## Civil Affairs Planning And Execution Guide Civil Affairs Planning And Execution Guide

OCTOBER 2002
Approved for public release; distribution is unlimited.

HEADQUARTERS, DEPARTMENT OF THE ARMY

## Introduction

This aid is published to assist Civil Affairs (CA) soldiers as they
conduct CA support to special operations forces (SOF) Army,
joint, and coalition forces. It is critical that CA elements at all
echelons properly plan and execute their missions to enhance the
supported commander's successful mission accomplishment. In
today's operational environment, the military decision-making
process (MDMP) is vital to allowing the commander to make
informed decisions to maximize success with minimum risk.
Never in history has the role of CA in MDMP been more critical
thannow.
Planning in all phases and at all levels of the operation will be
enhanced through the use of this aid. From the basic principles of
CAplanning through determination of measures of effectiveness
(MOEs), this graphic training aid (GTA) outlines and provides
examplesofsuccessfulCAplanning.
This GTA provides valuable time-saving information on how to
conduct a quick but valuable assessment of the operational area
to assist the commander in making informed decisions.
Incorporating SPHERE Project and United Nations Office of the
High Commissioner for Refugees (UNHCR) emergency
indicatorsandstandardsintoemergencyhumanitarianassistance
(HA) assessments will make those assessments more accurate,
timely,andresource-efficient.
The
      interaction
                     between
                                 CA personnel
                                                    and
                                                          agency
representatives has never been more important than it is today.
This GTAcontains valuable advice on how to interact with these
organizationsandwithlocalgovernmentofficials.
CA forces are combat multipliers with unique capabilities to
influence
              and
                    support
                                the
                                      commander's
                                                         mission
accomplishmentinwarandpeace.
Unless this publication states otherwise, masculine nouns and
pronounsdonotreferexclusivelytomen.

## Ca Application Of Sof Mission Criteria Is The Mission Appropriate For Ca?

The best use of CAis against key strategic or operational targets that require the unique skills and capabilities of CA forces. Commanders should not assign CA forces if targets are not of strategic or operational importance. Commanders should not use CA as a substitute for otherforces. Does the mission support the theater geographic combatant commander's campaign plan? Is the mission operationally feasible?

                               If the mission does not support
the joint force commander's (JFC's) campaign plan, more
appropriatemissionsareprobablyavailablefor CA.
                                        During the course of
action (COA) analysis, the CA commander must realistically
evaluate his force. Planners must understand that CA is not
structured for unilateral operations. They should not assign
missions that are beyond the scope of CA capabilities,
limitations,andvulnerabilities.

Are the required resources available to conduct the mission? Does the expected outcome justify the risk?

Almost all CA missions require support from conventional
forces. Support involves protecting, integrating, and sustaining
employed CA. Support may include airlift, intelligence,
communications,andlogistics.
                                         Some operations
that CA can execute make a marginal contribution to the JFC's
campaign plan and present great risk to personnel and material.
Commanders should recognize the high value and limited
resources of CA. They must make sure the benefits of successful
mission execution are measurable and balanced with the risks
inherent with the mission. Risk management considers not only
the potential loss of CA units and equipment but also the risk of
adverse effects on United States (U.S.) diplomatic and political
interestsinafailedmission.

## Ca Methodology

The CA methodology describes how CA soldiers, elements, and units approach all CA operations and civil-military operations(CMO). Itconsistsofsixsteps:
Assess.

CASCOPE).

       Assess current conditions against a defined norm or
established standards. A continuous process that looks at the
nonmilitary factors that shape the operational environment
(
              Conducted for each of the 16 functional
specialties and the general aspects of the area of operations
(AO). Products include an initial estimate and restated mission
statement.

Decide.

       Decide who, what, when, where, why, and how to
focus CA assets and activities toward a common operational
effect (COE). Encompasses CA COA analysis, COA decision,
and creation of the CA/CMO plan. Directs task-organized CA
elements to create or observe those conditions or events that
would either mitigate or trigger a specific CA/CMO response.
Addresses all CA/CMO activities in civil lines of operations
from initial response through transition to other (military or
civilian) authorities. Products include the commander's intent
for CMO, defined CA priorities of effort, defined MOEs, and
theCAAnnex.

Develop and Detect.

Develop rapport and relationships with the nonmilitary participants of the operation (including the affected populace) and detect those conditions or events that would either mitigate or trigger a specific CA/CMO response. Provides input to the common operational picture (COP) and helps set up the common operational response (COR) that, in turn, achieves a COE. Typical tasks include facilitating the interagency process in the civil-military operations center (CMOC), conducting deliberate assessments and local meetings, supporting dislocated civilian (DC) control points, and monitoring public information programs and CA/CMO-related reports from the field. Products include continuous assessments, revised or updated plans, formalized CMOC termsofreference,andfragmentary(FRAG) orders.

Deliver.

Engage the civil component with planned or on-call CA activities (populace and resources control, foreign nation support (FNS), HA, military civic action, emergency services, and support to civil administration), as appropriate. This step is executed according to synchronized plans and represents a COR by CA soldiers, non-CA soldiers, international organizations, nongovernmental organizations (NGOs), host nation (HN) assets, and so on. The product is an executed mission.

Evaluate.

          Evaluate the results of the executed mission.
Validates the CA/CMO concept of operations and determines
whether the established MOE have been met. Constitutes CA
"battle damage assessment." Looks at the effects of the
operation on each of the 16 functional specialties, determines
the sustainability of any projects or programs initiated during
the execution phase, and recommends follow-on actions.
Products include trip reports, after-action reports (AARs), new
mission requirements, and execution orders for transition
plans.

Transition.

           Transition CAoperations or CMO to follow-on CA
units, other military units, HN assets, United Nations (UN)
organizations, international organizations, NGOs, and other
civilian agencies, as appropriate. This step is CA's direct
contribution to a sustainable solution and the commander's
ability to secure the victory. This step is executed according to
synchronized transition plans. The outcome of this step
includes successful transition of authority or relief-in-place
and programs that are durable and sustainable by the follow-on
forceororganization.

## Cascope Civil Areas.

Using the mnemonic "CASCOPE," civil considerations are
analyzed for how they help, hinder, or are affected by military
operations.Thesixcharacteristicsare:
           Key localities or aspects of the terrain within a
commander's battlespace that are not normally thought of as
militarily significant (for example, locations of government
centers, areas defined by political boundaries, agricultural and
miningregions,andtraderoutes).
           Existing civil structures (

Structures.

for example, jails, warehouses, schools, television and radio stations, utilities, and cultural sites)
Capabilities.

## Organizations. People. Events.

               and their location, function, capabilities, and
application.
              Existing or required indigenous capabilities to
sustain the populace and infrastructure (for example, public
administration, public safety, emergency services, food, and
agriculture systems) and resources and services that can be
contracted to support the military mission (for example,
interpreters, laundry services, construction materials, and
equipment).
                Organized groups that may or may not be
affiliated with government agencies (for example, church
groups, fraternal organizations, patriotic or service
organizations, community watch groups, international
organizations,andNGOs).
        All the civilians one can expect to encounter in theAO,
as well as those outside the AO, whose actions, opinions, or
politicalinfluencecanaffectthemilitarymission.
        Civilian events that may affect the military mission
(for example, planting and harvest seasons, elections, riots, and
evacuations) and military events that impact on the lives of
civilians in an AO (for example, air, ground, and sea combat
operations,deployments,redeployments,andpayday).

