaning or otherwise transferring rationed or controlled items or relief supplies
outside of official relief channels is prohibited.
13. EXCEPTIONS. All exceptions to this policy will be submitted in writing, through the Company
Commander, S3, and XO. I am the approval authority and will approve any exception in writing.
THOMAS G. KNIGHT
LTC, SF
Commanding
G-2
DEPARTMENT OF THE ARMY
96 TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28310-5290
AOCP-CAB-CO
29 SEP 1999
MEMORANDUM FOR All personnel assigned or attached to the 96th Civil
Affairs Battalion (Airborne), Fort Bragg, North Carolina 28310
SUBJECT: Safety SOP
1. PURPOSE: The purpose of this Safety SOP is to inform the assigned and attached members of the
96th CA BN (A) of their responsibilities with regard to the safe conduct of routine operations and training.
Safety protects the force and preserves resources through accident prevention and risk management. Safety
starts with readiness and depends on a unit’s ability to perform its METL to standard. When safety is fully
integrated in a unit, soldier errors, equipment breakdowns, and other negative effects are minimized.
Performing to standard is one of the key steps in preventing accidents. The goal of this program is to
provide a safe environment for soldiers to work, live and conduct operations and training in.
2.
REFERENCES:
a.
b.
c.
d.
e.
f.
g.
h.
i.
AR 385-10, Army Safety Program
AR 385-40, Accident Reporting and Records
USASOC Reg., 385-1, Accident Prevention and Reporting
DA PAM 385-1
1999 Leader’s Reference Book (draft)
96th Civil Affairs Battalion GSOP (draft)
Battalion Rules of the Road Memo
USASOC Reg., 525-1, Reporting Structure and Formats
Army Reg., 190-40, Serious Incident Report
3.
SCOPE: This SOP outlines the organization of the unit safety program, responsibilities for
implementing the safety program, and the required reports, records and inspections.
4.
OBJECTIVE: To reduce all types of accidents with a specific goal of reducing the following:
a.
b.
c.
d.
e.
Disabling injuries and death rates.
Army vehicle accident rate.
Airborne operations accident rate.
Safe routine training/certification events
Helicopter operations accident rate.
5.
RESPONSIBILITIES: The responsibilities for the implementation of the unit safety program lies with
the Commander, as aided by the appointed Safety Officer and Safety NCO(s).
6.
DUTIES OF KEY PERSONNEL:
a.
Commander.
(1) Establish and support a comprehensive and aggressive accident
prevention program.
(2) Establish and support an Accident Prevention Awards Program that
G-3
recognizes those individuals who take strides to enforce and implement high standards of safety.
(3) Appoint and train Safety Officer/ NCO’s.
(4) Conduct and preside over Quarterly Safety Council Meetings.
b.
Unit Assistant Safety Officer/NCO.
(1) Ensure that a safety bulletin board is established and maintained.
(2) Ensure appointment orders are maintained and copies forwarded to next
higher headquarters.
(3) Ensure safety references, publications, reports of accident investigations,
and other safety material is maintained IAW Modern Army Records Keeping System (MARKS).
(4) Act as a recorder at council meetings, prepare and forward minutes,
within 72 hours, to next higher headquarters for approval.
(5) Ensure that monthly surveys of training/maintenance activities of each
subordinate element is conducted and the chain of command is informed of the results.
(6) Perform other duties as directed by unit commander.
7. PROGRAM: The safety program should be continuous, aggressive and designed to
ensure active participation by all personnel.
a.
Training Operations will be conducted IAW all required regulation. (Encl 1.)
b. Operational Deployments will be conducted IAW all required regulations and
the battalion rules of the road. (Encl 2.)
c. Off-duty recreation, beginning with detailed safety briefings by Commanders
prior to long-weekends will be conducted within all required regulations and IAW battalion rules of the
road. (Encl 3.)
d. Airborne Safety. Training and exact compliance with prescribed procedures
are to be followed in all airborne operations, including pre-jump training before airborne operations. This
includes helicopter operations. (Encl 1)
e. All classroom and field training will incorporate appropriate safety
instructions.
f. Risk assessments are performed and incorporated into all training and
deployments. Risk assessments are approved at the appropriate level.
g.
h.
personnel.
8.
Safety publications are to be distributed to unit personnel and displayed.
Any unsafe conditions within the company will be reported to unit safety
RECORDS AND REPORTS: ( BN and CO Safety Officers and NCOs)
a.
Maintain Safety inspection results and corrections.
G-4
b. Maintain pertinent safety publications to include circulars, memorandums,
policy letters and Army Regulations.
c.
Report all accidents and injuries IAW USASOC Reg. 385-1.
d.
Maintain copies of this SOP in safety files.
e. Maintain copies of all risk assessment work sheets. Submit copy to BN Safety
Officer/NCO.
9.
ACCIDENT REPORTING:
a. In the event of an accident the safety officer/NCO will notify the next higher
safety office, then take the appropriate action to investigate or assist with investigation in accordance with
AR 385-40 and local procedures. Ex: If an accident occurs in HHC, the company safety officer/NCO will
notify the BN safety officer/NCO. The BN safety officer/NCO will then notify the commander and the
USASOC Safety Office.
b. DA PAM 385-1, Chapter 6 describes actions to take when an accident occurs.
This chapter also includes a list of actions to do to institute a pre-accident plan. This plan can assist those
involved in the accident and assist investigators in accomplishing their tasks.
c. USASOC Reg., 525-1, covers incident reporting procedures. The OPREP-3 is
the report used to notify appropriate commanders immediately of any incident or event where national level
interest is not indicated or has not been determined. The OPREP-3 is submitted by the BN S-3 upon BN
CDR review and approval. It is submitted to directly to USASOC Operations Center. (Example: Death or
serious injury of unit personnel on a CONUS/OCONUS deployment.)
10.
POC for this SOP is the BN Safety Officer/NCO at 2-6103.
4 Encl.
THOMAS G. KNIGHT
1.
2.
3.
4.
LTC, SF
Commanding
Training
Operations
Off-duty Recreation
Risk Management Worksheet
G-5
TRAINING OPERATIONS
EVENT
POLICY/MITIGATION : All Events Require a Risk Assessment
REGS.
AIRBORNE OPS
JUMPMASTER REFRESHER / ABN CDRs MEETING / JM REHEARSAL/CURRENT JUMPMASTERS/ CURRENT DZSO
OPORD / RISK ASSESSMENT / PREJUMP TNG / WEATHER ANALYSIS / ENVIRONMENTAL BRIEF(Hot/Cold Weather)
MED COVERAGE / FLASH REPORT/ BASIC ABN REFRESHER
USASOC 350-2
AR 385-10
USASOC 385-1
DA PAM 385-1
RANGE OPERATIONS
CURRENT RANGE OIC / NCOIC / SAFETY / OPORD / RISK ASSESSMENT / PRELIMINARY MARKSMANSHIP TNG
PROPER RANGE PROCEDURES / MED COVERAGE/ WEATHER ANALYSIS/ CONCURRENT TRAINING
ENVIRONMENTAL BRIEF (Hot/Cold Weather)
USASOC 350-4
AR 385-10
USASOC 385-1
RUCK MARCHES
PLAN ROUTE / ASSESS TRAFFIC FLOW / OPORD / RISK ASSESSMENT / HYDRATION PT. 6KM / ROVING MED
COVERAGE / SAFETY BRIEFINGS/ WEATHER ANALYSIS / ENVIRONMENTAL BRIEF(Hot/Cold Weather)
PERSONAL PROTECTIVE EQUIPMENT / DAY LIGHT / WELL MARKED COURSE / REFLECTIVE BELT
USASOC 350-2
AR 385-10
USASOC 385-1
LAND NAVIGATION
VERIFY POINTS / OPORD / RISK ASSESSMENT / MOBILE MED COVERAGE / SAFETY BRIEF / ADMIN
REPRESENTATION / SIGNALING EQUIP (STROBE) FOR NIGHT NAV / EMERGENCY EVACUATION PLAN
WEATHER ANALYSIS / ENVIRONMENTAL BRIEF(Hot/Cold Weather) / HYDRATION POINT / PERSONAL
PROTECTIVE EQUIPMENT
USASOC 350-2
AR 385-10
USASOC 385-1
WATER OPERATIONS
CONDUCT SAFETY CHECK OR SURVEY AT LOCATION / SCUBAQUALIFIED OR WSI OIC/NCOIC / RISK
ASSESSMENT / MED COVERAGE AND SAFETY BOATSw/ SWIMMERS FOR OPEN WATER / CATAGORIZE
SWIMMERS / WEATHER ANALYSIS / ENVIRONMENTAL BRIEF(Hot/Cold Weather)
USASOC 350-2
AR 385-10
USASOC 385-1
DA PAM 385-1
AR 385-15
HELICOPTER OPERATIONS
OPORD / RISK ASSESSMENT / LZ RECON / ONLOAD/OFFLOAD TRAINING / DETAILED PILOT BRIEF
WEATHER ANALYSIS / ENVIRONMENTAL BRIEF(Hot/Cold Weather)
USASOC 350-2
AR 385-10
USASOC 385-1
DA PAM 385-1
PHYSICAL TRAINING
FOLLOW GUIDELINES OF FMs & TMs / ADHERE TO FT. BRAGG POLICIES FOR PHYSICAL TRAINING/ WEAR
PERSONAL PROTECTIVE EQUIPMENT / PROFILE VALIDATION / INFORMAL RISK ASSESSMENT FOR CONTACT
OR TEAM SPORTS/ REFLECTIVE BELT
FB REG 385-10
SAFETY ALERT
99-006
G-6
OPERATIONS / DEPLOYMENTS
EVENT
POLICY/MITIGATION: All Events Require a Risk Assessment
OVERSEAS
DEPLOYMENTTRAINING
CERTIFICATION / CONDUCT AREA STUDY / SRP / MED THREAT BRIEF / INTEL THREAT BRIEF / JAG BRIEF /
FORCE PROTECTION BRIEF / REVIEW CINCSOC’S POLICY / IMPLEMENT FORCE PROTECTION MEASURES /
CONTACT PLAN w HIGHER/ MEDEVAC PLAN / EMERGENCY PLAN OF ACTION / RISK ASSESSMENT
BRIEFBACK
LDR REF BOOK
GSOP
96TH CA RULES OF ROAD
CERTIFICATION / CONDUCT AREA STUDY / SRP / MED THREAT BRIEF / INTEL THREAT BRIEF / JAG BRIEF /
FORCE PROTECTION BRIEF / REVIEW ROE / IMPLEMENT FORCE PROTECTION MEASURES /
CONTACTPLAN w HIGHER / MEDEVAC PLAN / EMERGENCY PLAN OF ACTION / RISK ASSESSMENT
LDR REF BOOK
GSOP
96TH CA RULES OF ROAD
OVERSEAS VEHICLE
OPERATIONS
ADHERENCE TO LOCAL TRAFFIC LAWS / IDENTIFY ROAD HAZARDS/ PRIOR TO DEPLOYMENT/ IMPLEMENT
FORCE PROTECTION MEASURES / INTERNATIONAL DRIVERS LICENSE IF REQUIRED / MAP OF DRIVING
AREA OR GUIDE / INSURANCE / COMMO / MEDEVAC PLAN / INFORMAL RISK ASSESSMENT
LDR REF BOOK
96TH CA RULES OF ROAD
CONUS VEHICLE OPERATIONS
OPERATOR CERTIFICATION / LICENSING/ANNUAL TRAINING / VEHICLE OPERATOR MAINTENANCE /
OPERATOR REST PLAN / ADHEARANCE TO LOCAL TRAFFIC LAWS AND REGULATIONS/ TC / GROUND
GUIDE / PMCS / MAP/GUIDE IF OFF FT. BRAGG / COMMO / INFORMAL RISK ASSESSMENT
AR 385-30
AR 385-55
TM 43-204
AR 700-141
MOTORPOOL
OPERATIONS
DANGER AREA MARKING / GROUND GUIDE USE / PROPER USE AND CARE OF HANDTOOLS /
EQUIPMENT SERVICE OPERATIONS/ ENVIRONMENTAL PROTECTION PLAN / FIRST AID PROCEDURES/
PERSONAL PROTECTIVE EQUIPMENT / INFORMAL RISK ASSESSMENT
AR 600-55
AR 385-55
APP. TM
OVERSEAS
DEPLOYMENTCONTINGENCY
REGS.
