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CHAPTER 7
CIMIC NRF-REQUIREMENTS (TTP 7)
7-1.
Introduction
a.
The NATO Response Force (NRF) concept is designed “to provide a
rapid demonstration of force and the early establishment of a NATO military
presence in support of an Article 5 or Crisis Response Operation”.
b.
The NRF will be made up of three elements:
(1)
an operational command and control (C2) element based on a
Joint Force Commander (JFC), his HQ main (static) and its Deployable
Joint Staff Element (DJSE);
(2)
an Immediate Response Force (IRF), comprising pre-designated
tactical C2 elements, plus a selection of forces;
(3)
a Response Forces Pool (RFP) holding additional nominated
forces.
c.
Depending on the mission, CIMIC staff and CIMIC forces/assets can be
an integral part of the composition of the NRF. The CIMIC part of the force will
be tailored to meet the operational tasking.
d.
In general the CIMIC Element will be a part of the Joint Theatre Troops.
This element will also be held at graduated readiness. The readiness states will
be kept under annual review and will be amended depending on the strategic
situation.
7-2.
Aim. The aim of this TTP is to promote a common understanding of (possible)
CIMIC (roles) in the NRF and to give guidance and tools to CIMIC staff and personnel
for the application of CIMIC during NRF preparation and deployment.
7-3.
CIMIC Doctrinal Linkage.
a.
Strategic Level Doctrine. The military concept for the NRF is laid down
in MC 4771; the NATO doctrine for CIMIC is contained within AJP-9.
b.
Doctrinal Linkage. The core themes of NATO CIMIC doctrine remain
key within NRF CIMIC doctrine. NRF LCC G9 Branch is the focus for all CIMIC
matters within NRF LCC.
7-4.
CIMIC Responsibilities within NRF.
a.
General. The main effort of the NRF CIMIC staff is to examine possible
impacts of the military operation on the civilian environment and vice versa.
CIMIC will support the mission through liaison, co-operation and co-ordination
1
MC 477: Military Concept for the NATO Response Force, dated 10 Apr 2003.
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with key civilian actors, by ensuring maximum freedom of action, by deconflicting Host Nation Support (HNS, conducted by G4 Rear Support Command
(RSC) or Joint Logistics Support Group (JLSG)) and by carrying out the
necessary Civil Military Resource Coordination (CMRC). CIMIC staffs are
required to establish and maintain visibility of the civilian environment, produce
assessments and advise the NRF commander.
b.
The Spectrum of CIMIC activities within the NRF-Scenarios.
Depending upon the operational situation CIMIC has to prepare for a broad
spectrum of tasks that are described in detail in the annexes as indicated below:
(1)
Contribute to the preservation of territorial integrity (annex A);
(2)
Demonstrative force package (annex B);
(3)
Peace support operations (annex C);
(4)
Embargo operations (annex D);
(5)
Disaster relief (annex E);
(6)
Protection of critical infrastructure (annex F);
(7)
Security operations (annex A);
(8)
As part of a larger force, the NRF could also be used to conduct
initial entry operations (annex G).
c.
CIMIC responsibilities within the functional organisation of the NRF
HQ LCC.
(1)
CIMIC is responsible for delineation of civil-military tasks,
including structuring of the work, providing Direction and Guidance (D&G)
and supervision of the execution.
(2)
CIMIC establishes and maintains the cooperation between the
military components and external civilian authorities, actors and
population including IOs, NGOs and/or GOs.
(3)
CIMIC advises COM LCC with regard to Joint Civilian
Commissions and subordinate Working Group issues, in order to facilitate
and enable CIMIC aspects.
(4)
CIMIC represents COM LCC and COS CP FWD in meetings in
accordance with the (extended) KLE/Liaison Matrix.
(5)
CIMIC provides planning and tasking to the CIMIC Support Unit
and to other subordinate units, if required.
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(6)
LCC CIMIC provides input to the Liaison Matrix of DJTF.
(7)
CIMIC ensures timely and appropriate CIMIC reporting.
(8)
CIMIC co-ordinates and synchronises the CIMIC activities
between CP FWD OPS & PLANS CIMIC and RSC G9, when deployed.
(9)
CIMIC advises COM LCC and his staff on all aspects of CIMIC
activities by providing adequate expertise.
(10)
7-5.