## Transition Operations

For the CA unit, the transition phase is arguably the most difficult and critical part of any operation. Planning for the transition phase begins during the decide phase and then after weeks, months, or even years it is time to conduct transition operations. Successful execution of transition is the CA community's direct contribution to a sustainable solution and the commander's abilitytosecurethevictory. Depending on the situation, CA activities and CMO in transition operations may be terminated, transferred to followon forces, or passed to the indigenous population or institutions. If operations are terminated, CA soldiers take the appropriate steps to cease operations. If transferred to some other military or civilian organization, CAsoldiers take steps to orient the incoming organization to the activity or task, supervise the incoming organization in performing the activity ortask,transferthetask,andredeployasdirected. Regardless of the type of transition occurring, there are some fundamental principles and goals of transitioning to follow-on organizations,orindigenouspopulationsorinstitutions. Throughout all operations, CAplanners, functional specialists, and team members maintain continuity books that will orient new personnel to their routine tasks. Ideally, there will be an overlap period when mission handoff occurs between individuals and units. A continuity book facilitates a turnover of operations between outgoing and incoming personnel that is transparenttothesupportedorganization,agency,orpopulace. A well executed transition ensures that programs are sustainable; reflects well on the unit, the Army, and the United States;andtrulyhelpsthesupportedunitSecuretheVictory.

## Mission, Enemy, Terrain And Weather, Troops And Support Available Time Available, And Civil Considerations (Mett-Tc) Mission Analysis

Step 1.
Analyze the Order From Higher Headquarters
Step 2.
Conduct Initial Intelligence Preparation of the Battlefield (IPB)
Step 3.
Determine Specified, Implied, and Essential Tasks
Step 4.
Review Available Assets
Step 5.
Determine Constraints
Step 6.
Identify Critical Facts and Assumptions
Step 7.
Conduct Risk Assessment
Step 8.
Determine the Initial Commander's Critical Information Requirements (CCIR)
Step 9.
Determine the Initial Reconnaissance Annex
Step 10. Plan Use of Available Time Step 11. Write the Restated Mission Step 12. Conduct the Mission Analysis Briefing Step 13. Approve the Restated Mission Step 14. Develop the Initial Commander's Intent Step 15. Issue the Commander's Guidance Step 16. Issue a Warning Order Step 17. Review Facts and Assumptions

## Ca Operational Continuum

NOTE: Main effort shifts to military-to-civilian constructive engagements as military targets are defeated.

## Ca Operations:



Aresimultaneouswithcombatoperations.
Constructively engage the civil element of the
operationalenvironment.
Create success by transferring civil-military tasks to
indigenouscontrol.
Have concurrent strategic, operational, and tactical
consequences.
Leverage the latent potential of indigenous people and
their institutions with the international community
toward achieving a durable solution in the absence of
U.S.-ledforces.
Involves engaging key areas, structures, capabilities,
organizations,people,andeventsofcivilsociety.

## Civil Lines Of Operations

Civil lines of operation define the directional orientation of CA forces and military forces engaged in CMO in time and space as they relate to the civil sector of the AO. Lines of operations connect a series of decisive points that lead to the desired civil outcome.ACAor CMO mission may have a single or multiple linesofoperationsasdepictedabove.

(CLASSIFICATION)
(Change from oral orders, if any)
FRAGMENTARY ORDER
____
References:
(Mandatory) Reference the order being modified.

Time Zone Used Throughout the Order:
(Optional)

1. SITUATION.
(Mandatory) Include any changes to the existing order.
2. MISSION.
(Mandatory) List the new mission.
3. EXECUTION.
Intent:
(Optional)
a. Concept of operations.
(Mandatory)
b. Tasks to subordinate units.
(Mandatory)
c. Coordinating instructions.

(Mandatory) Include statement, "Current overlay remains in effect" or "See change 1 to Annex C, Operations Overlay." Mark changes to control measures on overlay or issue a new overlay.

4. SERVICE SUPPORT.

Include any changes to existing order or the statement,
"No change to OPORD xx."
5. COMMAND AND SIGNAL.

Include any changes to existing order or "No change to OPORD xx."
ACKNOWLEDGE:
(Mandatory)
(CLASSIFICATION)

## (Classification)

ANNEX
____
(CIVIL AFFAIRS)
TO
____
(CORPS/DIVISION/BRIGADE)
OPLAN (OPORD) NO ____
References: List those documents used to prepare this annex.

1 - CA Annex of higher headquarters. 2 - Relevant plans of participating civilian organizations. 3 - Relevant civilian agency operations guides and standards documents. 4 - Coordinated transition plans. 5 - International treaties and agreements. 6 - Operational CA database. 7 - Others, as applicable.

Task Organization. State the CA task organization for this mission. Identify CA elements and the units or organizations they support. Interagency Task Organization. Include elements such as liaison officers and the units or organizations they support. 1. SITUATION. State the general operational/tactical situation that will be discussed in the base plan and in other annexes. Describe here the general civil situation, in terms of CASCOPE, as analyzed in the CMO estimate.

a. CIVIL. List the major strengths and vulnerabilities of civil components of the AO and how they relate to the overall mission.

(1) Areas. Include the key aspects of the commander's battlespace, such as political boundaries, centers of government, open areas for possible temporary settlement, agricultural and mining regions, and other significant geographic and economic features.

(2) Structures. Include traditional high-payoff targets (HPTs) and structures such as cultural sites, facilities with practical applicationsjails and warehouses power plants, water purification plants, radio and TV antennas.

(3) Capabilities. List an ally's or an aggressor's ability to provide services; for example, policing, emergency medical services, temporary shelters, public administration, reestablishing industrial and agricultural capability.

(4) Organizations. List locations and meeting cycles of key international organizations and NGOs, for example, UNHCR, World Food Programme (WFP), Office of Foreign Disaster Assistance (OFDA), governing bodies, health services, legal and law enforcement, religious groups, fraternal groups, multinational corporations, and community watch organizations.

(5) People. Include key personnel and linkage to the population, all the civilians in and outside the AO, leaders, figureheads, clerics, subject matter experts (SMEs). For example, computer and communications specialists, sewage plant operator, and demobilized soldiers.

(6) Events. List cycles and seasons (harvest and planting seasons), significant weather events (floods), elections, school year, fiscal year, holidays (religious periods and traditional vacation time).

## (Classification) (Classification)

(7) Civil centers of gravity. List the one or two elements of the civil component that, when engaged, will result in a change that has a cascading impact on the entire civil system, resulting in furthering the achievement of stated objectives.

b. THREAT. State the actual/potential nonmilitary threats to the force and to mission accomplishment; for example, natural, man-made, and technological hazards; disease; dislocated civilians; criminals; time; and so on.

c. FRIENDLY FORCES.

(1) Outline CA plans of higher headquarters. (2) Outline CA plans of higher and adjacent units. (3) Identify CA- or civil-military- capable units in the AO and their missions.

d. ATTACHMENTS/DETACHMENTS. If not covered in task organization, list all military and nonmilitary organizations participating in CMOC operations and CA activities; for example, in support of reconnaissance and surveillance (R&S) plans, CA assets detached for liaison duties, and so on.

e. ASSUMPTIONS. (OPLAN only) State critical planning considerations and unknown conditions that must be confirmed by deliberate assessments. Include a statement describing the operational risks associated with not engaging the civil component of the AO through CMO. 2. MISSION. Provide short, understandable, and descriptive statement of CA activities required to support the basic plan; for example, CA unit conducts HNS support (or other CA missions to include: populace and resources control [PRC], humanitarian assistance, military-civic action, emergency services, support to civil administration) operations NLT (date-time group) vicinity objective (OBJ) ________ (or in AO _________) to (purpose of the CA activity or activities). 3. EXECUTION.

a. COMMANDER'S INTENT. State the commander's intent for CMO as found in the CMO estimate. This should include the relationship between the military force, civilian participants in the operation, and the indigenous populace, as well as a statement of the commander's desired effects before and after transition of CA activities and CMO to civil responsibility.

b. CONCEPT OF THE OPERATION. Provide a brief overview of the CA
activities, described in terms of lines of operations, by phase. This should include a discussion of civil-military objectives, civil decisive points, measures of effectiveness and transition for each line of operation, and a general timeline for the operation. Each line of operation will be discussed in greater detail in the appendixes.

(1) Phase I.

(a) Line of operation 1 (for example, PRC). (b) Line of operation 2 (for example, FNS). (c) Line of operation 3 (for example, HA). (d) Line of operation 4 (for example, CA activities, as needed).

(2) Phase II.

(a) Line of operation 1 (for example, PRC). (b) Line of operation 2 (for example, FNS).