G-7
OFF-DUTY RECREATION
EVENT
POLICY/MITIGATION
REGS.
HIGH/MED RISK OFF
DUTY ACTIVITIES
SKYDIVING
PARAGLIDING
HANG GLIDING
SCUBA DIVING
ROCK CLIMBING
MOTORCYCLE OPS
INDIVIDUAL RESPONSIBILITY / ENSURE PROPER TRAINING AND LICENSING PRIOR TO THE CONDUCT OF
THESE OPERATIONS/ REVIEW INSURANCE COVERAGE FOR THESE TYPE OF OPERATIONS / COMMO PLAN
BUDDY SYSTEM / EQUIPMENT INSPECTION / CONTACT PLAN
APPLICIABLE
LAW AND
REGULATION
LOW RISK OFF
DUTY ACTIVITIES
WATERSPORTS
BOATING
HUNTING
CAMPING
RUNNING
TRIATHALONS
BICYCLING
INDIVIDUAL RESPONSIBILITY / ENSURE PROPER TRAINING AND LICENSING PRIOR TO THE CONDUCT OF
THESE OPERATIONS/ REVIEW INSURANCE COVERAGE FOR THESE TYPE OF OPERATIONS/ COMMO PLAN
BUDDY SYSTEM / EQUIPMENT INSPECTION / CONTACT PLAN
APPLICIABLE
LAW AND
REGULATION
NOTE: A COMMAND SAFETY BRIEFING MUST
BE CONDUCTED PRIOR TO DESIGNATED
HOLIDAY WEEKENDS.
G-8
RISK ASSESSMENT MATRIX
EFFECT
CATASTROPHIC
CRITICAL
MODERATE
NEGLIGIBLE
EFFECT
Catastrophic
Critical
Moderate
Negligible
I
II
III
IV
FREQUENT
LIKELY
A
B
EXTREMELY HIGH
HAZARD PROBABILITY
OCCASIONAL
SELDOM
C
D
UNLIKELY
E
HIGH
MEDIUM
LOW
Death or permanent total disability, system loss, major property damage
Permanent partial disability, temporary total disability in excess of 3 months, major system damage, significant
property damage
Minor injury, lost workday accident, compensable injury or illness, minor system damage, minor property damage
First aid or minor supportive medical treatment, minor system impairment
PROBABILITY
FrequentOccurs often in career/equipment service life.
Continuously experienced
Likely Occurs several times in career/equipment service life
Occurs frequently
Occasional
Occurs sometime in career/equipment service life
Occurs sporadically or several times
Seldom Possible to occur in career/equipment service life
Remote chance of occurrence
Unlikely Can assume will not occur in career/equipment service life
Possible, but improbable, occurs only very rarely
RISK LEVELS
Extremely High Loss of ability to accomplish mission
High Significantly degrades mission capabilities in terms of required mission standards
Medium Degrades mission capabilities in terms of required mission standards
Low
Little or no impact on mission accomplishment
G-9
RISK ASSESSMENT WORKSHEET
Activity or Exercise
Name:
HDO LEBANON PRE
DEPLOYMENT SITE SURVEY
Organization:
96 th CA Bn (A), FBNC
28310
HAZARDS
Infiltration (BAB)
(Shoot down of BAB)
Date:
04 FEB 98
Probabilit
y
of
Mishap
(Unlikely)
E
Occasional
O
Terrorist Attack
Kidnapping
Bombing
Drive By Shooting
Exfiltration
Shoot down of BAB
Prepared By:
(Unlikely)
E
Effect
of
Mishap
Catastrophic
I
Catastrophic
I
Catastrophic
I
Page
1
Controls Implemented
(Medium)
M
• Unpublished, unpredictable
flight schedule
• 6-8 man body guard element
• armored convoy with lead and
trail vehicles
• sleep in embassy compound
• no one allowed to leave
compound without RSO approval
and escort
High
H
(Medium)
• Unpublished, unpredictable
flight schedule
M
Residual
Probabilit
y
(Unlikely)
E
(Seldom)
Residual
Effect
Catastrop
-hic
I
(Catastro
phic)
D
MEDIUM
LOW
(Medium)
M
(High)
L
(Unlikely)
(Catastro
phic)
E
(Medium)
M
•
•
•
•
•
•
HIGH
Residual
Risk
Level
I
I
EXTREME
1
MAJ ROCK
Risk
Level
OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED:
and date):
(base on most serious remaining residual risk level)
of
RISK ACCEPTANCE (type or print signature block, sign
(necessary for high risk)
G-10
.
XXXXXX XXXXXXXXX
LTC, SF
XXXX XXXXXXXX
MAJ, IN
Commanding
(ALL approving
Commanding
authorities signature blocks will be included and signed up to the final approval authority)
G-10
USASOC WEAPONS POLICY
REF. MSG: 031510Z NOV 98 RR RR UUUU AA ZYUW, CDRUSASOC FT BRAGG NC/AOOP//
REF/A/POLICY LETTER/USASOC/13JUN94//
REF/A/DIR/USSOCOM/17MAR99//
SUBJ/USASOC POLICY REGARDING DEPLOYING WITH ASSIGNED WPNS AND AMMO
POC: ANDREW A. ANGELACCI, COL, DCSOPS / TOMMY E. STRICKLAND/DAC/USASOC
DCSOPS FP BRANCH/LOC:FT BRAGG, NC, TEL:DSN 239-9075//
AMPN/REF A IS USASOC POLICY FOR THE TRANSPORTATION OF GOVERNMENT
OWNED WEAPONS ABOARD COMMERCIAL AIRCRAFT. REF B IS MEMORANDUM,
CHANGE TO CTA 50-909, DIRECTING USASOC MSC/MSU'S TO USE TRAINING
AMMUNITION FOR FORCE PROTECTION PURPOSES WHEN DEPLOYING OCONUS .//
1. Purpose. The purpose of this message is to establish USASOC policy for units and individuals
deploying with their assigned weapons/ammunition outside the fifty United States, its territories and
possessions.
2. Applicability. This policy applies to all USASOC major subordinate commands, major subordinate
units, and assigned personnel. It is effective upon receipt.
3. General. Whenever possible, USASOC units will deploy on all operational missions and exercises with
their assigned equipment and necessary supplies, to include weapons and ammunition. Commander,
USASOC recognizes that there are times when weapons are not required or are prohibited from being
carried in a host country. This policy addresses what factors unit commanders must consider when
determining if weapons will be carried in a host country, not carried but stored in a secure location in
country, or, in exceptional cases, not deployed at all. One factor that will not be considered when
determining when units will deploy with and carry weapons and ammunition is convenience.
4. USASOC Policy. Whenever possible, units deploying outside the fifty United States, its territories and
possessions will deploy with assigned weapons and ammunition, and, when not required to carry those
weapons in country, will store weapons in a secure location and have reasonable access to those weapons
while deployed. If deployment is conducted aboard commercial aircraft, the coordination and
security/accountability procedures in ref a will be followed. The minimum amount of ammunition that will
be deployed will be IAW ref b.
5. Justification. Whenever possible, weapons and ammunition will be deployed for the following reasons:
a. USASOC units must be capable of providing for their own force protection when forward deployed in
all threat environments. To do otherwise in the face of repeatedly demonstrated terrorist capabilities to
strike in previously safe areas with no warning constitutes an unacceptable risk.
b. To allow the unit to react to crises and contingencies in the region. With OPTEMPO as high as it is,
units in theater may be the only resources available to respond to emerging crises or incidents threatening
U.S. personnel or property in a timely manner. There are numerous examples in the past few years of units
given new contingency missions after arrival in theater.
c. Finally, the unit may have an immediate follow on mission that precludes their returning to home
station to retrieve their assigned weapons. This is a product of a high OPTEMPO as well. As such, it is
becoming an increasingly common occurrence.
6. When weapons are not required. When the theater does not require weapons to conduct the specific
exercise or mission that the unit is deploying on, deploying USASOC units/personnel will adhere to the
following procedures:
G-11
a. The deploying unit will deploy with weapons secured in a locked weapons container.
b. While in country, deployed personnel will neither be issued nor will they carry their weapons unless
directed to do so by the force protection responsible agency. This would most likely occur due to a change
in THREATCON or during a crisis.
c. Weapons will be maintained at a pre-coordinated secure location that affords the units reasonable
access to the weapons for the purposes of periodic inventory and routine maintenance by deployed
personnel.
7. When weapons are prohibited. Prior to deployment, units will get clarification from the MILGRP,
theater SOC, or embassy regarding host nation policy on carrying weapons/ammunition in country. If
weapons/ammunition are prohibited from being brought into a country, unit commanders will consider the
following factors:
a. The force protection situation in the country.
b. Ability of the deploying unit or individuals to respond to a crisis or contingency in the region.
c. Requirement for the unit to deploy directly to a follow-on mission upon completion.
d. Availability of a secure storage site that is reasonably accessible to the deploying unit. After this
assessment is complete, and if it is determined that weapons must be deployed with the unit, unit
commanders will coordinate through the chain of command for resolution of this issue with the authority
that is prohibiting the unit from deploying with weapons. If it is determined that weapons are not required,
unit commanders will request an exception to this policy, not to deploy with weapons.
8. Exceptions to this policy. An exception to this policy may be requested if, after considering the above
factors, unit commanders determine that weapons are not required to execute the mission; force protection
will be adequately provided by host nation security forces, the JTF, or the embassy; the element deploying
is not a unit that would be diverted on a crisis or contingency; and there is no follow-on mission.
Exceptions may be granted by MSC commanders and higher on a case-by-case basis. Commander,
USASOC will be the exception approval authority for USASOC MSUs.
9. When this policy is not applicable. This policy does not apply to individuals deploying outside the
fifty United States, its territories and possessions for limited duration to conduct routine staff coordination,
pre-deployment site surveys, attend planning conferences/seminars, or to conduct command visits.
However, this does not preclude individuals deploying in support of these activities with their assigned
weapons and ammunition, if the force protection situation warrants it and the theater/ country approves
weapons being deployed into the forward operational area.
G-12
FUNDS EXPENDITURES FACT SHEET
References:
a.
National Defense Authorization Act for Fiscal Year 1994, Pub L., No. 103-160, Sec. 1504,
107 Stat. at 1839.
b. Stevens Amendment, originally enacted as Defense Appropriations Act, 1985, Sec. 8103, Pub
L., No. 98-473, Sec. 101(h), 98 Stat. 1837, 1942 (1984).
c. DAJA-IO Memorandum, Subject: Amendment to 10 U.S.C. Sec. 401(c) (2), 28 Feb 94.
1. The purpose of this section is to provide information as to the proper, legal use and expenditure of
government moneys. This section is only a guide, if there is any doubt as to the proper use or expenditure
of funds, see a judge advocate!
2. All leaders should be aware that Title 10, US Code, is the document that provides the guidance and
restrictions on all moneys spent by the US Government. The phrase "Title 10 money" refers to all funds
associated with the US military, and is further subdivided into various "pots" to be spent in specific ways.
The principal source of money for any particular unit is Operations and Maintenance (O&M) funding,
which is budgeted on an annual basis to provide for all unit-initiated activities. Units may also have access
to other types or sources of moneys, such as Joint Chiefs of Staff (JCS) directed exercises funding (e.g.
Cabanas, Cobra Gold, etc.), Department of the Army (DA) funding for operational missions (eg. Operation
Restore Hope, Operation Just Cause, etc.), Security Assistance funding, Humanitarian Civic Assistance
funding, etc.
3. In the absence of a qualified advisor or judge advocate, a supported commander may often times turn to
his civil affairs staff augmentee for advice on how funds may or may not be spent. For this reason all
leaders in this unit should be familiar with the following information.
4. Security Assistance Mission Funding
a. Security Assistance (SA) is an umbrella term for all-statutory programs and authorities
under which the US may provide and regulate forms of assistance and sales to foreign governments (and
international organizations) for the purpose of enhancing US/mutual security.
b. CA leaders advising a supported commander should first determine whether the mission is
funded as a SA mission. Unless the activity, property, service, or training in question is specifically part of
the SA mission, then the transfer of funds/equipment or conduct of the training is not authorized. The
mission scope should be frequently reviewed to insure that operations are not exceeding mission authority
c. The Purpose Statute, 31 USC 1301(a) requires that any expenditures from an appropriation
be reasonably related to the purpose of that appropriation. It also prohibits funds for activities which fall
specifically within the scope of another appropriation. If Operations and Maintenance (O&M) funds are
inadvertently used to perform unauthorized SA activities, it is likely that an Anti-Deficiency Act violation
has occurred. Violations of this act authorize both civil and criminal sanctions.
d.