CIMIC provides functional guidance to the staff.
CIMIC Capabilities.
a.
Personnel.
(1)
G9 structure within Peace Establishment (PE). In peacetime,
the G9 Branch is normally sub-divided into three distinct functional
sections, the Plans-, Ops- and the Liaison Section.
(2)
G9 structure within Crisis Establishment (CE). During
operations, the G9-Branch is integrated into each HQ or forward element
that may be deployed. The branch structure is mission dependant,
although broadly conforming to the following distinct functional areas:
Current Operations, Plans, Liaison and Database/Info Management.
(3)
G9 manning in the NRF. The NRF operational capability with
regard to manning derives from the Peace Establishment (PE). The PE,
being minimal in number, only has limited capability for covering its main
objectives such as the rapid projection of a CIMIC footprint into theatre
and (for a limited duration) the conduct of mission support tasks including
the development of the CIMIC Liaison Architecture. Consequently, at the
pre-operational phase, based on mission analysis, the Statement of
Requirement (SOR) for force generation has to reflect the need to
augment the NRF organic CIMIC capability with the appropriate notice to
move. The speed and composition of augmentation will always be
mission dependant.
(4)
Interpreters / translators. In an NRF context interpreters and
translators are crucial for the Fact Finding Teams (FFT) and LOs in all
scenarios. Usually G1 is responsible for providing
interpreters/translators. Constraints arise in context with the provision of
translators and interpreters, not knowing the relevant languages prior to a
NRF-deployment. When contracting local civilians, a contest with
other organizations should be avoided through close co-ordination
and common agreements on their salary.
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(5)
CIMIC Training / Education. NRF CIMIC staff undergoes formal
training in NATO CIMIC in accordance with their job descriptions. The
two-week Basic NATO CIMIC Course, which provides orientation and
fundamental knowledge on CIMIC, should be attended by every member
of the CIMIC staff and by every member of the staff dealing with CIMIC.
Even key personnel of G3/G5 Plans and G3 Ops should receive a basic
CIMIC education during the NRF training period.
(6)
Limitations. The size of CIMIC PE staff limits the operational
capability that can be delivered. Whereas PE staff can project CIMIC
support into an operation within the readiness timeframe according to the
NRF requirements, they are unable to conduct the full range of CIMIC
activities and to sustain a CIMIC capability for long periods of time either.
The key limitation concerns the function of liaison, the essential range of
which is heavily depending upon augmentation (e.g. pool of double hatted
officers to be created/trained within the NRF-responsible HQ).
(7)
An overview of (pre-) operational activities that will be executed by
the various G9 Sections / Groupings within the NRF staff are depicted in
annexes H and I to this TTP.
b.
Material.
(1)
Equipment. In conjunction with the Commanders’ Planning
Group (CPG) analysis the G9 Branch considers the equipment
requirements to identify possible shortfalls and the appropriate resources
to provide the assets. Basic equipment has to cover the primary needs of
establishing efficient and effective liaison architecture.
(2)
Funding. Having a budget available for Quick Impact Projects
(QIPs) in support of COM LCC is considered an Essential Operational
Requirement. Funding through the national chain of command needs to
be requested prior to the deployment as no NATO funding is foreseen for
the time being.
7-6.
Force Generation Issues. The Force Generation process is a fundamental
activity taking place during NRF preparation. During the pre-operational / predeployment stage the NRF-responsible HQ determines, based on the CPG mission
analysis, the requirement for a proposed force package to manage the mission. The G9
representative within the CPG provides advice on the Civilian-Military dimension of the
military mission and advice on the CIMIC assets required. He will primarily focus on the
requirement for augmentation, the establishment of the NRF CIMIC Liaison Architecture
and the need for any additional NRF CIMIC assets and/or NRF CIMIC Centre. This
initial augmentation will be requested from the different nations of the NRF-responsible
HQ. If necessary, other nations will then be contacted to provide additional
augmentation. The augmentation is of course limited to the size of the CIMIC-pool
dedicated to NRF.
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7-7.
Deployment Groupings. For NRF missions the NRF-responsible HQs normally
do not use the standard HRF(L) CE CPs (TAC CP, Main CP, Rear CP). Adjusting the
CP Concept for the NRF, the NRF HQ LCC consists of the following CPs and elements:
a.