## (Classification) (Classification)

(c) Line of operation 3 (for example, HA). (d) Line of operation 4 (other CA activities, as needed).

(3) Phase III. Additional phases, as per supported OPORD.

c. TASKS TO SUBORDINATE UNITS. List specific tasks assigned to the elements listed in the task organization and attachments/detachments subparagraphs of paragraph 1. This may include tasks to conduct deliberate assessments, report civil decisive points according to the R&S plans, evaluate measures of effectiveness, and others.

d. COORDINATING INSTRUCTIONS. Provide instructions and details of coordination that apply to two or more subordinate units not covered by standing operating procedure (SOP). This includes civil CCIR, policy statements, special reporting procedures, force protection guidance, effective time of attachments or detachments, references to annexes not mentioned elsewhere in the annex, coordinating authority, and so on. 4. SERVICE SUPPORT. Provide instructions and details concerning the service support relationship between the CA elements and their supported units, as well as any special operations support elements in the AO.

a. Administrative. b. Medical. c. Logistics. d. Maintenance.

5. COMMAND AND SIGNAL.

a. COMMAND. List command relationships, the location of the CA command post and/or CMOC, alternate locations of the CA command post and/or CMOC, and a succession of command within the CA unit structure. This may also include the location of the CA command post and/or CMOC of the next higher headquarters.

b. SIGNAL. List all pertinent communication information, including primary and alternate means of communicating with and among military organizations, as well as with and among participating civilian organizations. APPENDIXES: Include diagrams, synchronization matrices, civil overlays, and so on.

1 - Cultural Briefing. 2 - Populace and Resources Control Plan.

A - Dislocated Civilian Plan. B - Noncombatant Evacuation Plan.

3 - Humanitarian Assistance Plan. 4 - Emergency Services Plan. 5 - Military Civic Action Plan. 6 - Support to Civil Administration Plan. 7 - FNS Plan. 8 - Transfer of Authority Plan. 9 - Others, as required.

## (Classification) Determining Cmo Moes

"
"

The term
         measures of effectiveness,
                                  or MOEs, refers to
observable, quantifiable, subjective indicators that an activity
is proceeding along a desired path.Acommander uses MOEs to
determine how well or how poorly an operation is proceeding
in achieving the goals of the operation according to his mission
statement.

MOEs are a product of mission analysis. As the commander and his staff identify specified, implied, and critical tasks, they define what constitutes successful completion of each task. They decide how the MOEs will be identified, reported, and validated.

Appropriate.

Mission-Related.

Measurable.

Numerically Reasonable.

Sensitive.


CMO plannersshouldensurethatMOEs are
               MOEs should correlate to the audience
    objectives.
                  MOEs must correlate to the mission. If
    the mission expands, so should MOEs. Planners should
    tailor MOEs to address strategic, operational, and tactical
    levels.
               Quantitative MOEs reflect reality more
    accurately than nonquantitative MOEs, and hence, are
    generally the measure of choice when the situation
    permitstheiruse.
                         MOEs should be limited to the
    minimum required to effectively portray the relief
    environment. Planners should avoid establishing
    excessive MOEs; they become unmanageable or the
    collectioneffortsoutweighthevalue.
            MOEs should be sensitive to force performance
    andaccurately reflectchanges related to jointforceactions.


Useful. MOEs should detect situation changes quickly
enough to enable the commander to immediately and effectivelyrespond.


ExamplesofMOEs inCMO couldincludethefollowing:
Drops in mortality rates in the affected population below aspecifiedlevelperday. Increase in water available to each disaster victim per day to levels established for human consumption, to support sanitationmeasures,andforlivestockconsumption. Decrease the population of displaced persons in camps to a level sustainable by the affected country or non-U.S. military organizations.Another aspect of these MOEs are the increase in the number of persons per day returning to theirhomes. Decrease in incidence of disease to an acceptable or manageablelevel. Increase in the presence and capabilities of NGOs and internationalorganizations.



In addition to deciding what the MOEs are, CA/CMO planners mustdecidecertainaspectsabouteachone,forexample
Who will observe the MOEs? (For example, task a specificindividualorteam.) When will the MOEs be observed? (Are the MOEs eventdriven or time-driven? How often will the MOEs be tested?)
How will the MOEs be observed? (What method will be used to detect indicators? Direct observation or all-source analysis?) Where will the observation(s) be made? (For example, ground level, the CMOC, an all-source analysis center, or someotherlocation.)


Who will approve and validate achievement of the MOEs? What actions will be taken when the MOEs are
satisfactorilyachieved?Bywhom?

## Rapid Assesment Current As Of (Mm/Dd/Yy): 1. General

a. VillageName: b. Grid: c. Sector: d. Language:

## 2. Population

a. TotalPop: b. Families: c. Male: d. Female: e. Children: f. Refugees: g. RefugeeOrigin: h. Abroad:

## 3. Standard Ofliving(Generaldescriptionorpercentage)

a. Food:
b. Water: c. Shelter: d. Power: e. TV: f. Radio: g. Transportation:

## 4. Ethnic Composition Bypercent

a. b.

## 5. Politics

a. Parties: b. Representatives:

## 6. Emergencyservices

a. Police: b. Fire: c. Rescue: d. Militia:

## 7. Keypersons

a. Mayor: b. PoliceChief: c. MilitaryCommander:

## 8. Economics

a. Unemployed: b. Self-Employed: c. NatureofSelf-Employment: d. Employed: e. NatureofEmployment: f. Agriculture: g. Industry:

## 9. Lines Ofcommunication/Utilities

a. Communications: b. WaterSupply:
c. ElectricalSupply: d. RoadSystem: e. RailSystem: f. MedicalFacilities: g. EducationFacilities:

## 10.Observations: Force Protection

It is difficult to prevent threat forces from successfully attacking someone or something they really want. However, there are ways that CA soldiers can make themselves less desirable targets. CAsoldiers should not limit themselves to the following considerations when developing a sound force protection plan. As with any planning sequence, CA soldiers mustconsiderthe environment.

## Maintainalowprofile.


NOTE:


              CAsoldiers
Discourageveryimportantperson(VIP) treatment.
Limit the use of staff cars, or do not use them at all. If they
are used, the vehicle should blend in as much as possible
withthevehiclesusedbythelocalpopulation.
Avoidusingofficialordiplomaticlicenseplates.
Do not permanently affix decals required by the base or
Embassytothevehicle.
Drive themselves, which allows them to control
the routes, speed of travel, and pickup times.
      Personnel who have a driver or chauffeur are
consideredtobeimportant.
If required to have a bodyguard or escort, keep the
number to a minimum and make sure they blend in with
thelocalpopulation.
When their jobs require them to be interviewed or
photographed,downplaytheirimportance.

Controltheenvironment.


CAsoldiers
Whenever possible, use on-base facilities. These generally offer better security and are probably better equippedtodealwithhostileattacks.



Choose a hotel that employs security measures; for exam-
ple, guards, cameras,visitorsign-inrosters,andsoon.
Avoidstreet-levelrooms.
Are alert for anyone loitering or carrying objects that
couldconcealweapons.
Are familiar with the uniforms of local police, military,
fire department, emergency services, and hotel security.
Also know the proper procedures for obtaining their
services.

Selectaworking/meetingplace.



                       CAsoldiersensurethat
Theareahasreliablepolice,fire,andrescueservices.
The area does not have a high crime rate or any late-night
establishments.
The area has multiple routes to and from the
meeting/working place and not be located on narrow or
one-waystreets.
The building selected has high walls and fences. There
should be more then one gate to offer alternative ways in
andoutofthecompound.
Tall trees and shrubs serve as a screen to anyone trying to
observe the grounds, but shrubbery in the perimeter near
the building should be trimmed or removed to prevent
themfrombeingusedtoconcealintruders.
When possible, dogs monitor the building and
surrounding area. It does not matter whether the dog is big
orsmallaslongasitisloud.
Security guards and night watchmen monitor the building
andsurroundingarea.
Doors and windows are strong. Existing locks are
changedupontakingcontrolofthebuilding.