Congress carefully scrutinizes and constantly reviews SA programs, so these activities
naturally have more visibility than routine deployments. Because of the many restrictions on
standards of eligibility, types of material and services to be provided, and the constantly
changing nature of SA programs and activities, the advice of a judge advocate is essential. All
questions on SA programs should be coordinated by a JAG officer through legal channels up
to the Unified Command level.
Bottom Line: If you are not deployed on a SA mission, coordinate any requests for host
nationsupport or assistance through JAG channels, or the US Embassy military representative
(Military Group or Military Advisory Assistance Group (MILGRP/MAAG). If you are deployed
on a SA mission, insure that you understand up front specifically what kinds of support and
assistance you can and cannot provide to the host nation.
5. Humanitarian and Civic Assistance (HCA) Funding
G-13
a. HCA serves as a vital component of the US Congress' nation assistance effort, and only
Congressionally approved funding may be used for these types of activities. H/ CAs can include engineer
projects (ENCAP), medical civic action projects/programs (MEDCAP), veterinary projects/programs, the
provision of relief or disaster assistance supplies and materiel, or simply coordination and staff assistance
to foreign governments and their populace.
b. Through Title 10 USC 401, Congress specifically authorizes funds for the following activities:
(1) Medical, dental, and veterinary care provided to rural areas of a country.
(2) Construction of rudimentary surface transportation systems.
(3) Well drilling and construction of basic sanitation facilities.
(4) Rudimentary construction and repair of public facilities.
c. HCA activity must meet the following three requirements in order to be considered legal for
funding under 10 U.S.C.:
(1) Promote the security interests of the U.S. and the host country,
(2) Promote the specific operational readiness skills of the members of the armed forces
who participate in the activity; and
(3) Serve the basic economic and social needs of the local people.
d. The Secretary of State must approve a foreign nation for receipt of HCA funds. Once this has
been done, funds are then distributed to the regional CINCs who are responsible for identification of HCA
projects and assignment of particular missions to designated units. Congress has barred the use of HCA
funds for projects which will benefit (directly or indirectly) individuals, groups, or organizations engaged
in military or paramilitary operations.
e. One exception to the Congressional prohibitions on the use of O&M funds for HCA is the
authority to perform minor HCA activities incidental to the unit mission (under the provision of "minimal
expenditures" of general O&M funds, for projects in conjunction with a military exercise or operation,
which projects must be reported to Congress by the end of the fiscal year). This exception requires a legal
review prior to implementation to ensure compliance with US law.
f.
HCA activities can be part of a larger combat exercise (e.g. Cobra Gold), or may be the focal
point
of a smaller engineer or medical exercise (e.g. Fuertes Caminos). There is no dollar limit on the cost of the
project, as long as it is financed from specifically designated HCA funds.
Bottom Line: Only HCA projects identified at the CINC-level or approved by a JAG officer
should be performed. Do not attempt to interpret US law in cases where there is any question
of legality. US statutes are subject to change and supplementation by local authorities.Only 10
U.S.C. 401 funding authority may be used for HCA projects. The Stevens Amendment has
been eliminated.
6.
Special Forces Exception (Title 10 USC 2011)
a. This action is a General Accounting Office (GAO) holding that was approved in 1992, which
approves the funding of OCONUS training missions and payment of specific host nation expenses with
O&M funds in certain limited circumstances.
b. The Special Forces Exception applies to Special Forces, Civil Affairs, and Psychological
Operations forces. It states that the Commander USSOCOM, any Unified Commander (CINC), or any
Specified Combatant Commander may pay or authorize payment for the following expenses:
c.
Expense of SOF training with armed forces and other security forces of a friendly foreign
d.
Expenses of deploying SOF for the training.
country.
G-14
e. Where SOF is training with a friendly developing country, the incremental expenses
incurred by that country as a direct result of such training. Incremental expenses include the reasonable and
proper costs of:
(1) Rations
(2) Fuel
(3) Training Ammunition
(4) Transportation
(5) Other goods and services consumed by host nation forces as a result of the training.
(6) Incremental expenses do not include the pay, allowances, or other normal costs
incurred by host nation personnel.
f. The decision to use the Special Forces Exception rests with the CINC. The primary purpose
of the training mission must still be the training of US SOF. Attempting to use the Special Forces
Exception for the primary purpose of training friendly foreign country forces is prohibited. If this "primary
purpose" test is not met, then O&M funds can not be used to pay the expenses listed above.
g. In most circumstances, Deployments For Training (DFT) or Joint Combined Exchange
Training (JCET) will be paid for with O&M funds from the unit which initiated the deployment, i.e. a 7th
SFG DFT will be paid for with 7th SFG O&M funds. Commanders must report data for all DFTs which
rely upon Section 2011.
Bottom Line: The Special Forces Exception allows SOF to use O&M funds in certain
limited circumstances to pay for specific expenses of the host nation incurred in training
exercises conducted with US SOF. Normally, O&M funds can not be used to pay for any
host nation expenses unless they fit the parameters of the Special Forces Exception, and
then only after review and approval.
7. Denton Amendment. The Denton Amendment is the only legal means for US military aircraft to
transport private cargo at no cost. This program is under Title 10, USC, section 402. It authorizes DoD to
provide transportation throughout the world, as space is available, of goods and supplies donated by nongovernment sources intended for HA. Specifically, excluded are supplies furnished to any group,
individual, or organization engaged in military or paramilitary activities. The law has been interpreted to
apply only to US donors. Most requests for this type of assistance come during times of crisis and during
the Christmas holiday season. The USAID Office of Private Voluntary Cooperation administers this
amendment.
a. Notwithstanding any other provision of law, and subject to subsection (b), the Secretary of
Defense may transport to any country, without charge, supplies which have been furnished by a nongovernmental source and which are intended for humanitarian assistance. Such supplies may be transported
only on a space available basis.
b. The Secretary may not transport supplies under subsection (a) unless the Secretary determines
that the transportation of such supplies is consistent with the foreign policy of the United States; the
supplies to be transported are suitable for humanitarian purposes and are in usable condition; there is a
legitimate humanitarian need for such supplies by the people for whom they are intended; the supplies will
in fact be used for humanitarian purposes; and
c. Adequate arrangements have been made for the distribution of such supplies in the destination
country.
d. The President shall establish procedures for making the determinations required under
paragraph (1). Such procedures shall include inspection of supplies before acceptance for transport.
e. It shall be the responsibility of the donor to ensure that supplies to be transported under this
section are suitable for transport.
G-15
f.
Supplies transported under this section may be distributed by an agency of the United States
Government, a foreign government, an international organization, or a private nonprofit relief organization.
g. Supplies transported under this section may not be distributed, directly or indirectly, to any
individual, group, or organization engaged in a military or paramilitary activity.
h. Not later than July 31 each year, the Secretary of State shall submit to the Committee on
Armed Services and the Committee on Foreign Relations of the Senate and the Committee on National
Security and the Committee on International Relations of the House of Representatives a report identifying
the origin, contents, destination, and disposition of all supplies transported under this section during the 12month period ending on the preceding June 30.
i. The process in which one would go through in order to use the Denton program are as follows:
Call USAID and request an application (Dana Alzuma, Denton Program, AID/BHR/PVC 1501 Wilson
Blvd, #1003 Washington, D.C. 20523-0804 phone # 703-741-0563 fax# 703-741-0567). The applicant
must locate an organization that will do the donating and arrange for the goods to be transported to Denton;
USAID, the State Department and the DoD must approve the application; this could take from 6-8 weeks.
There is a minimum of 2000pounds and a- maximum of 100,000pounds. The Denton Program Directors
name is Linda McCree at DSN 576-2488 and commercial at 618-256-2488. For questions on logistics call
US Trans COM or Anna Arellano, Operations Manager phone # (910) 394-6788, email
anna,arellano@pope.af.mil
G-16
SINGLE CHANNEL GROUND AIRBORNE RADIO SYSTEM
(SINCGARS)
DISPLAY CODE
FREQ
ERF OFST
TIME
BATT CALL
STO
LOAD
CLR
SYNC
*
CMSC
DATA
LOUT
CHG
•
•
•
•
•
•
•
•
•
•
•
KEYPAD NOMENCLATURE
DESCRIPTION
Displays frequency
Used by SC station to offset frequency +/- 5, 10 kHz
Used by FH-M only (time variance +/- 4 seconds)
• Push once--shows last 2 digits of Julian date
• Push twice--shows 4-digit hours on left and minutes on right
• Push three times--shows four-digit minutes on left and seconds on right
Used to call remote operator and check manpack battery life
Used to store frequencies and COMSEC in memory
Initiates loading of COMSEC and loading FH information
Clears frequency, leaving ----Used to synchronize
Not used
COMSEC
Used for changing data rate to use FAX or TACFIRE
Lock out frequencies and UIC off the net
Changes variable used on frequency from one position to another
RECEIVER-TRANSMITTER SELF-TEST
Turn power on (CB1).
Turn lamp lens full left (CC).
Set FCTN to SQ ON, CHAN to MAN, DATA to OFF.
Set COMSEC to CT. Key handset twice if alarm sounds--alarm should stop.
Set volume to mid-range.
If KEK is to be used, load it.
Set FCTN to TST.
Watch display for the following test:
(1) ECCM (E) and COMSEC (C) check on display.
(2) Signal strength display checks in both positions (HI, LO).
(3) Display checks--all dots light.
(4) At the end of the test, the display must show GOOD. If the display
shows FAIL 1, disconnect the antenna and repeat the test. (NOTE:
If test is conducted with COMSEC set to PT, display shows FAIL 5.
CONTROL-MONITOR SELF-TEST
Set RT FCTN to REM.
Set CM FCTN to TEST.
Watch as displays cycle in the following sequence:
(1) All display segments must be lit.
(2) CHAN and VAR must show GO.
(3) CONTROL must show M or S.
(4) All other displays must be blank.
G-17
•
•
•
•
•
•
•
•
LOADING SC FREQUENCIES (MAN, CUE, 1-6)
Obtain authorized frequency from SOI or NCS.
Set FCTN to LOAD.
Set Mode to SC.
Set CHAN to MAN, CUE, or channel (1-6) where frequency is to be stored.
Press Frequency--display will show 00000 (30000).
Press CLR--display will show -----.
Enter the number of the new frequency, using keyboard.
Set FCTN to SQ ON (or normal operating position).
•
•
•
•
•
•
CLEARING FREQUENCIES (SC)
Set Mode to SC.
Set CHAN to MAN, CUE, or channel (1-6) to be cleared.
Press FREQ.
Press CLR.
Press Load, then press STO.
Set FCTN to SQ ON (or normal operating position).
•
•
•
•
LOADING OFFSET FREQUENCIES
This procedure allows the operator to change the SC Frequency by
Set FCTN to SQ ON.
Set CHAN to MAN, CUE, or channel (1-6) to be loaded with offset.
Press FREQ, OFST, and CHG.
Continue to press CHG until desired offset is displayed. Press STO.
•
CLEARING OFFSET FREQUENCIES
If no offset frequency is desired, press CHG until 00 is displayed.
•
•
•
•
+/- 5mHz or +/- 10mHz.
LOADING COMSEC KEYS (LOCAL FILL)
Turn off Fill Device (KYK-13 or KYX-15), then connect fill cable to RT AUD/FILL Connector.
Set RT switches--FCTN to LD and COMSEC to CT.
Set Fill Device control (KYK-13 or KYX-15), set Mode to ON, then select COMSEC key to be loaded.
Load COMSEC key--press RT Load, then display flashes LOAD then H TEK (or H KEK). Press STO, then
enter the channel number where COMSEC key is to be stored. Display will blink and two beeps will be heard.
SCROLLING COMSEC KEYS
•
•
•
•
Set RT CHAN to 1, 2, 3, 4, or 5.
Press COMSEC--display shows TEK N.
Press CHG to change COMSEC until the desired key is displayed.
Repeat above until the desired COMSEC key is displayed. (Pressing the handset push-to-talk clears the alarm.
G-18
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
LOADING FH DATA (LOCAL FILL)
Make sure ECCM Fill Device is loaded.
Set ECCM Fill Device to off.