Home Base HQ (HB HQ) or Permanent HQ (PHQ). In addition to the
ongoing peacetime duties the HB HQ / PHQ supports the deployed NRF CPs,
acts as liaison towards the higher echelon and the other CCs and monitors the
NRF deployment (Situation Centre). In the HB HQ / PHQ the staff of HQ LCC is
represented with normal PE branches, but reduced in number and in some cases
merged with each other. A CIMIC representative will be part of the HB HQ.
b.
Fact Finding Team (FFT) or Operational Liaison and Reconnaissance
Team (OLRT). The FFT / OLRT are the initial NRF presence in the theatre of
operations. It aims at facilitating more detailed planning and at setting the
conditions for possible force protection. It includes at least one G9
representative. The G9-part of the FFT / OLRT has to establish initial liaison
contacts and to identify possible future liaison requirements, in order to facilitate
the implementation of the full CIMIC Liaison Architecture. In support of OPP
being conducted the FFT / OLRT-member/s is/are heavily involved in the
information gathering process, following the generic NRF Requests for
Information (RFIs) which have been detailed to theatre/country specific issues
prior to FFT / OLRT deployment. In accordance with the Reach-Back principle
the FFT / OLRT member/s report/s information back to the G9 NRF PE staff in
the PHQ, who assess and process information in order to contribute to the
ongoing planning process.
c.
NRF LCC CP Forward (CP FWD). The CP FWD is a small multifunctional HQ with C2 assets and facilities, which enable command and control
in theatre. It focuses on operational aspects containing all functional areas, short
and medium term planning of the operations and controlling current operations at
the NRF LCC level. The CP FWD is in lead of the operational planning and
execution of LCC operations in the theatre.
Although relying on the Reach-Back capability, it is essential that the G9
component of the CP FWD is capable of conducting the full spectrum of CIMIC
activities. In all operations it is likely that the bulk of the G9 PE staff deploys at
this point.
d.
Rear support Command CP (RSC CP). The RSC CP will only deploy
when a Joint Logistic Support Group (JLSG) is not deployed. It deploys either in
the AOO or in a staging country in the JOA. The RSC CP contains permanent
G9 representation focusing on liaison and Civilian Military Resources Coordination (CMRC) issues. Being backed up by Reach-Back capability this G9
component is capable of conducting the full spectrum of CIMIC activities,
generally in a friendly environment.
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7-8.
CIMIC Support Unit (CSU). Within the LCC Force Structure a CSU may be
attached. The CSU is mission tailored, multinational or national in composition and may
be reinforced by Functional Specialists. The CSU deploys Project-, Liaison-, Recce
Teams, as well as personnel running CIMIC Centres.
The appropriate and timely equipment of the CSU with armoured vehicles and
communication assets is vital. A possible structure of the CSU within CIMIC is depicted
in TTP 2.
7-9.
G9 Operating Procedures.
a.
Manuals/SOPs/SOIs. TTPs provide NRF CIMIC personnel with tactical,
technical and procedural guidance and assistance in the conduct of CIMIC in
NRF as a NATO operation. The SOPs and SOIs, have to be based on the TTPs
and adapted for the NRF in order to provide standing operating procedures and
instructions within the HQ.
b.
Reporting. In the Decision Making Process commanders and staff must
have visibility over both the military and the civil situation. The role of the CIMIC
staff is to monitor, assess and report areas of operational interest. ASSESSREP
and CIMICREP are used as means to provide reporting consistency throughout
the NRF chain of command.
c.
Procedures for Supporting IOs/NGOs/Civil authorities. In general the
NRF facilitates the work of IO/NGOs/Civil authorities. Only in urgency and/or if
requested the NRF has to support IOs/NGOs within means and capabilities. In
order to optimize co-operation with IOs/NGOs the format of a “Request for CIMIC
support” is attached as annex J to this TTP.
7-10.
Summary.
a.
In NRF CIMIC is everyone’s business and has an impact across the
spectrum of conflict, although the focus will change in line with the mission.
CIMIC staffs at all levels of command have an important contribution to make to
their Commander's planning and decision making process. Therefore CIMIC is
not an exclusive discipline, but one that is fully integrated into the military
mission.
b.
The general CIMIC principles and tools are applicable in NRF as well, but
in accordance with the different NRF-scenarios the CIMIC requirements are to be
tailor-made regarding CIMIC structures, procedures, responsibilities and
activities.