Whenpossible,doors andwindows shouldhavebars. EmployeesshouldbehiredfromapprovedEmbassylists. During a meeting, participants must not sit in direct line
withthewindows.
Meetingoutside oftheworkplace.


CAsoldiersensurethat
Themeetingplacehasatleasttwoexits. Whenever possible, a premeeting visit to the location should be made to become familiar with the layout of the buildingandroutes. Appointmentsarenotmadeinadvance. Buildingsusedhasonlyonefloor. Theinterioriswelllit.

Selecting the Interpreter.

USE OF INTERPRETERS

Native Speaker.

Social Status.

English Fluency.

An interpreter should be selected
basedonthefollowingcriteria:
The interpreter should be a native speaker
of the socially or geographically determined dialect. His speech, background, and mannerisms should be completely acceptable to the target audience so that no attention is given to the way he talks, only to what hesays.
In some situations and cultures, an
interpreter may be limited in his effectiveness with a target audience if his social standing is considerably lowerthanthatoftheaudience.
As a rule, if the interpreter understands
the CA soldier and the CA soldier understands the interpreter, the interpreter's command of English should
"
be satisfactory. The CA soldier can check that "understanding by asking the interpreter to paraphrase, in English, something the CA soldier has said and by restating the interpreter's comments to ensure correct interpretation.

Intellectual Intelligence.

The interpreter should be quick,
alert, and responsive to changing conditions and situations. He must be able to grasp complex concepts and discuss them without confusion in a reasonably logicalsequence.
Technical Ability.

"
"
In certain situations, the CA soldier
may need an interpreter with technical training or experience in special subject areas.This may be needed to translatethe"meaning"aswellasthe words.
Reliability.

The CAsoldier should beware of the potential
interpreter who arrives late for the interview. Throughout the world, the concept of time varies widely. In many less-developed countries, time is relatively unimportant. The CA soldier ensures the interpreter understands the military's preoccupationwithpunctuality.
Loyalty.

If the interpreter used is a local national, the CA
soldier may safely assume the interpreter's first loyalty is to the HN, or subgroup, not the U.S. military.The security implications are clear. The CA soldier must be very cautious in explaining concepts to give the interpreter a greater depth of understanding. Additionally, some
interpreters, for political or personal reasons, may have ulterior motives or a hidden agenda when they apply for theinterpretingjob.
Gender, Age, and Race.

Gender, age, and race have the
potential to seriously affect the mission. Since traditions, values, and biases vary from country to country, the CA
soldier must check with the in-country assets or area studiesforspecifictaboosorfavorablecharacteristics.

Compatibility.

The CA soldier and the interpreter will
work as a team. The target audience will quickly
recognize personality conflicts between the CA soldier
and his interpreter, which can undermine the effectivenessofthecommunicationeffort.
Conducting the Interview.

"
"

                           The CA soldier and interpreter
should avoid simultaneous translation; that is, they should not
talk at the same time.Although the CAsoldier's interpreter will
be doing some
                editing
                         as a function of the interpreting
process, it is imperative that he transmit the exact meaning
without additions or deletions. During an interview or lesson,
if questions are asked, the interpreter should immediately relay
them to the CA solider for an answer. Just as establishing
rapport with the interpreter is vitally important, establishing
rapport with an interview subject or target audience is equally
important.

Communication Techniques.

                          When speaking extem-
poraneously, the CA soldier should think about what he wants
to say. He should break down what he wants to say into logical
bits and give out a small piece at a time. The CAsoldier should
use short, simple words and sentences, which can be translated
quicklyandeasily.TheCAsoldiershould
    Limittheuse oftransitionalphrasesandqualifiers.


Keeptheentirepresentationassimpleaspossible.

AvoididiomaticEnglish.

Avoidatendencytowardflowerylanguage.

Avoidslangandcolloquialexpressions.



Do's and Don'ts. The following are some do's and don'ts to
considerwhenworkingwithaninterpreter.TheCAsoldier
    Positions the interpreter by his side (or even a step back).
    This will keep the subject or audience from shifting their
    attention or fixating on the interpreter and not on the CA
    soldier.
    Always looks at and talks directly to the subject or
    audience. Guards against the tendency to talk to the
    interpreter.
    Speaksslowlyandclearly.Repeatsasoftenasnecessary.
    Does not address the subject or audience in the third
    personthroughtheinterpreter.
    Speaks to the individual or group as if they understand
    English. Is enthusiastic and employs the gestures,
    movements, and voice intonations and inflections
    normallyusedforanEnglish-speakinggroup.
    Avoids side comments to the interpreter that are not
    expected to be translated. This tends to create the wrong
    atmosphereforcommunication.
    While the interpreter is translating and the subject or
    audienceis listening,avoidsdoinganythingdistracting.
    Periodically checks interpreter's accuracy, consistency,
    and clarity. Has another American, who is fluent enough
    inthelanguage,sitinonalessonorinterview.
    Checks
             with
                    audience
                              whenever
                                          he
                                              suspects
    misunderstandings,andclarifiesimmediately.
    After acquiring an effective interpreter, makes him feel
    like a valuable member of the team. Gives him
    recognition commensurate with the importance of his
    contribution.

## Setting Up A Meeting

It may be necessary to conduct periodic meetings with certain groups for specific recurring or sequential topics. Weekly meetings may be appropriate for planning operations, tracking progress, and managing projects. Monthly meetings provide a better chance to look at certain long-range or developmental subjectsingreaterdepth. Every meeting ought to be assigned to a single meeting coordinator. The meeting coordinator is responsible for the planning, coordination, and execution of the meeting. Depending on the circumstances and level of the meeting, the meeting coordinator may or may not also serve as the moderatorofthemeeting. Successful meetings require detailed planning, regardless of the location, circumstances, timing, or frequency. Successful planning requires the meeting coordinator to approach the task professionally and systematically. He must understand the purpose, expected outcome, and implications of the meeting. The more care taken in preparing and structuring the meeting, themorelikelytheoutcomeofthemeetingwillbefavorable.

PlanningtheMeeting.



              Themeetingcoordinatorshould
Determine the purpose of the meeting, the desired results
of the meeting, and implications of the meeting on
ongoingoperationsandinitiatives.
Make a list of the desired attendees. Identify individual
ranks, status, and protocol requirements. Identify
potential agenda items among the attendees that may
surfacebefore,during,orafterthemeeting.
Select an appropriate location. Consider security of the
site, clearance of routes, and if needed, travel passes.
Consider the neutrality of the location and the possible
messageitmaysendtoparticipantsandnonparticipants.



Invite the attendees and, when appropriate, confirm their attendance. Determine appropriate seating arrangements. Consider the number of participants, the rank and status of the
participants, the size and shape of the room, and local
cultureandcustoms. Consider local ceremonial customs, and ensure that the members of the U.S. or coalition party are aware of what will be expected of them in such ceremonies. (
Ceremony
maybeanimportantpartofsometypesofmeetings.)



| "   | "   | "   | "   |
|-----|-----|-----|-----|

Be familiar with other cultural idiosyncrasies, such as the exchanging of gifts before or after a meeting or how much
smalltalk isacceptablebefore jumpingintobusiness.
During theMeeting.


'


Themeetingmoderatorshould
Welcomeallparticipantsandallowforintroductions. Orient the participants to the layout of the meeting area, including locations of break areas, rest rooms, telephones, faxmachines,and otheradministrativesupport. Provide an overview of the purpose of the meeting and meeting objectives, relevant background information and assumptions, the time allotted for the meeting, and the expectedoutcomeatthemeeting s conclusion. Publish clear and concise ground rules for behavior. For example, participants must arrive on time, there should be no interruptions to take phone calls, topics not on the
agenda will be tabled for a follow-up meeting, and meeting organizers should always strive to finish the meeting on time. Other rules might include guidelines on sending proxies or on the need for confidentiality. Importantly, in a volatile environment, full constructive challenge, as opposed to destructive confrontation, shouldbeencouraged.