Connect ECCM Fill Device to RT Connector AUD/FILL using fill cable.
Set RT FCTN to LD.
Set RT Mode to FH.
Set CHAN to where data is to be loaded (per NCS directions).
Set ECCM Fill Device select switch to position containing the desired data.
Set ECCM Fill Device function switch to ON.
Press LOAD.
Press STO--display will blink and show STO plus the first digit of the data.
Change ECCM Fill Device select switch to position containing next data desired.
Press LOAD.
Press STO, then press the number button of the channel in which the data is to be stored. The display will blink
and show STO plus the channel in which the data is stored.
Set ECCM Fill Device function switch to OFF.
Disconnect ECCM Fill Device.
Set RT switches to normal operation.
CLEARING FH DATA
Set FCTN to LD.
Set MODE to FH.
Press CLR followed by the number of the channel that contains the data to be cleared. The display is changed
and a beep is heard.
Press CLR followed by LOUT, then press the left digit of the data to be cleared. The display is changed and a
beep is heard.
Set RT to normal operating position.
COLD START NET OPENING
Upon NCS net opening alert, load the following elements into the RT:
a. Man Channel Frequency.
b. Cue Channel Frequency.
c. FH data from Fill Device.
d. COMSEC data from KYK-13.
Set COMSEC to CT.
Set CHAN to MAN, Mode to FH--display will show COLD.
Stand by on MAN channel. The NCS will call to verify communication and direct where to store ERF.
The NCS will transmit ERF to the RT. The display will show HF###, indicating the ERF was received.
Press STO to store the ERF.
RT display then asks where to store the ERF. Enter the position number which was directed by the NCS.
On command, set CHAN to the channel in which the ERF was stored. The display will show F###.
NCS will initiate contact to confirm communications on the new HOPSET channel.
On command, set FCTN to SQ ON (or normal operating position).
G-19
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
LATE NET ENTRY
Two methods may be used to join an already operating net--Passive, and Cue and Erf.
PASSIVE
CUE AND ERF
Set CHAN to channel having proper reset.
• Set COMSEC to PT.
Set other switches for normal FH operating position.
• Set CHAN to CUE.
Press FREQ.
• Set RF to HI or PA.
Press SYNC (Late Entry).
• Adjust volume as needed.
Monitor the channel for at least three minutes (do
not press PTT).
• Press push-to-talk.
Contact the Net when traffic is heard. When a Net
signal is received, Late Entry is canceled--L
disappears from the display when FREQ is pressed.
• When a reply is heard, the NCS will provide
directions.
When traffic is heard, call the Net.
If contact is not made, perform the Cue and ERF
method.
OPERATOR TROUBLESHOOTING CHECKLIST
Make sure all switches are properly set.
Check all cable connections for tightness.
Make sure the antenna is properly connected and positioned.
Verify having LOS with other stations.
Change positions to see if communication improves.
If no traffic has been heard for some time, perform Passive Late Entry.
Verify having adequate power for the RT.
Check whether another station is co-located in the area (called Co-Sight Interference).
Determine possible enemy jamming. If so, take appropriate action.
G-20
DEPARTMENT OF THE ARMY
Headquarters, 96TH CIVIL AFFAIRS BATTALION (AIRBORNE)
Fort Bragg, North Carolina 28307-5290
AOCP-CAB-SC (350-1d)
24 November, 1999
MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: 96th Civil Affairs Battalion (Airborne) Phase I Certification Standards
1. REFERENCES
a. AR 350-1, Army Training, 26 September 1986.
b. USASOC/ARNG Regulation 350-1, Training, 28 July 1995.
c. FM 21-18, Foot Marches, June 1990
d. FM 25-101, Battle Focused Training, September 1990.
e. USACAPOC Supplement to USASOC Regulation 350-1, 24 February 1994.
f. Memorandum, USACAPOC, AOCP-CG, 9 January 1996, subject: USACAPOC Special
Operations Forces (SOF) Certification Standards, Goals, and Programs.
g. DA PAM 350-39, Standards in Weapons Training (Special Operations Forces
h. Department of the Army Training Circular 21-21, Water Survival Training, June 1991.
2. PURPOSE. To provide reporting criteria and procedures for Phase I Certification Standards.
3. OBJECTIVE. To standardize reporting criteria and procedures within the 96th Civil Affairs Battalion
(Airborne) for Phase I Certification (See enclosure) and ensure that units are complying with the standards
established by USACAPOC, USASOC, and the Department of the Army.
4. DEFINITIONS.
a. Certification. Certification is a commander’s statement that he has assessed individuals/units
under his command as to capability to meet METL standards under wartime conditions.
b. Certification Assessment. The continuous, informal evaluation by the commander of his unit
using specific certification evaluation criteria.
c. Certification Evaluation. The test of an individual or unit’s ability to meet certification
standards.
d. Assigned Personnel. The total number of soldiers assigned to a unit minus detached soldiers
(attached to another unit). This definition of assigned personnel will be used unless otherwise
specifically noted.
5. GENERAL.
a. Certification Assessment Program.
(1) Provides a snapshot of current company and battalion readiness.
(2) Sets specific, obtainable standards company commanders may use to establish short
and long range goals and objectives.
(3) Identifies deficiencies which can be resolved through unit training.
b. Phase I Certification Reporting Criteria and Procedures
(1) When submitting certification status reports, list the number of certified personnel,
the number of personnel assigned, and the percentage of certified personnel.
`
(2) Reporting Frequency. Certification status reports will be submitted to the Bn S-3 at
the first Bn training meeting of each month.
6. PHASE I CERTIFICATION EVENTS.
a. Airborne Qualification
b. Soldiers Readiness Program
c. Army Physical Fitness test
d. Weapons Qualification (M4/M16A2/9mm)
e. Language Proficiency
f. Foot Movement
g. Land Navigation
h. Swim Test
i. Drown Proofing
j. Civil Affairs Training
G-21
k. HMMWV (M998/M1038)
l. SINCGARS Operation
7. Phase I Certification Evaluation Standards and Report Criteria.
a. Airborne Qualification. The certification standard is based upon the percentage of assigned
personnel who are airborne qualified, currently on jump status, and not restricted from jumping
due to a medical profile in relation to the assigned strength. All MTOE positions in 96th Civil
Affairs Battalion (Airborne) are airborne positions.
b. Soldiers Readiness Program (SRP). The certification standard is based upon the percentage of
assigned personnel meeting all SRP requirements within the past 12 months for each individual.
(1) Individuals will complete the following SRP events annually:
(a) Personal Affairs Briefing
(b) Military Personal Records (DD form 93, SGLI), DA Photo Review
(c) Identification Cards review
(d) Identification Tags Review
(e) Personnel Data Card FB Form 1140 Review
(f) DA Form, 2A and 2-1 Review
(g) Finance Review
(h) Passport Review
(i) DNA Registration Review
(j) Health Record (Immunization Records/Aids) Review
(k) Dental Records (Panographic x-ray) Review
(l) Eye Glasses (2 Each, if applicable), NBC inserts if applicable
(m) Hearing Aids (2 Each, if applicable)
(n) Fingerprint Data Review
(o) Disposition of Mail/Locator Card Review
(p) Legal Documents (Power of attorney/Will) Review
(q) DA Form 4137 Evidence/Property Custody Document Review
(r) Agreement for Storage of POV Review
(s) Family Care Plan (DD Form 5303-3R) Review
(t) Evaluation Reports (if applicable) Review
(u) Clothing Records Review
c. Army Physical Fitness Test. The certification standard is based upon the percentage of
assigned personnel who have attained a minimum score of 70 points per event on the APFT within
the past six months.
d. Weapons Qualification (M4/M16A2/9mm). The certification standard is based upon the
percentage of assigned personnel who have qualified as a sharpshooter (minimum standard) on
their assigned weapon within the past 12 months for each individual.. All personnel deploying on
a operational mission may be required to qualify, as cited above, on both the M4/M16A2 and
9mm as the situation dictates.
e. Language Proficiency. The certification standard is based upon the percentage of assigned
personnel in language slots based upon the MTOE.
(1) Assigned personnel must meet the following conditions:
(a) May be a DLI, BMLC grad, self taught or a native speaker.
(b) Assigned against the MTOE with the matching language requirement. The
only non-language slots in the Companies are the Theater Support Team Cdr
(04-39C00), Theater CA Plans Officer (04-39C00) and the Chief Movement
Supervisor position (88N4S). HHC has no MTOE language requirements.
(c) Taken the DLPT within the past 12 months for each individual, and scored a
2/2 or better in the assigned or designated MTOE language. All MTOE language
slots require a 2/2 level.
G-22
f. Foot Movement. This certification standard is based upon the percentage of assigned personnel
who have completed a ten (10) kilometer road march in two hours with a 55 pound rucksack (or
1/3 the soldier’s body weight, whichever is less), and LBE exposed, within the past 12 months for
each individual.
g. Land Navigation. The certification standard is based upon the percentage of assigned
personnel who identify three (3) of five (5) points within four (4) hours on a dismounted day land
navigation course consisting of five (5) points (including the start point) and total minimum
distance of five (5) kilometers while wearing BDUs, patrol cap, and LBE, and carrying assigned
weapon within the past 12 months for each individual.
h. Water Survival Skills. The certification standard is based upon the percentage of assigned
personnel who have been rated as either a non, basic, intermediate or advanced swimmer. Nonswimmers are to be drowned proofed annually. Rated swimmers (basic, intermediate and
advanced) only need to certify once.
i. Civil Affairs Training.
(1) The certification standard is based upon the percentage of assigned personnel who have
attended the Civil Affairs Officer Course (Course # 5D-39C), or received SWC certification.
(2) The certification standard for HHC is based upon the percentage of assigned personnel in the
primary staff, and all personnel from the S2 and S3 sections who have attended a Civil Affairs Course or
have received SWC certification.
j. HMMWV (M998/M1038) Qualification. This certification standard is based upon the
percentage of personnel who have been licensed to operate a HMMWV.
k. SINCGARS Operation. The certification standard is based upon the percentage of assigned
personnel who have, within the past 12 months, completed a class in placing the SINCGARS into
operation.
8. POC is XXXXXXXXXX.
FOR THE COMMANDER:
Distribution: A
XXXX X, XXXXXX
MAJ, IN
OPERATIONS OFFICER
G-23
DEPARTMENT OF THE ARMY
Headquarters, 96TH CIVIL AFFAIRS BATTALION (AIRBORNE)
Fort Bragg, North Carolina 28310
AOCP-CAB-SC (350-1d)
4 February 2000
MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: 96th Civil Affairs Battalion (Airborne) Phase II Certification Standards
1.
REFERENCES
a.
AR 350-1, Army Training, 1 September 1981
b.
FM 25-100, Training the Force, 15 November 1988
c.
FM 25-101, Battle Focused Training, 30 September 1990
d.
ARTEP 41-707-30-MTP, Mission Training for a Detachment (Direct Support) Civil Affairs
Battalion (General Purpose), 19 March 1993
2.
PURPOSE. To provide current Phase II Certification Standards for Civil Affairs Tactical Support
Teams (CATSTs).
3.
OBJECTIVE. To establish mission-oriented training tasks (Actions on the Objective) within the
96th Civil Affairs Battalion (Airborne) that measure each team’s ability to successfully execute its assigned
mission in support of Civil Military Operations.
4.
DEFINITIONS.
a.
Certification: Certification is a commander's statement that he has assessed team’s ability to
meet METL standards, complete assigned course study and execute their assigned mission.
b.
Certification Assessment. The continuous, informal evaluation by the commander of his
unit using specific certification evaluation criteria.
c.
Certification Evaluation. The formal test of a team’s ability to meet certification standards.
d.
Standard. This prescribes the overall criteria that must be met to receive credit for
successful task execution.
5.
STANDARDS. Phase II certification standards for CATSTs require two of the four team members
to be
Phase II qualified. One of those two team members will be a key leader, either the team leader or team
sergeant. While the standard is two of four personnel, the goal is to have all team members Phase II
Certified. All courses must be successfully completed and all subtasks must be successfully completed
prior to a team receiving a GO on a collective task. Teams which receive a NO GO on a particular subtask
will be retrained and retested until they receive a GO. Phase II Certification standards will be done by
completion of 6 introductory FEMA courses and evaluated on a GO/NO GO basis.
6.
GENERAL.
G-24
a.