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Annex A to TTP 7
Spectrum of NRF-CIMIC activities in contributing to the preservation of territorial
integrity and security operations.
a.
Scenario. The NRF could deploy as a stand-alone force for crisis response such
as the contribution of territorial integrity and security operations.
b.
Potential tasks
(1)
Joint Force Commanders and their eventual substructure should:
(a)
Provide competent CIMIC staff personnel
(b)
Should play a proactive role in standardising CIMIC skills within
their areas.
(c)
Promulgate appropriate directives and guidance, including
planning guidelines and contribution to planning activity.
(d)
Conduct CIMIC assessments and use them in the operational
planning.
(e)
(2)
Ensure appropriate liaison with the HQ in the JOA.
Mission Theatre Commanders should:
(a)
Ensure CIMIC staff are provided with commander’s direction and
guidance, able to develop guidance for subordinate level.
(b)
Ensure the use of NATO CIMIC doctrine and develop theatre
specific CIMIC procedures.
(3)
(c)
Ensure CIMIC input is included in planning.
(d)
Ensure CIMIC is conducted in support of the mission.
(e)
Ensure national or multi-national CIMIC assets are integrated.
(f)
Plan and prepare for transition.
Tactical Level
(a)
General Tasks
(i)
Use of provided CIMIC assets.
(ii)
Establishment of CIMIC facilities (if applicable).
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(iii)
Conduct CIMIC field work and all other CIMIC activities laid
out in the operational plan.
(b)
Potential Specific Tasks during the Pre Operational Stage
(i)
Assess the civil situation in the mission theatre and
contribute to the common operational picture.
(ii)
Assist in the assessment and planning of contingency
planning. Work with all other staff branches to ensure that all civil
related factors are incorporated into the planning process.
(iii)
Use existing relationships with civil actors to conduct
integrated planning.
(iv)
Provide advice on the civil situation and the effect of
military operations on the civilian population and organizations and
vice versa.
(v)
Prepare educational material for the force on likely civil
conditions and brief staff re-enforcements.
(vi)
Train and educate CIMIC personnel and integrate CIMIC in
pre-deployment training.
(vii)
Determine commander’s critical information requirements
and promulgate to NATO commands and contributing nations with
collection capabilities.
(viii)
Establish and maintain the exchange of information with
civil actors. Civilian sources will often provide information of
operational relevance. Subject to security considerations, it is
likely to be of mutual benefit to pass information in both directions.
When the military will provide unclassified information, relevant
security information must be declassified.
(ix)
Plan and prepare for transition.
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Annex B to TTP 7
Spectrum of NRF-CIMIC activities in a Demonstrative Force Package (DEM).
a.
Scenario. The NRF may deploy as Demonstrative Force Package (DEM).
A Demonstrative Force Package is deployed in order to show the resolve of member
nations (quick response operations to support diplomacy as required).
b.
Potential tasks. This scenario is very challenging for G9, since the requirements
for CIMIC elements are heavily depending on the humanitarian situation (refugees,
displaced people, and humanitarian emergency, civil actors) but could be initially
identified as:
(1) To liaise to the national, regional and local authorities.
(2) To liaise to the IO / NGOs already deployed or to be deployed in the AOO.
(3) To advise the TAC COM LCC on civil – military issues.
(4) To support Info Ops campaign.
c.
Capabilities
(1) CIMIC staff with Ops, Plans & Assessment.
(2) CIMIC unit based on Tactical Support Team (TST) and functional specialists.
(3) CIMIC Centre(s).
(4) Interpreters.
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Annex C to TTP 7
Spectrum of NRF-CIMIC activities in a Crisis Response Operation (CRO).
Reference: MC 327/2 (NATO Military Policy for Non Article 5 Crisis Response
Operations, dated 29 August 2001.
.
a.
Scenario. The NRF can deploy as a stand-alone force for crisis response such
as a Crisis Response Operation, including Peacekeeping (MC 477). Non Article 5
operations are intended to respond to such crises (potential crises at an early stage),
including the containment of hostilities, in a timely and coordinated manner where these
crises could either affect the security of NATO nations or threaten the stability and lead
to conflict on the periphery of the Alliance (AJP-01).
b.
Potential tasks
(1) To establish and maintain liaison to the civil actors and IO/NGOs.