'

Propose and formalize an agenda that is agreeable to all parties. Designate an individual to enforce the agenda by keeping time or reminding participants when they are strayingfromtheapprovedtopics.
Designate an individual to perform as the official recorder
and note-taker, since it is almost impossible to effectively run a meeting and take thorough notes at the same time. Legal clerks from the Judge Advocate General (JAG) section,ifavailable,maybehelpful. Monitor the composition and skills of the attendees to confirmthattherightpeopleareattending. Provide the opportunity for people to be creative and spontaneous. Encouraging participation fosters a sense of common purpose and accomplishment. In some meetings, participants might not be vocal with their ideas. To obtain the feedback necessary to resolve issues, the meeting coordinator may have to extract the information byaskingdirectquestions. If necessary, break large groups into smaller working groups (no more than 10) to facilitate communication and participation. Use the last few minutes of a meeting to review the group s decisions, define the required next steps (if necessary), and assign due dates for each assignment. If follow-up action is necessary, it is important to be specific so that it is clearly understood which individual will
handleeachoutstandingtask.

After the Meeting.

                   The meeting coordinator or moderator
should produce a complete report consisting, at a minimum, of
thefollowing:
    Listofattendees.
    Copyoftheagenda.



A synopsis of all issues and discussions covered during the meeting, decisions made, agreements drafted, topics tabledforfuturemeetings,andfurtheractionstobetaken. Thedatesandsubjectsoffuturemeetings.

Aggression.

Conciliation.

Enthusiasm.

'
Interrogation.

Patience.

Sulking.

Withdrawal.


The meeting moderator must be aware of certain skills or
tactics that he, or another meeting participant may try to
employ to turn the meeting in his favor. The use of the
followingskillsortacticsaresituational-dependent:
                There is no place for angry aggression in
    meetings. Often, a well-timed apology can put even the
    most abusive attacker off guard and bring a situation back
    undercontrol.
                 Conciliation is usually the best way to
    defuseaggression.Conciliationmustbeusedsparingly.
                  Unlike aggression and conciliation,
    enthusiasm
                  is
                     encouraged.
                                   Enthusiasm
                                                 fosters
    participation by reinforcing the feeling that each
    participant s idea counts. The meeting moderator should,
    however, be wary of giving the impression of false
    enthusiasm.
                  Interrogation in the context of meetings
    means interrogative statements rather than making
    speeches.Asking pointed and relevant questions is often a
    moreeffectivemeansofpromotingcommunication.
              Patience allows one to listen to the arguments
    advancedbyallsideswithanopenmind.
             As with aggression and conciliation, sulking
    shouldbeusedsparingly.
                Withdrawing from a meeting is a tactic of
    lastresortandshouldbeusedmostsparinglyofall.

## Sof Negotiation Techniques

Recognizing a Negotiation Situation.

The difficulty every SOF soldier faces is having the maturity to recognize a situation that requires placing his inherent combat power aside and entering into a principled negotiation setting because of the commander's mission. Success criteria may include developing a trusting relationship to resolve disputes and incorporating solutions from the disputants rather than dictating a solution. Lasting conflict resolutions incorporate a solution that is arrived at jointly. Negotiations make thispossible.

Obstacles to Effective Negotiations.

                                   Think about the
communication difficulties that exist between people of the
same culture who have a common language. Negotiation
difficulties are compounded when the people involved are from
other cultures with different languages, requiring an
interpreter. Understanding the operational environment and all
thatitentailscanhelpSOF soldiersbebetterprepared.

Prepare, Prepare, Prepare.



                            Knowing the best alternative to
negotiated agreement (BATNA), or walk-away position, is
absolutely critical before entering into a negotiation situation.
Knowing the BATNA will enable SOF soldiers to recognize a
good deal. Of course, doing so is easier said than done. Having
only one issue to discuss
                          for example, moneyis not nearly
as complicated as when SOF soldiers must consider political or
otherintangiblecriteriaindeterminingtheBATNA.

one of possible agreement (ZOPA),

To determine the z consider the SOF BATNA and what is the possible BATNA of the other parties involved in the negotiation. The negotiating partners' BATNA may be derived either through direct information or data from other sources. Overlap between BATNAs could resultinaZOPA.

Claiming Value Versus Creating Value.

                                          Positions versus
interests, tangible versus. intangible, objective versus
subjectiveall are elements of claiming value versus creating
value. Claiming value is based upon negotiating for a piece of
pie that is only so big. To create value, negotiators seek to make
the pie (and ultimately what each receives) bigger. Creating
value is to understand what a person's interests are behind the
positionthatisbeingrepresentedatthebargainingtable.

Structure of Negotiations and the Tensions of That
Structure.

          Depending on the complexity of the negotiations,
the structure of that negotiation is compounded by all the
relationships that exist. Are SOF soldiers negotiating alone or
as part of a team? Are the relationships of the team defined?
Who on the team has the authority to make the deal, or does the
authority come from the chain of command? Will the chain of
command give the negotiators the needed latitude? What are
thenegotiatingteam's limits?

Defense Against Hard Bargaining.

                                   Are negotiators prepared
to defend against guerilla negotiations or negotiations by
intimidation? A known BATNA can help defend against
intimidation. No one can make a negotiator take a bad deal,
unless they point a gun at the negotiators, and at that point it is
nolongeranegotiation!

Don't Lose the War, Fighting to Win One Battle.

During the types of negotiations SOF soldiers must undertake, the relationship, whether it is long-term or not, may be more important to the commander's mission success than pressuring the local mayor for the best possible deal. Depending on the combatant commander's guidance, it may be more important to gain trust and favor than get the lowest price. These principled negotiations are not the "used car salesman" adversarial approach. When negotiators or their successors will see people again, it may be more important to nurture the relationship. Taking the SOF soldiers'natural competitive spirit for winning and relegating that to the back shelf to make these relationships work can be the hardest thing the SOF soldiers' government will ask them to do. Setting aside inherent combat power to negotiate is where the SOF soldiers' maturity and professionalism will show. These relationships can last a lifetime. As one 5th Special Forces Group captain found out, SOF soldiers may be negotiating with future friends or possibly theinterimprimeministerofAfghanistan!

## Ca Teams

These CA
Units
Provide These
CA Planning
Teams
These CA Units
To Provide Planning
Support
With Focus at
These
Levels of
Operation
Provide These
CA Planning Teams
To Provide Planning Support
With Focus at These
Levels of Operation
Unified Command
Unified Command
U.S. Central Command
U.S. European Command
U.S. Joint Forces Command
U.S. Pacific Command
U.S. Southern Command
U.S. Special Operations Command
Specified Command
CACOM
U.S. Army Forces Command
CA Plans,
Programs, and
Policy Team
U.S. Central Command
U.S. European Command
U.S. Joint Forces Command
U.S. Pacific Command
U.S. Southern Command
U.S. Special Operations Command
Strategic
Specified Command
CACOM
U.S. Army Forces Command
CA Plans,
Programs, and
Policy Team
Subunified Command
Strategic
CA
Planning Team B
Service Component HQ
U.S. Special Operations Command
Subunified Command
CA Brigade
CA
Planning Team B
Operational
Third U.S. Army
Eighth U.S. Army
Service Component HQ
U.S. Special Operations Command
CA Brigade
CA
Planning Team A
Operational
Third U.S. Army
Eighth U.S. Army
CA
Planning Team A
CA Team C
Corps
Joint Task Force
Theater Support Command
Tactical
CA Battalion
CA Team C
Corps
Joint Task Force
Theater Support Command
Tactical
CA Battalion
Corps Support Command
Area Support Group
CA Team B
Corps Support Command
Area Support Group
CA Team B
Division
Division
CA Battalion
(SO)
CA Team A
Brigade/Group
Brigade/Group
CA Battalion
(SO)
CA Team A
Battalion
Battalion
Active Army
Reserve Component
CA Battalion (SO)
Active Army
Reserve Component
CA Battalion (SO)