Incoming “Operators” will in-process through the Battalion S-3 Schools NCO to enroll in the
6
FEMA course. Once enrolled the Operator will have 6 months to complete all courses.
Note: Current 96th CAB Operators will have 6 months from the publication date of the 2nd Quarter
Command Training Guidance to complete the 6 Basic FEMA courses to become Cert II qualified.
b.
Phase II Certification is one-time requirement for each operator.
c.
Phase II Certification can be conducted during any opportunity including mission
preparation.
7.
POC is the undersigned at 2-6103.
FOR THE COMMANDER:
Encl
as
XXXXXXX X.XXXXX
MAJ, IN
Operations Officer, S3
DISTRIBUTION: A
G-25
COMPANY____, 96TH CA BN (ABN)
PHASE II CERTIFICATION
COLLECTIVE TRAINING EVENTS
UNIT
EVENT
ANALYZE
MISSION
PREP AREA
ASSESSMENT
PREPARE CA
ANNEX
PREPARE CMO
ESTIMATE
ID INTEL REQ
CATST___
GO/NO GO
CATST___
GO/NO GO
CATST___
GO/NO GO
CATST___
GO/NO GO
CATST___
GO/NO GO
CATST___
GO/NO GO
RAPIDLY
DEPLOY
Course
Number
IS-1
IS-2
IS-7
IS-275
IS-393
IS-
MANDITORY FEMA DISASTER MANAGEMENT COURSES
Course Name
Enrolled
Emergency Program Manager
Emergency Preparedness. USA
A Citizen’s Guide to Disaster Preparedness
The EOCs Role in Community Preparedness
Introduction to Mitigation
Volunteer Agencies in Emergency Management
CATST___
CATST___
CATST___
CATST___
CATST___
CATST___
Complete
CATST___
CATST___
CATST___
CATST___
CATST___
CATST___
G-26
INTERNATIONAL TIME CONVERSION TABLE
(⇓ PREVIOUS DAY THROUGH 2400 HOURS ⇒)
KOREA
JAPAN
GUAM
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
HAWAI
I
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
PST
MST
CST
EST
GMT
GER
THAI
BEIG
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1600
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1700
1800
1900
2000
2100
2200
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
2300
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2400
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
G-27
ENGLISH/METRIC CONVERSIONS
ENGLISH UNIT
Miles
Yards
Inches
Acres
Miles 2
Inches3
Yards3
Pounds
Pounds
Ounces
Short Tons
Long Tons
Quarts
Gallons
Fahrenheit
MILES
HOW OBTAINED
Km x .6214
M x 1.0936
Cm x .3937
Hectares x 2.47
Km2 x .3861
Cm3 x .061
M 3 x 1.3079
Kg x 2.2046
Gr x .002205
Gr x .0353
M Tons x 1.1023
M Tons x .9842
Liters x 1.0567
Liters x .2642
(9/5 C) + 32
KMS
1
2
3
4
5
6
7
8
9
10
1.6
3.2
4.8
6.4
8.0
9.6
11.2
12.8
14.4
16.0
MILES
20
30
40
50
60
70
80
90
100
1000
KMS
32.1
48.2
64.3
80.4
96.5
112.6
128.7
144.8
160.9
1609.0
METRIC UNIT
Kilometers
Meters
Centimeters
Hectares
Kilometers 2
Centimeters 3
Meters3
Kilograms
Grams
Grams
Metric Tons
Metric Tons
Liters
Liters
Celsius
KMS
HOW OBTAINED
Miles x 1.6093
Yards x .9144
Inches x 2.54
Acres x .4047
Miles 2 x 2.59
Inches3 x 16.387
Yards3 x .7646
Lbs x .4536
Lbs x 453.5147
Ozs x 28.3495
STons x .9072
LTons x 1.016
Qts x .9463
Gal x 3.7853
5/9 (F - 32)
MILES
1
2
3
4
5
6
7
8
9
10
0.6
1.2
1.8
2.4
3.1
3.7
4.3
4.9
5.5
6.2
KMS
MILES
20
30
40
50
60
70
80
90
100
1000
G-28
12.4
18.6
24.8
31.0
37.2
43.4
49.7
55.9
62.1
621.0
POC LISTING
ACTIVITY
PHONE NUMBERS
96th Civil Affairs Battalion (Airborne), Fort Bragg, North Carolina 28307-5290
E-MAIL 96thCA;96ca-all@soc.mil; MTF: CDR96THCAB FT BRAGG NC//AOCP-CAB-SC//
Command Group
Battalion Commander
DSN 239 COM (910)-432-4803/4914
Command Sergeant Major
DSN 239 COM 432-4803/4914
Executive Officer
DSN 239 COM 432-4803/4914
Battalion Adjutant
DSN 239 COM 432-4803/4914
Bn S1
432-0881/4012
Bn S2
432-5210
Bn S3/EOC 24 Hrs Operations
432-6103/5614 (FAX) (U) 6389
Bn S4
432-4213/3903
Headquarters and Headquarters Company
432-5719/8472
Company A/SOUTHCOM
432-9007/2814
Company B/PACOM
432-3718/4727
Company C/CENTCOM
432-6793/8410
Company D/EUCOM
432-2318/4209
Company E/ACOM
432-9341/7631/9012
Regional Civil Affairs Commands, Brigades, and Battalions
351st CA Command, 1776 Old Middlefield Way MT
(415) 968-1696/5962 EXT 204/202
View, CA 94043-1809 (USPACOM) E-MAIL
G1-EXT 251, G2-EXT 248, G3-EXT 239, G4-EXT
351stCA USERS;351-all@soc.mil; MTF:
259, FAX 961-1702 AC Reserve Advisor: G1-EXT
CDR351STCACMD MOUNTAIN VIEW CA//
250,
G3-EXT 227(OIC)/229(NCOIC)
FAX (C/U) (415) 965-8956
352d CA Command, 6601 Baltimore Ave Riverdale
(301) 394-0072/73/91/92
MD, 20737-1025 (USCENTCOM) E-MAIL 352ndCA
FAX DSN 290-0085
USERS;352-all@soc.mil; MTF: CDR352DCAA
RIVERDALE MD//CO//
353d CA Command, 2181 Loring Place North Bronx
(718) 365-8400/ 8559/ 8401/ 8400/ 8559/ 8481
NY, 10453-1399 (USEUCOM) E-MAIL 353rdCA
FAX 584-3465 (C)
HQ+Bde&Bn;353-all@soc.mil; MTF:
CDR353CACMD BRONX NY//
358th CA Brigade, 600 Allendale Rd Norristown, PA
19406 (USACOM) E-MAIL 358Bde;358-all@soc.mil;
MTF: CDR358CACMD NORRISTOWN PA//
361st CA Brigade, 1200 College Blvd, Pensacola FL,
32504-8999 (USSOUTHCOM) E-MAIL 361Bde;361all@soc.mil; MTF: CDR361STCABDE PENSACOLA
FL//AOCP-CAF//
(610) 239-1805/1806
FAX (610) 239-1817
(904) 857-1481/82/84
FAX (U) (904) 857-1487
G-29
United States Army Civil Affairs and Psychological Operations Command (USACAPOC)
E-MAIL USACAPOC USERS;capoc-all;
MTF: CDRUSACAPOC FT BRAGG NC//AOCP-OP-O//
Secretary, General Staff
COM 910-432-6210 FAX 432-9820
Chief of Staff
COM 910-432-2213/7890 FAX 432-9820
G1
COM 910-432-8023 FAX 432-9820
G2
COM 910-432-7191/5458
G3
COM 910-432-7811/5565/5801 FAX (U)432-8077/
(C)432-7714
United States Army Special Operations Command (USASOC)
E-MAIL USASOC USERS;asoc-all;
MTF CDRUSASOC FT BRAGG NC//AOOP-CRC//
DCSPER
COM 910-432-8031/3215/7358/8227/8042
FAX 432/7343
DCSINT
COM 910-432-6302/2178/6997 FAX(U) 4325101/(C)432-4379
DCSOPS
COM 910-432-5626/7712/1965/1737
DCSLOG
COM 910-432-1254/1130/3550
DCSIM
COM 910-432-5441/7047
SPECIAL FORCES GROUP
1st SFG (A) Ft Lewis, WA (USPACOM)
DSN 357-8600 COM 253-967-8600
S3
DSN 357-8626
S5
DSN 357-8985 DSN FAX (U) 357-8669/(C) 357E-MAIL 1SFGA HQ+Bn;sf1-all;
0174
3d SFG (A) Ft Bragg, NC (USEUCOM/USACOM)
S3
S5
E-MAIL 3SFGA HQ+Bn;sf3-all;
5th SFG (A) Ft Campbell, KY
(USEUCOM/USCENTCOM)
S3
S5
E-MAIL 5SFGA HQ+Bn;sf5-all;
7th SFG (A) Ft Bragg, NC (USSOUTHCOM)
S3
S5
E-MAIL 7SFGA HQ+Bn;sf7-all;
10th SFG (A) Ft Carson, CO (USEUCOM)
S3
S5
E-MAIL 10SFGA HQ+Bn;sf10-all;
DSN 239-8801
DSN 239-3854
DSN 239-3274
DSN 635-7900/5334
DSN 635-5230/5013
DSN 635-7713/5433
COM FAX 502-798-5261
DSN 239-1809/6188/3423
DSN 239-1007/6334
DSN 239-4691/9808
DSN 256-3637/3030
DSN 256-3207
DSN 256-2995
Special Operations Commanders, Unified Commands
SOCPAC, Ft Shafter, Hawaii
COM 808-477-3110
G-30
J3
J5
SOCSOUTH, Ft Clayton, Panama
J3
J5
SOCA, Norfolk, Virginia
J3
J5
SOCCENT, MacDill AFB, Florida
J3
J5
SOCEUR, Stuttgart-Vaihingen, Germany
J3
J5
DSN 477-0967/0969/0968
DSN 477-0994
DSN 221-3417
DSN 221-4157/3502
DSN 221-6313
COM 757-445-9090/7759/DSN 565-xxxx
EXT: 300 FAX COM 757-445-7757
EXT: 500 FAX DSN 565-7757
CMD GRP COM 818-828-6250
DSN 968-6253 FAX (U) 8501/(C) 8295
DSN 968-6255
COM 011-49-7-11-8-17-9793
DSN 430-8383/8550/5241/5917/5874
/8422/5683/8422 STU III
DSN 430-5250/5707/5410 STU III
4TH PSYCHOLOGICAL OPERATIONS GROUP
COMMAND GROUP
COM 910-432-6392/9305
S3
COM 910-432-8499/4131
PROPONENT FOR CA DOCTRINE
3d Bn, CA Detachment,1st SWTG (CAC)
COM 910-432-8253/1548
G-31
DEPARTMENT OF THE ARMY
HEADQUARTERS, 96 TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28310-5290
AOCP-CAB-SC(350-1d)
14 December, 1999
MEMORANDUM FOR: SEE DISTRIBUTION.
SUBJECT: 96th Civil Affairs Airborne Operations Procedures.
1.
References:
a.
FM 57-220, Static Line Parachuting Techniques and Training, 19 August 1996.
b.
USASOC Regulation 350-2, Training Airborne Operations, 1 June 1995.
2.
Purpose: To standardize the procedures for the conduct of the airborne operations by 96th Civil Affair
units and to insure that the standards of safety and appropriate control measures are adhered to.
3.
Scope: This memorandum provides guidance for the planning and conduct of the airborne commander’s
coordination meeting to include attendees, schedule, and planning considerations; procedures for
sustained airborne training; requirements for set-up and operation of the Drop Zone. .
4.
Applicability: The guidance provided in this memorandum applies to all personnel assigned or attached
to the 96th Civil Affairs Battalion who are involved in the planning and conduct of airborne operations.
5.
General: When personnel are tasked to support an airborne operation i.e., primary jumpmaster, assistant
jumpmaster, safety, DZSTL, DACO, parachute detail NCOIC, malfunction NCO or medic they will use
the applicable checklist from FM 57-220 or USASOC Reg. 350-2 to conduct initial coordination and
preparation. Immediately after airborne operations an informal “hot-wash” will be conducted followed
by a written AAR with the Airborne Commander’s signature. (date and time of AAR to be reflected in
the OPORD).
The airborne commander’s meeting, usually conducted 24 to 48 hours prior to the operation, is the
forum for coordination. Key personnel are briefed on all aspects of mission, shortfalls are identified
and corrected, and contingency plans are confirmed. The airborne commander’s meeting is the place
to resolve potential problems, not on the drop zone, departure airfield or on board the aircraft.