(2) To assess the theatre capabilities, mainly as far as the key factors are
concerned.
(3) To initiate CIMIC activities to cover possible gaps.
(4) To coordinate the support to the civil environment.
(5) To assist / support the IO/NGOs in the provision of aid and relief.
(6) To deal with the possible flow of DPREs, Refugees and / or evacuees.
(7) To support within means and capabilities, and to provide, if required, a safe
evacuation of non-combatants.
c.
Capabilities
(1) CIMIC Liaison Team(s).
(2) CIMIC staff with Ops, Plans & Assessment.
(3) CIMIC unit based on Tactical Support Team (TST) and functional specialists.
(4) CIMIC Support Unit (CSU).
(5) CIMIC Centre(s).
(6) Interpreters.
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Annex D to TTP 7
Spectrum of NRF-CIMIC activities in an Embargo (EMB) Operation.
a.
Scenario. The NRF can deploy as a stand-alone force for crisis response such
as an Embargo Operation (EMB)(MC 477). An Embargo is designed to force a country
to obey international law or to comply with a UN Security Council Resolution (UNSCR).
b.
Potential tasks. To assess the impact of measures taken in context with the
EMB on the civil environment.
c.
Capabilities. Mission tailored elements, where CIMIC staff and liaison elements
may be included, depending on the situation.
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Annex E to TTP 7
Spectrum of NRF-CIMIC activities in Disaster relief.
a.
Scenario. The NRF could deploy as a stand-alone force for crisis response such
as support in Disaster relief. A humanitarian operation is defined as a mission
conducted to alleviate human suffering, especially in circumstances where responsible
authorities in the area are unable or possibly unwilling, to provide adequate support to
the population. (…) Such operations may be in response to earthquakes, floods, famine
and radioactive, biological or chemical contamination. They may be as well a
consequence of war or political, religious or ethnic persecution (AJP-01).
b.
Potential tasks.
(1) To liaise to the local authorities and the IO/NGOs, if any, and to share
information.
(2) To support the Force.
(3) To support the civil environment, by acting as a facilitator in different
domains such as distribution of food, DPREs management, information on
hazards, etc… (e.g. assistance in the reconstruction of infrastructure, coordination of the use of local resources).
c.
Capabilities.
(1) CIMIC Liaison Team(s).
(2) CIMIC staff with Ops, Plans & Assessment.
(3) CIMIC unit based on Tactical Support Team (TST) and functional specialists.
(4) CIMIC Centre(s).
(5) CIMIC Support Unit (CSU)
(6) Interpreters.
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Annex F to TTP 7
Spectrum of NRF-CIMIC activities in Protection of critical infrastructure.
a.
Scenario. The NRF can deploy as a stand-alone force for crisis response such
as Protection of critical infrastructure. Counter Terrorism encompasses all measures
taken to neutralize terrorism before and after hostile acts. Such measures include those
counterforce activities justified for the defence of individuals, containment measures
implemented by military forces or civilian organizations and support to Info Ops
campaign.
b.
Potential tasks. If CIMIC elements are involved in a Counter Terrorism
Operation (CTO), their main focus is on liaison to national, regional and local HN
authorities, on dealing with possible casualties and victims of the terrorist actions and on
legitimating the deployment of the military forces.
c.
Capabilities. Mission tailored elements, where CIMIC staff and liaison elements
may be included, pending on the situation.
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Annex G to TTP 7
Spectrum of NRF-CIMIC activities in an Initial Entry (IE) Operation.
a.
Scenario. The NRF can deploy as an Initial Entry Force (IEF) (MC 477)
An IE Operation seeks to facilitate the arrival of the follow-on forces in a JOA from a
benign to a hostile environment, with or without host nation support (HNS) (e.g. Peace
Enforcement).
b.
Potential tasks.
(1) To ensure unity of effort between civil and military activities in the JOA.
(2) To facilitate HNS by liaison and assessment.
(3) To establish and maintain liaison to local authorities, UN representatives and
IO/NGOs.
(4) To assist IO/NGOs in restoring the economic infrastructure and the provision
of aid.
(5) To support within means and capabilities, and to provide, if required, a safe
evacuation of non-combatants.
(6) To deal with humanitarian relief, if required.
(7) To deal with complex religious / cultural / social / considerations.
c.