## Key Emergency Indicators

Crude Mortality Rate (CMR)
Normal rate among a settled population Emergency program under control Emergency program in serious trouble Emergency: out of control Major catastrophe
0.3 to 0.5/10,000/day <1/10,000/day >1/10,000/day >2/10,000/day >5/10,000/day
Normal rate among a settled population Emergency program under control Emergency program in serious trouble Emergency: out of control
1/10,000/day <2/10,000/day >2/10,000/day >4/10,000/day
Mortality Rate Among Children Under 5 Years Old (U5MR) Clean Water
Minimum survival allocation Minimum maintenance allocation
7 liters/person/day 15-20 liters/person/day
Food
2,100 kilocalorie/person/day
Minimum food requirement for a population totally dependent on food aid
Nutrition
Emergency level
>15% of the population under 5 years old below 80% weight for height Or >10% of the population under 5 years old below 80% weight for height together with aggravating factors; for example, epidemic of measles, crude mortality rate>1/10,000/day
Measles
Any reported cases 10% or more not immunized among ages 6 months to 5 years Any pattern of severe cases
Respiratory Infections Diarrhea
Protection from wind, rain, freezing temperatures, and direct sunlight are minimum requirements
Appropriate Shelter
Minimum shelter area Minimum total site area
3.5 square meters/person 30.0 square meters/person
Sanitation
Lack of organized excreta and waste disposal. Less than 1 latrine cubicle per 100 persons

Calculating the Mortality Rate The chief indicator of an actual emergency is an accelerated mortality. In all cases, deaths should be reported as total number and as a rate since population sizes will vary considerably depending on the nature of the emergency. The presentation of the number of deaths as rate will make comparison to existing norms possible regardless of the number of people considered in the group. An example of how to calculate the death rate follows:

= Deaths/10,000
Number of Deaths x 10,000
Days Counted x Total Population

For example, if 21 people have died in one week in a total population of 5,000, then the death rate for that situation would be:

= 6/10,000/Day
21 (Deaths) x 10,000
7 Days x 5,000 (Total Population)

## Comparison Of Sphere And Unhcr Standards And Indicators (February 2001)

| TOPIC AREA/ISSUE                           | SPHERE PROJECT                           |
|--------------------------------------------|------------------------------------------|
| WATER                                      |                                          |
| Quantity                                   |                                          |
| 15 liters per person per day               |                                          |
| collected                                  |                                          |
| 15 liters per person per day; absolute     |                                          |
| minimum for short-term survival is 7       |                                          |
| liters per person per day                  |                                          |
| System/Delivery                            | Taps provide flow rate of at least       |
| 0.125 liters per second                    |                                          |
| At least one water point per 250           |                                          |
| people                                     |                                          |
| At least one tap per 80100 refugees       |                                          |
| and no more than 200 refugees per          |                                          |
| handpump or per well with one rope         |                                          |
| and bucket                                 |                                          |
| Quality                                    | No more than 10 faecal coliforms         |
| per 100 milliliters at point of delivery   |                                          |
| 1 10 faecal coliforms per 100 milliliters  |                                          |
| is reasonable quantity                     |                                          |
| -                                          |                                          |
| -                                          |                                          |
| Residual-free chlorine at tap is 0.2 0.5   |                                          |
| milligrams per liter at distribution point |                                          |
| -                                          | For piped systems, residual-free         |
| chlorine at tap is 0.2 0.5 milligrams      |                                          |
| per liter and turbidity is less than 5     |                                          |
| nephelometric turbidity units (NTUs)       |                                          |
| Dissolved solids no more than              |                                          |
| 1,000 milligrams per liter                 |                                          |
| HYGIENE - SANITATION                       |                                          |
| Soap                                       |                                          |
| 250 grams of soap per person per           |                                          |
| month                                      |                                          |
| 1 washing basin per 100 people             |                                          |
| Laundry                                    |                                          |
| Maximum 20 people per toilet               |                                          |
| Toilets/Latrines                           |                                          |
| 1 latrine per family; second option, 1     |                                          |
| per 20 persons; or third option, 1 per     |                                          |
| 100 persons or defecation field            |                                          |
| 100 containers at 1 per 10 families        |                                          |
| 100 containers at 1 per 50 families        |                                          |
| Refuse Bins                                |                                          |
| Refuse Pits                                |                                          |
| 1 pit 2 meters x 5 meters x 2 meters       |                                          |
| deep per 500 persons                       |                                          |
| No shelter farther than 15 meters          |                                          |
| from container or 100 meters from          |                                          |
| communal refuse pits                       |                                          |
| CAMP SITE PLANNING                         |                                          |
| Gross Area                                 |                                          |
| 45 square meters per person                |                                          |
| (inclusive of all uses except              |                                          |
| agriculture or garden)                     |                                          |
| 30 square meters per person (inclusive     |                                          |
| of all uses except agriculture or garden   |                                          |
| space)                                     |                                          |
| Dimensions/Distances                       |                                          |
| Maximum distance between shelter           |                                          |
| and toilets is 50 meters                   |                                          |
| Maximum distance between shelter and       |                                          |
| toilets is 50 meters                       |                                          |
| Firebreaks                                 | 30 meters per every 300 meters of built- |
| up area                                    |                                          |
| 2 meters between shelters, 6 meters        |                                          |
| between clusters of shelters, 15           |                                          |
| meters between blocks of clusters          |                                          |
| Distance Between                           |                                          |
| Wells/Springs and Latrines                 |                                          |
| Latrines farther than 30 meters of         |                                          |
| built-up area                              |                                          |
| Latrines farther than 30 meters from       |                                          |
| ground water sources and 1.5               |                                          |
| meters above water table                   |                                          |
| Maximum distance from shelter to           |                                          |
| water supply is 500 meters                 |                                          |

## Comparison Of Sphere And Unhcr Standards And Indicators (Continued)

SPHERE PROJECT
TOPIC AREA/ISSUE
UNHCR EMERGENCY HANDBOOK
CAMP SITE PLANNING (Continued)
Elevation/Drainage
3 meters above high water table

2 4% gradient (ideal) and not more than 7% without extensive site engineering
SHELTER
Shelter Area
3.5 4.5 square meters covered area per person

3.5 square meters covered area per person in tropical climates 4.5 5.5 square meters covered area per person in cold or urban situations

Plastic Sheeting for Temporary Shelter
4 meters x 6 meters sheet per household of 5 people (to meet UNHCR material specifications)
4 meters x 5 meters reinforced plastic tarpaulins in sheets with aluminum eyelets all four sides
FOOD/NUTRITION
Calories
2,100 kilocaloiriess per day (initial planning figure)
2,100 kilocalories per day (initial planning figure to be modified based on through demographic analysis of population
Makeup
10 12% total energy from protein 17% total energy from fat

1012% total energy from protein 17% total energy from fat
HEALTH Excessive Mortality
1 per 10,000 per day CMR


0.3 to 0.5/10,000/day <1/10,000 day


Normal rate among a settled population Emergency program under control
CMR
1 per 10,000 per day CMR
>1/10,000/day


>2/10,000/day


>5/10,000/day


Emergency program in serious trouble Emergency: out of control Major catastrophe
U5MR
2 per 10,000 per day under 5 CMR
1/10,000/day


<2/10,000/day


>2/10,000/day


>4/10,000/day


Normal rate
among a settled
population Emergency program under control Emergency program in serious trouble Emergency: out of control