Company Manifest will be turned in at the Airborne Commander’s meeting along with all
applicable names for associated airborne operation taskings i.e. parachute detail. Company Manifest
will be turned in on a floppy disk with one hard-copy.
6.
Required attendance:
coordination meeting:
The following personnel are required to attend the airborne commanders
a.
The airborne commander or his designated representative (may be the primary jumpmaster). The
Airborne Commander must be a current and qualified Jump Master.
b.
The primary jumpmaster, assistant jumpmaster (s) and the safeties.
c.
The Departure Airfield Control Officer (DACO).
d.
Medic Personnel or Medical support representative.
e.
Parachute Detail NCOIC.
f.
DZSTL/DZSO and Assistant.
G-32
g.
Parachute Malfunction NCO (Mandatory).
h.
Other personnel designated to perform in a position critical to accomplishment of the mission.
(Determined by the requirements of each individual mission).
7.
Agenda: The airborne commander or his designated representative will begin the meeting with the
concept of operation briefing. The briefer should utilize charts, diagrams and/or other graphic/visual aids.
Each attendee should be provided a copy of the OPORD and risk assessment signed by the appropriate
risk acceptance level authority. Following the overall briefing each key person briefs their specific area
of responsibility. As problems are identified they are addressed and solutions developed. Following the
briefings a complete rehearsal of jumpmaster actions in the aircraft is conducted by the jumpmasters and
safety personnel. Rehearsal procedures should utilize aircraft mock-ups which may be field expedient.
8.
Required briefing subjects during Airborne Commander’s
(1)
Mission statement and commander’s intent.
(2)
Type and number of aircraft.
(3)
Number of lifts, number of passes per lift, and number of jumpers per pass (Subject to change).
(4)
Drop Altitude, aircraft heading, drop speed.
(5)
Type of operation, i.e., CARP, GMRS etc. (all high performance aircraft jumps will be CARP)
(6)
Drop Zone configuration, hazards, marking, etc.
(7)
Jumpmaster and safety personnel by lift and stick assignment/rehearsal.
(8)
Validate currency of jumpmasters.
(9)
Personnel accountability procedures/DZ assembly plan/ parachute turn-in.
(10) Time line for the operation to include Jumpmaster rehearsals, initial and final manifest call.
Sustained airborne training, parachute issue and JMPI, jumpmaster/pilot briefing, station time,
load time, TOT 1st pass, block time, time and location for AAR, etc.
(11) Identify who will conduct MACO/Jumpmaster briefing, perform JMPI, conduct of SAT, and
check ID cards and ID tags.
(12) Manifest procedures and priorities.
(13) Identification of unsatisfactory procedures; Exit, PLF, Canopy Control (referrals for Airborne
Refresher Training).
9. Duties and Responsibilities.
a.
The DACO: (The duties of the DACO will change based upon whether or not the departure airfield
is collocated with the drop zone).
(1)
Physical layout of the departure airfield area to include vehicle and aircraft parking plan,
locations for sustained airborne training, parachute issue/turn in, comfort facilities, etc.
(2)
Method for control of sticks prior to movement to the aircraft, i.e. pylons or markers for each
stick.
G-33
b.
c.
d.
e.
(3)
Communication plan for communications with the DZSO/DZSTL and AJM.
(4)
Movement of personnel to the aircraft and loading procedures.
(5)
Manifest accountability procedures
(6)
Parachute issue.
Medic: The medical support plan to include:
(1)
Number of medical support personnel and location on the DZ.
(2)
Radios and communications plan, primary and alternate, for communications with the
DZSTL.
(3)
Signal to identify an injury.
(4)
MEDEVAC procedures to include emergency frequencies and telephone numbers, method
to mark LZ for evacuation and procedures for ground evacuation to nearest medical
treatment facility.
Parachute Detail NCOIC:
(1)
Parachute issue and turn in plan (Coordinated with the DACO).
(2)
Parachute shake out plan.
Safety Personnel:
(1)
Insure that jumpmaster safety kits are filled with extra safety wires, pliers, tape, etc. and are
available.
(2)
Determine which safety will check the aircraft prior to loading, and at the end of the
operation, remove all air items and unit or personal equipment on board, and who will draw
extra reserves to take onboard the aircraft as a back up.
DZSTL/DZSO: Brief the DZ plan and confirm the following:
(1)
Track, drop speed and drop altitude of aircraft.
(2)
DZ markings, and authentication if required.
(3)
Air Force CTT POC if applicable.
(4)
All regulations and required publications are on hand to include copies of DZ survey and
local post range regulations.
(5)
DZ kit (inspect with checklist), PIBAL and Helium, NVG’s and GPS availability and time
and place for issue.
(6)
Radios with frequencies and DZ communications plan. Communications from ground to air,
DZSO internal communications, DACO communications, number and type of COMMS, net
control as applicable.
(7)
Abort/No Jump signal. Abort pass and abort mission signals.
G-34
10.
(8)
Smoke (Yes/No) and the signification of each color.
(9)
Qualified parachute malfunction NCO has all required pubs, camera, and was briefed by the
riggers or attended a special class.
(10)
Parachute recovery procedures, tree, water, and wire.
Jumpmaster Rehearsal
a. After the briefings are concluded the airborne commander will close the meeting and jumpmasters
and safety personnel will move to the aircraft mock-up and rehearse jumpmaster actions in the aircraft.
b. All jumpmasters will conduct in-flight procedures validated during the rehearsal.
c.
Discrepancies with procedures will be deconflicted by the airborne commander or S-3 Air
NCO at the rehearsal.
11. Coordinating Instructions
a. All newly assigned novice parachutists or jumpers who have been off jump status for over one
year will make one daylight non-tactical jump before making a combat equipment or night
jump. Additionally, all jumpers who have not jumped within the previous six months are
required to complete the 82nd Airborne Division Jump Refresher Course prior to jumping with
this unit.
b. Operations Orders with Risk Assessments will be completed and reviewed by the Battalion
Operations Officer and Battalion Commander NLT 1 week prior to Airborne Operation.
c. Invitations to personnel not assigned to the 96th Civil Affairs Battalion to jump will be submitted
to the battalion S-3 and approved by the Battalion Commander
d. Authority to cancel Airborne Operations remains with the Battalion S-3, Executive Officer or
Battalion Commander.
e. The company responsible for the Airborne Operation will conduct a bundle drop during one
Airborne Operation per month. US Air Force Aircraft are preferred for bundle operations.
f.
Parachute NCOIC will coordinate for Parachute shake out time and parachute pickup time.
g. DZ Kit will be signed for by the RED I company on the first work day of each month and
returned on the final workday of the month.
h. Cellular telephones will be signed for and returned on the same day as the Airborne Operation.
i.
Additional equipment for Airborne Operations will be requested using the same format
provided in the OPLAN portion of the Battalion GSOP. Only the equipment enclosure is
required.
12. POC is the undersigned at 432-6103 or butcherw@soc.mil
WILLIAM C. BUTCHER
MAJ, IN
Operations Officer
G-35
DEPARTMENT OF THE ARMY
HEADQUARTERS, 96 TH CIVIL AFFAIRS BATTALION (AIRBORNE)
FORT BRAGG, NORTH CAROLINA 28310-5290
AOCP-CAB-SC(350-1d)
14 December, 1999
MEMORANDUM FOR: See Distribution
SUBJECT: 96th Civil Affairs Pre Jump Procedures.
The following is the Pre-Jump Training SOP that will be conducted before each jump.
This is your pre-jump training for today's jump. The first item I will cover is the five points of performance.
The first point of performance is check body position and count.
JUMPERS, HIT IT.
Upon exiting the aircraft, snap into a good, tight body position and count to 4000 if jumping a
fixed-wing aircraft or 6000 if jumping a rotary-wing aircraft. Your chin should be on your chest, your eyes
open, and elbows tight to your sides. Your hands should be on the end of your reserve with fingers spread
naturally and your right palm covering the ripcord grip. You should be bent slightly forward at the waist
with your feet and knees together and your knees locked to the rear.
At the end of your count, go into your second point of performance, check canopy and gain
canopy control. Look up and make a good 360-degree check of your main parachute and assume control of
your canopy. If you are jumping the MC1 series parachute, reach up and secure the toggles located on the
front of the rear set of risers and pull them down to eye level, keeping your elbows well back. If you are
jumping the T-10 series parachute, reach up to the elbow-locked position and secure a set of risers in each
hand.
If you check canopy and find that you have twists, you must remove the twists immediately by
reaching behind your head and grasping a set of risers in each hand, thumbs down, knuckles to the rear.
Pull out on the risers and begin a bicycling motion with your legs until the twists are removed. When the
last twist comes out, you will feel a sharp snap. Immediately recheck your canopy and gain canopy control.
After you gain canopy control, go right into your third point of performance, keep a sharp lookout during
your entire descent. Remember the three rule of the air and repeat them after me: look before your turn;
turn in the opposite direction to avoid collisions; and the lower jumper has the right-of-way.
Use canopy control all the way to the ground to avoid fellow jumpers. I will now explain holding and
running, one riser slips.
Holding: When holding, a jumper turns or slips in the opposite Direction that the wind is blowing.
This action slows down the jumper's lateral drift across the drop zone.
Running: Running occurs when the jumper turns or slips in the same direction that the wind is
blowing. This action increases The jumper's lateral drift across the drop zone. It will be used only at
altitudes above 100 ft AGL to avoid fellow jumpers and obstacles on the ground.
One-riser slip: a one-riser slip is used only with the T-10 series parachute at altitudes above 100
feet AGL to avoid obstacles on the ground and other jumpers. This maneuver will increase the jumper's
lateral drift across the DZ. Remember to let up slowly on all slips to prevent oscillation.
G-36
If you are jumping the MC1 series parachute, maintain a 50-foot separation between jumpers. If
you are jumping the T-10 series parachute, maintain a 25-foot separation between jumpers.
Sometime during your third point of performance, release all equipment tie-downs. After you
release your equipment tie-downs, go right into your fourth point of performance, prepare to land.
At an altitude of 200 to 100 feet AGL, look below and ensure there are no fellow jumpers, and
then lower your equipment. Regain canopy control and continue to avoid other jumpers. At an altitude of
100 feet AGL, turn or slip into the wind and assume the landing attitude.
For example, if jumping the T-10 series parachute and the wind is blowing from your left to your
right, reach up high on your left set of risers, pull them deep into your chest, and hold. If the wind is
blowing from your right to your left, reach up high on your right set of risers, pull them deep into your
Chest, and hold. If the wind is blowing from your front to your back, reach up high on your front set of
risers, pull them deep into your chest, and hold. If the wind is blowing from your back to your front, reach
up high on the rear set of risers, pull them deep into your chest, and hold.
If jumping the MC1 series parachute and the wind is blowing from your left to your right, pull
down on your left toggle until you are facing into the wind and slowly let up on the toggle. If the wind is
blowing from your right to your left, pull down on your right toggle until you are facing into the wind and
slowly let up on the toggle. If the wind is blowing from your back to your front, pull down on either toggle
until you are facing the wind and slowly let up on the toggle. If the wind is blowing from your front to
your back, hold what you have and make minor corrections. Make sure to let up on the toggles slowly to
prevent oscillation.
Your feet and knees should be tight together with the knees slightly bent, elbows tight into the
sides, and your head and eyes on the horizon. You will remain in this position until the balls of the feet
make contact with the ground.
When the balls of the feet make contact with the ground, go into the fifth point of performance,
land.
Upon making contact with the ground, execute a good parachute landing fall by hitting all five
points of contact. As I name them, you repeat them after me and touch each one.
The balls of the feet
The calf
The thigh
The buttocks
The pull-up muscle
Never attempt to make a stand-up landing!
After you have completed your parachute landing fall, remain on your back and immediately
activate one canopy release assembly using on of two methods, either the hand-to-shoulder method or the
hand-assist method. The hand-assist method being the preferred method.
To activate the canopy release assembly using the hand-assist method, reach up to either shoulder
with either hand and reinforce that hand with the other hand. Pull out on the safety clip, insert the thumb
from bottom to top through the cable loop, and with both hands putt down and out in a hammering
Motion.
If the canopy still fails to deflate, activate the other canopy release assembly in the same manner.
After the canopy has been deflated, place your weapon into operation and remove the parachute harness.