Capabilities.
(1) CIMIC Liaison Team(s).
(2) CIMIC staff with Ops, Plans & Assessment.
(3) CIMIC unit based on Tactical Support Team (TST) and functional specialists.
(4) CIMIC Centre(s).
(5) CIMIC Support Unit (CSU).
(6) Interpreters.
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Annex H to TTP 7
Overview of G9 Pre-operational Activities in NRF.
ACTWARN
G9 Sections/
Groupings
G9 Plans
G9 Ops
G9 Liaison
FFT/ OLRT
ACTORD
Activities
Mission
Analysis,
Force
Generation
(SOR), collect
countries’
information,
develop
Liaison
Architecture
Contribute to
Mission
Analysis
CIMIC
Assessment,
identify Info
gaps / RFIs,
task FFT/
OLRT, input
to CPG
Review/refine
planning,
Inputs to
plans / Annex
W
Analyse
reports from
FFT/ OLRT
Contribute to
countries’
information
collection
Prepare
deployment
Activities
within FFT/
OLRT
Analyse
reports from
FFT/ OLRT,
input into
SOFA, MOU,
TA,…
Activities
within FFT/
OLRT
Analyse
reports from
FFT/ OLRT,
input into
Soldier’s
handbook
Activities
within FFT/
OLRT
Start to
establish the
Liaison
Architecture,
report
RFIs / Info
exchange
Deploy, report
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Annex I to TTP 7
Overview of G9 Operational Activities in NRF.
Key Areas of Operation
Freedom of Action/Movement
Public Safety
DPRE Return
Key Civil Infrastructure
Key Civil Life Support
Civil Administration
Humanitarian
Activities
Co-ordinate plan for minimizing civilian interference
Identify capability gaps in the HN CEP
Identify key people and groups
Provide the Protected Target List
Identify IO/NGOs’ & CEP capability gaps
Identify key gaps
Facilitate initial post-conflict response
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Annex J to TTP 7
Request for CIMIC Support (Part 1)
CONTROL NUMBER
DATE:
/
/
1. ORIGINATOR :
VALIDATED BY :
SUBJECT :
TIME RECORDED :
FOR ACTION :
FOR INFORMATION :
2. STATUS *:
PRIORITY *:
IN ACTION
COMPLETED
STOPPED
IMMEDIATE
FLASH
ROUTINE
* PLEASE UNDERLINE YOUR SELECTION
3. COORDINATES & ACTIVITIES
Location Type:
Location Name:
Location Identification:
Geo :
UTM :
LOCATION DETAILS :
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1. REQUIRED INFORMATION:
a) WHO (Requestor):
b) WHERE

Pick up Point (PuP):

Delivering point:
c) WHEN


DTG to be carried out
Foreseen duration of the support
d) WHAT (Which is the nature of the request?)
Nature of Request:
e) HOW (Just in case of request for transportation)
Yes
No
Bulk staff
Pallets
Container
Bulk water
Bulk fuel
Bottled water
Others



Weight
Volume
Pallets (All the pallets are equal)

YES. Measures/-/ Weight/-/ Volume/-/
/-/

/-/
NO. Quantity/-/Measures/-/ Weight/-/ Volume
/-/
/-/
/-/

/-/
/-/
/-/
/-/
/-/
/-/
/-/
Handling equipment is required?
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/-/
/-/
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f) WHO (Coordination):

POC in PuP point

POC in delivering point

POC to Operation
5. REMARKS:
Decision Making Process (Part 2)
6. G9 PLANS ASSESSMENT (Opportunity)
7. G3 ASSESSMENT (Operational Impact)
8. G4 ASSESSMENT (Logistic Impact & Implications)
9. G2 THREAT ASSESSMENT
10. G8 FINANCIAL REPERCUSSIONS
7-19
NATO UNCLASSIFIED
NATO UNCLASSIFIED
AM 86-1-1
Version: 04 January 2011
11. ENGINEERS ASSESSMENT
12. MEDAD ASSESSMENT
13. G3 AIR ASSESSMENT (if required)
14. ACTIONS TO BE TAKEN
15. G9 PLANS OVERALL ASSESSMENT
16. G9 CHIEF RECOMMENDATIONS
17. COS DECISION
Date and Signature
7-20
NATO UNCLASSIFIED