## Comparison Of Sphere And Unhcr Standards And Indicators (Continued)

| TOPIC AREA/ISSUE                            | UNHCR EMERGENCY HANDBOOK            | SPHERE PROJECT   |
|---------------------------------------------|-------------------------------------|------------------|
| HEALTH (Continued)                          |                                     |                  |
| Measles Vaccination                         |                                     |                  |
| Coverage                                    |                                     |                  |
| 95% of all children 6 months 12             |                                     |                  |
| years                                       |                                     |                  |
| -                                           | UNHCR advocates the immunization of |                  |
| all children from 6 months up to 12 or      |                                     |                  |
| even 15 years (rather than the more         |                                     |                  |
| usual 5 years) because of the               |                                     |                  |
| increased risk from the living conditions   |                                     |                  |
| in refugee emergencies.                     |                                     |                  |
| As an emergency indicator, any              |                                     |                  |
| reported cases of 10% or more               |                                     |                  |
| unimmunized among ages 6 months to          |                                     |                  |
| 5 years.                                    |                                     |                  |
| Measles Vaccination                         |                                     |                  |
| Coverage                                    |                                     |                  |
| Measles vaccine needs = 140% of             |                                     |                  |
| target group (15% waste, 25%                |                                     |                  |
| stockpile)                                  |                                     |                  |
| Medical Staff                               |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
| 1 home visitor for each                     |                                     |                  |
| 5001,000 population                        |                                     |                  |
| 1 traditional birth attendant for           |                                     |                  |
| each 2,000                                  |                                     |                  |
|                                            |                                     |                  |
| 1 supervisor for each 10 home               |                                     |                  |
| visitors                                    |                                     |                  |
| 1 senior supervisor                         |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
| 1 peripheral health facility for            |                                     |                  |
| each 10,000 population                      |                                     |                  |
|                                            |                                     |                  |
| 1 central health facility for each          |                                     |                  |
| 10,000 population                           |                                     |                  |
| Approximate staffing levels for refugee     |                                     |                  |
| health and sanitation services for a        |                                     |                  |
| population of 1020,000:                    |                                     |                  |
| Community health workers: 1020             |                                     |                  |
| Traditional birth attendant: 610           |                                     |                  |
| Public health nurse: 1                      |                                     |                  |
| Clinic nurse midwives: 34                  |                                     |                  |
| Doctor/medical assistants: 13              |                                     |                  |
| Pharmacy attendant: 1                       |                                     |                  |
| Laboratory technician: 1                    |                                     |                  |
| Dressers/assistants: 10                     |                                     |                  |
| Sanitarians: 24                            |                                     |                  |
| Sanitation assistants: 20                   |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
| NONFOOD ITEMS (Domestic Needs)              |                                     |                  |
| Water Containers                            |                                     |                  |
| -                                           |                                     |                  |
| Ability to transport 10 liters, and ability |                                     |                  |
| to store 20 liters per 5-person             |                                     |                  |
| household                                   |                                     |                  |
| 2 vessels 10 20-liter for collecting        |                                     |                  |
| plus 1 20-liter vessel for water            |                                     |                  |
| storage, narrow necks and covers            |                                     |                  |
| Eating Utensils                             |                                     |                  |
| 1 cooking pot with lid                      |                                     |                  |
| 1 basin                                     |                                     |                  |
| 1 kitchen knife                             |                                     |                  |
| 2 wooden spoons                             |                                     |                  |
| 1 plate per person                          |                                     |                  |
| 1 spoon per person                          |                                     |                  |
| 1 mug per person                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
|                                            |                                     |                  |
| PROTECTION AND SECURITY                     |                                     |                  |
| A reasonable distance                       | 50 kilometers from threat (border?) | Location         |

## Risk Assessment Matrix Comparison Of Agency Organizational Structures

1.

The geographic combatant commander, within the context of unified action, may function at both the strategic and operational levels in synchronizing the application of all instruments of national power in time, space, and purpose with the actions of other military forces, United States Government Agencies (USG) agencies, NGOs, regional and international organizations, and corporations toward theater strategic objectives. 2. 3.

The Ambassador and Embassy staff, which includes the Country Team, function at both the operational and tactical levels by supporting joint operation planning conducted by a geographic combatant commander or CJTF.

Liaisons at the operational level may include the foreign policy advisor (FPA) or political advisor (POLAD)
assigned to the geographic combatant commander by the Department of State, the CIA liaison officer, or any specifically assigned person. Other USG agencies do not have a similar counterpart to the geographic combatant commander.

The FCO, DCO, and SCO and their staffs are the primary coordinators for domestic support operations.

4. 5. 6. 7.

The CJTF coordinates the actions of other military forces, USG agencies, NGOs, regional and international organizations, and corporations toward theater operational objectives.

The Special Representative to the UN Secretary General may function at both the operational and tactical levels. USAID's OFDA provides its rapidly deployable DART in response to international disasters. A DART provides specialists, trained in a variety of disaster relief skills, to assist U.S. Embassies and USAID missions with the management of USG response to disasters.

## Property Control

Property control (a specific CA function) serves to protect property within established limits and to preserve negotiable assets and resources. It is based on a uniform and orderly systemforthecustodyandcontrolofproperty. There are four basic categories of property subject to property control: public movable, public immovable, private movable, and private immovable. Public property refers to government-owned property versus that owned by private individuals. Immovable property consists of real estate and land and those structures and property permanently fixed to the land (also known as fixtures). Houses and other buildings qualifyasimmovableproperty. The powers a military commander may exercise over property in enemy territory may be broadly classified as destruction, confiscation,seizure,requisition,andcontrol. Destruction.

Destruction is the partial or total damage of property. With the exception of medical equipment and stores, property of any type or ownership may be destroyed if the destruction is necessary to or results from military operations either during or preparing to combat. No payment is required. Destruction is forbidden except where there is some reasonable connection between the destruction of the property and overcomingenemyforces. Confiscation.

Confiscation is the taking of enemy public movable property without obligation to compensate the state to which it belongs. The term applies only to public property because the Hague Rules (Article 46) specifically forbid the confiscation of private property andArticle 55 only permits the occupant to act as a usufructuary for public immovable property. Private property taken on the field of battle that was used by the troops to further the fighting is also subject to confiscation on the theory that it has forfeited its right to be treated as private property. Otherwise, the confiscation of public movable property is generally limited to that property withdirectorindirectmilitaryuse.

Seizure.

Seizure is the taking of certain types of enemy private movable property for use by the capturing state. Title does not pass to the occupying power. Such use is limited to the needs of the occupying force, but may be employed outside as well as within the occupied territory. Payment or compensation is normally made at the time a peace treaty is signed or hostilities end. Requisition.

A requisition is the act of taking private enemy movable or immovable property for the needs of the army of occupation. It differs from seizure in three basic respects. First, the items taken may be used only in the occupied territory; second, private immovable and private movable property may be seized; and third, the owners are to be compensated as soon as possible (without having to wait for the occupation to end or fortherestorationofpeace). Control.

Property within occupied territory may be controlled by the occupant to the degree necessary to prevent its use by (or for the benefit of) hostile forces or in any manner harmful to the occupant. As a general principle of international law, the occupation commander is required to maintain public order. Included within this general mandate is the requirement for the occupation force to take control of and protect abandoned property, to safeguard banks, and ensure looting, blackmarketing,andso ondonotgetoutofhand.

The Law of Land Warfare

FM 27-10,
                              , paragraph 394 c, property
whose ownership is in question should be treated as public
property until its ownership is ascertained. Religious buildings

and shrines are to be respected and treated as private property. Similarly, hospitals enjoy a protected status under international law, but may be used in a manner consistent with their humanitarian purposes. The property of municipalities is affordedthesametreatmentasprivateproperty.

Wear and Appearance of Army Uniforms and Insignia

 UNIFORM AND PERSONAL EQUIPMENT
         CONSIDERATIONS
AR 670-1,
    , prescribes Department of the Army policy for proper
wear and appearance ofArmy uniforms. The proponent for this
regulation, Deputy Chief of Staff, G1, has the authority to
approve exceptions to the regulation that are consistent with
controlling law and regulations. The proponent may delegate
this authority in writing to an individual within the proponent
agency who holds the grade of colonel or above. CA soldiers
operate worldwide across the range of military operations. The
uniform worn and personal equipment carried are influenced
by operational and environmental considerations, force
protection, civil-military relationship management, and

credibility management. These factors do not always support oneanotherandareoften mutually exclusive.