G-37
The next item I will discuss is recovery of equipment.
Remain on your back while getting out of the harness. Once out of the harness, remove all air
items from the harness.
Remove the reserve parachute from the harness and place the harness in the aviator kit bag with
the smooth side of the harness facing up, ensuring that you leave the waistband exposed. Move to the apex
of the canopy and elongate the canopy and suspension lines while removing all debris. Insert your thumb
through the bridle loop and figure-eight roll the canopy, working your way down to the harness and aviator
kit bag. Place the canopy into the aviator kit bag and route the waistband through the bridle loop. Then
snap, but do not zip, the aviator kit bag, leaving the waistband exposed outside of the aviator kit bag.
Attach the connector snaps of the reserve parachute to the handles of the aviator kit bag. Secure all
equipment from the area, place the reserve and aviator kit bag over your head, and move to the assembly
area.
The next item I will cover is towed parachutist procedures.
JUMPERS, HIT IT.
If you get to a one-or two-thousand count and come to a sudden halt, you have become a towed
jumper. If you are conscious remain in a good, tight body position with your right hand over the ripcord
grip. Do not grasp it.
If you are towed by your static line, we will try to retrieve you inside the aircraft. As you near the
jump door, do not reach for us; continue to protect your ripcord grip.
If your are being towed by anything other than your static line, we will first try to jog that item of
equipment free. Again, protect your ripcord grip. If we cannot jog that item of equipment free, we may
decide to cut you free. In this case, your main canopy should deploy normally and you will not need to
Activate your reserve. However, if you are towed by your static line and we cut it, you will feel no opening
shock. Immediately activate your reserve parachute for a total malfunction. If you are injured or
unconscious, we will make every attempt to retrieve you back inside the aircraft.
If you become a towed jumper on a rotary-wing aircraft, the Jumpmaster will prevent any other
jumpers from exiting and will notify the pilot. Stay in a tight body position and protect your ripcord grip.
The aircraft will slowly descend to the drop zone, come to a hover, and you will be freed from the aircraft.
The next item I will cover is activation of the reserve parachute on board the aircraft.
While on board the aircraft, if the jump doors are closed and your reserve parachute is activated,
you and the jumpers around you will contain the canopy. A safety will collect the activated reserve and
issue you another reserve. In this case, you will be placed back into the same position in the stick. If
The jump doors are open and you are standing forward of the wheel well and your reserve is activated,
once again contain it. A safety will detach your static line from the anchor line cable and move you
forward in the aircraft out of the way of other jumpers. The safety will issue you another reserve and you
will jump on the next pass.
If the jump doors are open and you are standing aft of the wheel well and you reserve is activated,
and the canopy is being pulled outside, you must exit the aircraft as quickly as possible. If your canopy is
not being pulled outside, contain it. The safety will move you forward in the aircraft and exchange your
reserve.
WARNING
During rotary-wing aircraft operations that require the jumper to sit in the door to exit, should a
reserve parachute activate that jumper must immediately exit the aircraft. If a safety strap is used, all
G-38
jumpers must remain alert and be prepared to disconnect it to allow the jumper to exit safely.
The next item I will cover is malfunctions.
There are two types of malfunctions: total and partial.
A total malfunction provides no lift capability to the jumper you must immediately activate your
reserve parachute for a total malfunction.
A total malfunction may occur when the static line breaks; when the jumper fails to hook up; or
when the main canopy fails to inflate for whatever reason.
Although cigarette rolls and streamers are considered partial malfunctions, they provide no lift
ability to the jumper. You must activate your reserve for a total malfunction.
I will now discuss activation for a total malfunction.
JUMPERS, HIT IT.
If at the end of your count you feel no opening shock, maintain a good, tight body position. With
your left hand, grasp the left carrying handle; with your right hand, grasp the ripcord grip. Turn your head
to the left or right; pull the ripcord grip and drop it. Then let up on the reserve suspension lines that will
deploy approximately 45 degrees to your front.
To control the reserve parachute, grasp the suspension lines of the reserve parachute and pull
them in the direction that you wish to go. To prepare to land with the reserve parachute, pull yourself as
nearly vertical as possible and assume a good prepare-to-land attitude.
A partial malfunction occurs when the main canopy deploys and is damaged or does not inflate
normally. This may increase the jumper's rate of descent. There are several types of partial malfunctions
and varied actions for each.
If you check canopy and find broken suspension lines, blown sections or gores, holes in the
canopy, or a complete inversion with damage to the canopy, you must compare your rate of descent with
that of fellow jumpers. If you are falling faster than fellow jumpers, you must immediately activate your
reserve for a partial malfunction.
If you check canopy and find that you have a squid semi-inversion, or a distorted canopy, you
must immediately activate the reserve parachute for a partial malfunction. If you check canopy and find
that you have a complete inversion with no damage to the canopy, you do not need to activate your reserve
parachute, Your risers will be twisted above the canopy release assemblies, and you may have to reverse
your steering techniques. With an MC1 series parachute if the modification is to your front, the toggle
knobs will be on the front set of risers. (that is to steer left you will have to pull the right control line.)
Remember, when preparing to land, instead of facing into the wind you must turn so that you are facing
with the wind. On the T-10 series parachute, the set of risers expending to the front of the canopy will still
control the front of the canopy.
I will now discuss activation of the reserve for a partial malfunction.
JUMPERS HIT IT.
To activate the reserve parachute for a partial malfunction, snap back into a good tight, modified
body position, with the left hand covering the ripcord protector flap, and apply inward pressure. With the
right hand, grasp the ripcord grip, pull the ripcord grip, and drop it. Form a knife-cutting edge with the
right hand and insert it into the upper right-hand corner of the reserve packtray. Grasp as much canopy and
suspensions lines as possible and raise the canopy up over your shoulder and throw it down and away from
G-39
your body into the direction of drift or spin. Assist the deployment of the reserve suspension lines by
forming fists with each hand with the thumbs extended, and rake down and away inside the reserve
packtray. If the reserve canopy fails to inflate, pull as much of the canopy as possible back in, raise it up
over your shoulder, and again throw it down and away in the direction of drift or spin.
If you have to activate the reserve for a partial malfunction, any attempt to control either canopy
will be useless as one canopy will act as a brake for the other.
The next item I will cover is collisions and entanglements.
If you see another jumper approaching, immediately attempt to slip/turn away. If you cannot
avoid the collision, assume a spread-eagle position and attempt to bounce off of the other jumper's canopy
or suspension lines. Then immediately turn/slip away. If you should pass through the suspension lines,
assume a modified position of attention with your right hand covering the ripcord grip. With your left hand
attempt to weave your way out of the suspension & lines the same way you went in, then immediately
turn/slip away.
If you become entangled with an MC1 series parachute, do not attempt to work your way down to
the lower jumper. Both jumpers must immediately activate their reserve parachute for a partial
malfunction.
If you become entangled with a T-10 series parachute, the higher jumper must work his way down hand
under hand to the lower jumper. You will then face each other and grasp each other by the main lift web,
taking care not to touch the canopy release assemblies. You will decide what parachute landing fall to
Execute. You will both execute the same parachute landing fall. However, do not attempt a front PLF.
If entangled with the T-10 series parachute and one canopy should collapse, you do not need to
activate the reserve parachute because the T-10 can safely deliver two combat equipped jumpers to the
ground.
If both canopies should collapse, both jumpers will push away from each other and immediately
activate their reserve parachutes for a total malfunction.
The next item I will cover is emergency landings.
The first emergency landing I will discuss it tree landings. If you find yourself over trees, the first
thing you should do is attempt to turn/slip away. If you cannot avoid the trees, take the following action: if
you have already lowered your equipment, look below to ensure there are no fellow jumpers and then
jettison your equipment. Make a mental note of where it lands. If you have not lowered your equipment,
keep it with you as it will add protection when you go through the trees. At 100 Feet AGL, prepare to land
by slipping into or turning and holding into the wind. Keep your feet and knees tight together. When the
balls of your feet make contact with the trees, rotate your elbows and forearms in front of your face to
protect your face and eyes. Be prepared to execute a parachute landing fall
Should you go all the way through the trees.
If you become hung up in the trees, take the following action: Keep your helmet on and jettison
unneeded equipment. Disconnect the chest strap; activate the quick release in the waistband; and disengage
the left connector snap of the reserve parachute and rotate it around to the right. Then activate the reserve
parachute and lower it to the ground. Grasp the main lift web below a canopy release assembly with one
hand; with the other hand activate the ejector snaps for the leg straps and climb down the outside of the
reserve.
Whenever you are in doubt, stay where you are and someone will come and retrieve you out of the
trees.
G-40
The next emergency landing I will cover is wire landings.
If you find yourself drifting toward wires, the first thing you should do is attempt to slip/turn
away. If you cannot avoid the wires, take the following action: if you are jumping combat equipment, look
below for fellow jumpers, then lower and jettison your equipment. Make a mental note of where it lands.
Just prior to making contact with the wires, place you hands, fingers and thumbs extended and joined, on
the rear of the front set of risers, elbows locked. Place your chin on your chest and exaggerate the bend in
your knees, keeping your feet and knees together. When the balls of your feet make contact with the
Wires, begin a rocking motion by pushing on the front set of risers and kicking your legs to the rear. This
will allow you to weave your way through the wires. Be prepared to execute a good parachute landing fall
should you go all the way through the wires.
If you should become hung up in the wires, do not attempt to climb down. Stay where you are
until help arrives.
The last emergency landing I will cover is the water landing.
The water landing is the most dangerous emergency landing because it takes the most time to prepare for.
If you find yourself drifting toward a body of water, the first thing you should do is attempt to
turn/slip away. If you are unable to avoid the water, take the following action: remove your helmet, look
below for fellow jumpers, and jettison the helmet. Again look below for fellow jumpers and lower, but do
not jettison your equipment. Activate the quick release in the waistband, disengage the left connector snap
of your reserve, and rotate it around to the right. Seat yourself well into the saddle and disconnect the chest
strap. Regain canopy control and assume a landing attitude.
Prior to making contact with the water, place your hands on the ejector snaps for the leg straps.
When the balls of your feet make contact with the water, activate the ejector snaps for the leg straps, throw
your arms above your head, arch your back, and slide out of the harness. Swim upstream or upwind away
from the canopy. Be prepared to execute a parachute landing fall should the water be shallow.
Should the canopy come down on top of you, locate a radial seam and follow it out to the skirt of the
canopy. Then swim upstream or upwind away from the canopy.
This concludes your pre-jump training. At this time we will move to the PLF pit where you will execute
one satisfactory parachute landing fall in each direction.
G-41
GLOSSARY
Part I - Acronyms
AC
ACofS
ADT
ADSW
AMA
AMOPES
AO
AOR
ARNG
ARSOF
ASCC
ASG
AT
C2
C2W
CA
CAC
CACOM
CAP3T
CAPT-A
CAPT-B
CATA
CATB
CCIR
CD
CINC
CJCS
CMO
CMOC
COA
COCOM
COM
COMMZ
CONPLAN
CONUS
COSCOM
CP
CS
CSS
CT
CTOC
DA
DALIS
DC
Active Component
Assistant Chief of Staff
active duty for training
active duty for special work
arts, monuments, and archives
Army Mobilization and Operations Planning and Execution System
area of operations
area of responsibility
Army National Guard
Army special operations forces
Army Services Component Command
area support group
annual training
command and control
command and control warfare
Civil Affairs
Civil Affairs Company
Civil Affairs Command
Civil Affairs plans, programs, and policy team
Civil Affairs Planning Team-Alpha
Civil Affairs Planning Team-Bravo
Civil Affairs Team-Alpha
Civil Affairs Team-Bravo
Commander’s Critical Intelligence Requirements
counterdrug
commander in chief
Chairman, Joint Chiefs of Staff
civil-military operations
civil-military operations center
course of action
combatant command
chief of mission
communications zone
concept plan
continental United States
corps support command
command post
combat support
combat service support
counterterrorism
corps tactical operations center
Department of the Army
Disaster Assistance Logistics Information System
dislocated civilian
G-42
DCSOPS
DEA
DOC
DOD
DOJ
DOS
DOT
DTOC
EAC
FBI
FID
FM
FN
FNS
FRAGO
GIE
GO
GPF
HA
H/CA
HDO
HHC
HN
HQ
IAW
IDAD
INS
IO
IOBS
IR
JCS
JSOA
JSOTF
JTF
MAAG
MACOM
MCA
METT-TC
MOOTW
MP
MTT
NA
NBC
NCA
NDO
NGO
OCONUS
OFDA
Deputy Chief of Staff for Operations and Plans
Drug Enforcement Administration
Department of Commerce
Department of Defense
Department of Justice
Department of State
Department of Transportation
division tactical operations center
echelons above corps
Federal Bureau of Investigation
foreign internal defense
field manual
foreign nation
foreign nation support
fragmentary order
global information environment
government organization
general purpose forces
humanitarian assistance
humanitarian/civic assistance
humanitarian demining operations
headquarters and headquarters company
host nation
headquarters
in accordance with
internal defense and development
Immigration and Naturalization Service
international organization
information operations battle staff
information requirement
joint chiefs of staff
joint special operations area
joint special operations task force
joint task force
military assistance advisory group
major command
military civic action
mission, enemy, terrain, troops available, time, and civilians
military operations other than war
military police
mobile training team
nation assistance
nuclear, biological, and chemical
National Command Authorities
national demining operations
nongovernment organization
outside the continental United States
Office of Foreign Disaster Assistance
G-43
OJCS
OPCON
OPLAN
OPORD
OPSEC
OSD
PA
PAO
PIR
PKO
POLAD
PRC
PSRC
PSYOP
RC
RFA
ROE
RSOI
SA
SAO
SECDEF
SF
SFOD
SO
SOC
SOF
SOP
SOR
SOSCOM
SOTSE
TA
TAACOM
TACON
TOE
TPFDL
TTAD
UN
UNO
U.S.
USACAPOC
USAID
USAJFKSWCS
USAR
USASOC
USC
USCINCSOC
USDA
USG
Office of the Joint Chiefs of Staff
operational control
operation plan
operations order
operations security
Office of the Secretary of Defense
public affairs
public affairs officer
priority intelligence requirements
peacekeeping operations
political advisor
populace and resources control
Presidential Selected Reserve Call Up
Psychological Operations
Reserve Component
request for assistance
rules of engagement
reception, staging, onward movement, and integration
security assistance
security assistance organization
Secretary of Defense
Special Forces
Special Forces operational detachment
special operations
special operations command
special operations forces
standing operating procedure
statement of requirements
Special Operations Support Command
Special Operations Theater Support Element
theater Army
theater Army area command
tactical control
table of organization and equipment
Time-Phased Force Deployment List
temporary tour of active duty
United Nations
United Nations organization
United States
U.S. Army Civil Affairs and Psychological Operations Command
U.S. Agency for International Development
U.S. Army John F. Kennedy Special Warfare Center and School
U.S. Army Reserve
U.S. Army Special Operations Command
U.S. Code
Commander in Chief, U.S. Special Operations Command
U.S. Department of Agriculture
U.S. Government
G-44
USIA
USIS
USSOCOM
UW
WWII
U.S. Information Agency
U.S. Information Service
U.S. Special Operations Command
unconventional warfare
World War II
Part II. - Definitions
antiterrorism. Defensive measures used to reduce the vulnerability of individuals and property to terrorist
acts, to include limited response and containment by local military forces. Also called AT.
(JP 1-02)
area assessment. The commander’s prescribed collection of specific information that commences upon
employment and is a continuous operation. It confirms, corrects, refutes, or adds to previous intelligence
acquired from area studies and other sources prior to employment. (JP 1-02)
civic action. (See military civic action.)
civil administration. An administration established by a foreign government in (1) friendly territory, under
an agreement with the government of the area concerned, to exercise certain authority normally the
function of the local government, or (2) hostile territory, occupied by United States forces, where a foreign
government exercises executive, legislative, and judicial authority until an indigenous civil government can
be established. Also called CA administration. (JP 1-02)
civil affairs. Those designated active component (AC) and reserve component (RC) forces that are
organized, equipped, and trained to carry out missions that specifically include the conduct or support to
civil affairs activities.
civil affairs activities. Those specific activities performed or supported by civil affairs forces that
enhance the conduct of civil-military operations (CMO) which (1) embrace the relationship between
military forces, civil authorities, NGOs/IOs, and populations in areas where military forces are present;
and/or (2) involve the application of civil affairs functional specialty skills, in areas normally the
responsibility of civil government.
civil assistance. Military necessity may require a commander to provide life-sustaining services, maintain
order, or control distribution of goods and services within his assigned operational area. Civil assistance
differs from other forms of civil administration because it is based on the commander’s decision. All other
forms of civil administration require NCA approval.
civil-military operations. The 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 area of operations to facilitate military operations and
consolidate operational objectives. Civil-military operations 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.
combined command. A unification of two or more forces or agencies of two or more allies. When all
allies or services are not involved, the participating nations and services shall be identified, for example,
combined navies.
counterterrorism. Offensive measures taken to prevent, deter, and respond to terrorism. Also called CT.
(JP 1-02)
G-45
developmental assistance. Long-range programs to develop the infrastructure of a nation and aid in
social and economic progress.
dislocated civilian. A broad term that includes a displaced person, an evacuee, an expellee, or a refugee.
(JP 1-02)
foreign internal defense. Participation by civilian and military agencies of a government in any of the
action programs taken by another government to free and protect its society from subversion, lawlessness,
and insurgency. Also called FID. (JP 1-02)
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.
host nation. A nation that receives the forces and/or supplies of allied nations and/or NATO
organizations to be located on, to operate in, or to transit through its territory.
host nation support. Civil and/or military assistance rendered by a nation to foreign forces within its
territory during peacetime, crises or emergencies, or war based on agreements mutually concluded
between nations. (JP 1-02)
humanitarian 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
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)
humanitarian and civic assistance. Assistance to the local populace provided by predominantly U.S.
forces in conjunction with military operations and exercises. This assistance is specifically authorized by
title 10, United States Code, section 401, and funded under separate authorities. Assistance provided under
these provisions is limited to (1) medical, dental, and veterinary care provided in rural areas of a country;
(2) construction of rudimentary surface transportation systems; (3) well drilling and construction of basic
sanitation facilities; and (4) rudimentary construction and repair of public facilities. Assistance must fulfill
unit training requirements that incidentally create humanitarian benefit to the local populace. See also
humanitarian assistance. (JP 1-02)
information dominance. The degree of information superiority that allows the possessor to use
information systems and capabilities to achieve an operational advantage in a conflict or to control the
situation in operations short of war, while denying those capabilities to the adversary. (FM 100-6)
insurgency. An organized movement aimed at the overthrow of a constituted government through use of
subversion and armed conflict. (JP 1-02) A condition resulting from a revolt or insurrection against a
constituted government that falls short of civil war.
internal defense and development. The full range of measures taken by a nation to promote its growth
and to protect itself from subversion, lawlessness, and insurgency. It focuses on building viable institutions
(political, economic, social, and military) that respond to the needs of society. Also called IDAD. (JP 1-02)
international organizations (IOs). Organizations with global influence, such as the United Nations and
the International Committee of the Red Cross. Also called IOs. (JP 1-02)
G-46
joint task force. A joint force that is constituted and so designated by the Secretary of Defense, a
combatant commander, a subunified commander, or an existing joint task force commander. Also called
JTF. (JP 1-02)
military civic action. The use of preponderantly indigenous military forces on projects useful to the local
population at all levels in such fields as education, training, public works, agriculture, transportation,
communications, health, sanitation, and others contributing to economic and social development, which
would also serve to improve the standing of the military forces with the population. (U.S. forces may at
times advise or engage in military civic actions in overseas areas.) (JP 1-02)
military information environment. The environment contained within the GIE, consisting of information
systems (INFOSYS) and organizations—friendly and adversary, military and nonmilitary, that support,
enable, or significantly influence a specific military operation. (FM 100-6)
mobile training team. A team consisting of one or more U.S. military or civilian personnel sent on
temporary duty, often to a foreign nation, to give instruction. The mission of the team is to train indigenous
personnel to operate, maintain, and employ weapons and support systems, or to develop a self-training
capability in a particular skill. The National Command Authorities may direct a team to train either military
or civilian indigenous personnel, depending upon host nation requests. Also called MTT. (JP 1-02)
National Command Authorities. The President and the Secretary of Defense or their duly deputized
alternates or successors. Also called NCA. (JP 1-02)
nongovernmental organizations. Transnational organizations of private citizens that maintain a
consultative status with the Economic and Social Council of the United Nations. Nongovernmental
organizations may be professional associations, foundations, multinational businesses or simply groups with
a common interest in humanitarian assistance activities (development and relief). "Nongovernmental
organizations" is a term normally used by non-US organizations. Also called NGO. (JP 1-02)
psychological operations. Planned operations to convey selected information and indicators to foreign
audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign
governments, organizations, groups, and individuals. The purpose of psychological operations is to induce
or reinforce foreign attitudes and behavior favorable to the originator’s objectives. Also called PSYOP.
(JP 1-02)
rear area. For any particular command, the area extending forward from its rear boundary to the rear of
the area of responsibility of the next lower level of command. This area is provided primarily for the
performance of combat service support functions.
rear battle. Those actions, including area damage control, taken by all units (combat, combat support,
combat service support, and host nation) singly or in a combined effort, to secure the force, neutralize or
defeat enemy operations in the rear area, and ensure freedom of action in the deep and close battles.
risk management. The process of examining and evaluating military and/or civilian operations to identify
actions that could help commanders eliminate, reduce, or minimize risk while maximizing force protection.
security assistance. Group of programs authorized by the Foreign Assistance Act of 1961, as amended,
and the Arms Export Control Act of 1976, as amended, or other related statutes by which the United
States provided defense articles, military training, and other defense-related services, by grant, loan, credit,
or cash sales in furtherance of national policies and objectives. (JP 1-02)
security assistance organization. All Department of Defense elements located in a foreign country with
assigned responsibilities for carrying out security assistance management functions. It includes military
G-47
assistance advisory groups, military missions and groups, offices of defense and military cooperation,
liaison groups, and defense attache personnel designated to perform security assistance functions.
(JP 1-02)
special operations. Operations conducted by specially organized, trained, and equipped military and
paramilitary forces to achieve military, political, economic, or psychological objectives by unconventional
military means in hostile, denied, or politically sensitive areas. These operations are conducted during
peacetime competition, conflict, and war, independently or in coordination with operations of conventional,
non special operations forces. Political-military considerations frequently shape special operations,
requiring clandestine, covert, or low visibility techniques and oversight at the national level. Special
operations differ from conventional operations in degree of physical and political risk, operational
techniques, mode of employment, independence from friendly support, and dependence on detailed
operational intelligence and indigenous assets. Also called SO. (JP 1-02)
specified command. A command that has a broad, continuing mission, normally functional, and is
established and so designated by the President through the Secretary of Defense with the advice and
assistance of the Chairman of the Joint Chiefs of Staff. It normally is composed of forces from a single
Military Department. Also called specified combatant command. (JP 1-02)
support to civil administration. Assistance given by U.S. armed forces to friendly or neutral foreign
civilian governments or government agencies.
terrorism. The calculated use of violence or threat of violence to inculcate fear; intended to coerce or to
intimidate governments or societies in the pursuit of goals that are generally political, religious, or
ideological. (JP 1-02)
threat. The ability of an enemy to limit, neutralize, or destroy the effectiveness of a current or projected
mission organization or item of equipment. (TRADOC Reg 381-1)
unconventional warfare. A broad spectrum of military and paramilitary operations, normally of long
duration, predominantly conducted by indigenous or surrogate forces who are organized, trained, equipped,
supported, and directed in varying degrees by an external source. It includes guerrilla warfare and other
direct offensive, low visibility, covert, or clandestine operations, as well as the indirect activities of
subversion, sabotage, intelligence activities, and evasion and escape. Also called UW.
(JP 1-02)
unified command. A command with a broad continuing mission under a single commander and composed
of significant assigned components of two or more Military Departments, and which is established and so
designated by the President, through the Secretary of Defense with the advice and assistance of the
Chairman of the Joint Chiefs of Staff. Also called unified combatant command.
(JP 1-02)
U.S. country team. The senior, in-country, U.S. coordinating and supervising body, headed by the chief
of the U.S. diplomatic mission, usually an ambassador, and composed of the senior member of each
represented U.S. department or agency provided by U.S. forces is limited in scope and duration. The
assistance provided is designed to
G-48
O-1
O-2
O-3
O-4
O-5
O-6
O-7
O-8