## Nine-Line Medical Evacuation (Medevac) Format Nine-Line Medevac Format (Continued)

| EXPLANATION                                                             | LINE                  |
|-------------------------------------------------------------------------|-----------------------|
| OBTAINED                                                                |                       |
| 3                                                                       | Number of             |
| patients by                                                             |                       |
| precedence.                                                             |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| patients                                                                |                       |
| Report only applicable information, and encrypt the codes.              |                       |
| A                                                                       | Urgent.              |
| BUrgent-surgery.                                                       |                       |
| CPriority.                                                             |                       |
| DRoutine.                                                              |                       |
| EConvenience.                                                          |                       |
| If two or more categories must be reported in the same request, insert  |                       |
| the word "BREAK" between each category.                                 |                       |
| 4                                                                       | Special               |
| equipment                                                               |                       |
| required.                                                               |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| patients/                                                               |                       |
| situation                                                               |                       |
| Encrypt the appropriate brevity code(s):                                |                       |
| A - None.                                                               |                       |
| B - Hoist.                                                              |                       |
| C - Extraction equipment.                                               |                       |
| D - Ventilator.                                                         |                       |
| 5                                                                       | Number of             |
| patients by                                                             |                       |
| type.                                                                   |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| patients                                                                |                       |
| Report only applicable information and encrypt the brevity code. If     |                       |
| requesting MEDEVAC for both types, insert the word "BREAK" between      |                       |
| the litter entry and ambulatory entry.                                  |                       |
| L + # of PNT                                                            | Litter.               |
| A + # of PNT                                                            | Ambulatory (sitting). |
| -                                                                       |                       |
| -                                                                       |                       |
| 6                                                                       | Security of           |
| pickup site                                                             |                       |
| .                                                                       |                       |
| (wartime)                                                               |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| situation                                                               |                       |
| N - No enemy troops in area.                                            |                       |
| P - Possibly enemy troops in area (approach with caution).              |                       |
| E - Enemy troops in area (approach with caution).                       |                       |
| X - Enemy troops in area (armed escort required).                       |                       |
| Specific information regarding patient wounds by type (gunshot or       |                       |
| shrapnel). Report serious bleeding, along with patient blood type,      |                       |
| if known.                                                               |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| patients                                                                |                       |
| 6                                                                       | Number and            |
| type of                                                                 |                       |
| wound, injury,                                                          |                       |
| or illness                                                              |                       |
| (peacetime)                                                             | .                     |
| 7                                                                       | Method of             |
| marking                                                                 |                       |
| pickup site.                                                            |                       |
| Based on                                                                |                       |
| situation and                                                           |                       |
| availability of                                                         |                       |
| materials                                                               |                       |
| Encrypt the appropriate brevity code(s):                                |                       |
| A - Panels.                                                             |                       |
| B - Pyrotechnic signal.                                                 |                       |
| C - Smoke signal.                                                       |                       |
| D - None.                                                               |                       |
| E - Other.                                                              |                       |
| 8                                                                       | Patient's             |
| nationality                                                             |                       |
| and status.                                                             |                       |
| From                                                                    |                       |
| evaluation of                                                           |                       |
| patients                                                                |                       |
| The number of patients in each category need not be transmitted.        |                       |
| Encrypt only the appropriate brevity code(s):                           |                       |
| A - U.S. military.                                                      |                       |
| B - U.S. civilian.                                                      |                       |
| C - Non-U.S. military.                                                  |                       |
| D - Non-U.S. civilian.                                                  |                       |
| E - Enemy prisoner of war.                                              |                       |
| From situation                                                          |                       |
| Include this line only when applicable. Encrypt the appropriate brevity |                       |
| codes:                                                                  |                       |
| N - Nuclear.                                                            |                       |
| B - Biological.                                                         |                       |
| C - Chemical.                                                           |                       |
| 9                                                                       | Nuclear,              |
| biological,                                                             |                       |
| and chemical                                                            |                       |
| (NBC)                                                                   |                       |
| contamination                                                           |                       |
| (wartime)                                                               | .                     |
| From area                                                               |                       |
| survey                                                                  |                       |
| Includes details of terrain features in and around proposed landing     |                       |
| site. If possible, describe relationship of site to prominent terrain   |                       |
| feature (lake, mountain, tower).                                        |                       |
TO CHANGE
TO
MULTIPLY BY
TO CHANGE
TO
MULTIPLY BY
0.007062
Newton-meters
2.540
Centimeters
Inches
Ounce-inches
3.94
Inches
0.305
Meters
Feet
Centimeters
3.280
Feet
0.914
Meters
Yards
Meters
1.094
Yards
1.609
Kilometers
Miles
Meters
0.621
Miles
6.451
Square inches
Kilometers
Square
centimeters
0.155
Square inches
0.093
Square meters
Square feet
Square
centimeters
10.76
Square feet
0.836
Square meters
Square yards
Square meters
1.196
Square yards
2.590
Square miles
Square meters
Square
kilometers
0.386
Square miles
0.405
Acres
Square
hectometers
Square
kilometers
2.471
Acres
0.028
Cubic meters
Cubic feet
Square
hectometers
Cubic yards
35.315
Cubic feet
0.765
Cubic meters
Cubic meters
Fluid ounces
1.308
Cubic yards
29.573
Milimeters
Cubic meters
Pints
0.034
Fluid ounces
0.473
Liters
Milimeters
Quarts
2.113
Pints
0.946
Liters
Liters
Gallons
1.057
Quarts
3.785
Liters
Liters
Ounces
0.264
Gallons
28.349
Grams
Liters
Pounds
0.035
Ounces
Kilograms
0.454
Grams
Short tons
2.205
Pounds
Metric tons
0.907
Kilograms
Pounds-feet
1.102
Short tons
Newton-meters
1.356
Metric tons
Pounds-inches
Nautical Miles
Newton-meters
0.11296
Kilometers
1.852

## Weight, Measures, And Conversion Tables (Continued) Statute Miles To Kilometers And Nautical Miles

STATUTE MILES
KILOMETERS
NAUTICAL
MILES
STATUTE MILES
KILOMETERS
NAUTICAL
MILES
52.14
96.60
0.869
1.61
1
60
60.83
112.70
1.74
3.22
2
70
69.52
128.80
2.61
4.83
3
80
78.21
144.90
3.48
6.44
4
90
86.92
161.00
4.35
8.05
5
100
6
200
9.66
5.21
322.00
173.80
260.70
483.00
6.08
11.27
7
300
347.60
644.00
6.95
12.88
8
400
434.50
805.00
7.82
14.49
9
500
521.40
966.00
8.69
16.10
10
600
20
608.30
1127.00
17.38
32.20
700
30
695.20
1288.00
26.07
48.30
800
40
782.10
1449.00
34.76
64.40
900
50
869.00
1610.00
43.45
80.50
1000

## Kilometers To Statute And Nautical Miles

| KILOMETERS   | STATUTE MILES   | NAUTICAL   |
|--------------|-----------------|------------|
| MILES        |                 |            |
| KILOMETERS   | STATUTE MILES   | NAUTICAL   |
| MILES        |                 |            |
| 32.38        |                 |            |
| 37.28        |                 |            |
| 0.54         |                 |            |
| 0.62         |                 |            |
| 1            |                 |            |
| 60           |                 |            |
| 37.77        |                 |            |
| 43.50        |                 |            |
| 1.08         |                 |            |
| 1.24         |                 |            |
| 2            |                 |            |
| 70           |                 |            |
| 43.17        |                 |            |
| 49.71        |                 |            |
| 1.62         |                 |            |
| 1.86         |                 |            |
| 3            |                 |            |
| 80           |                 |            |
| 48.56        |                 |            |
| 55.93        |                 |            |
| 2.16         |                 |            |
| 2.49         |                 |            |
| 4            |                 |            |
| 90           |                 |            |
| 53.96        |                 |            |
| 62.14        |                 |            |
| 2.70         |                 |            |
| 3.11         |                 |            |
| 5            |                 |            |
| 100          |                 |            |
| 6            | 200             | 3.73       |
| 161.88       |                 |            |
| 186.42       |                 |            |
| 3.78         |                 |            |
| 4.35         |                 |            |
| 7            |                 |            |
| 300          |                 |            |
| 215.84       |                 |            |
| 248.56       |                 |            |
| 4.32         |                 |            |
| 4.97         |                 |            |
| 8            |                 |            |
| 400          |                 |            |
| 269.80       |                 |            |
| 310.70       |                 |            |
| 4.86         |                 |            |
| 5.59         |                 |            |
| 9            |                 |            |
| 500          |                 |            |
| 323.76       |                 |            |
| 372.84       |                 |            |
| 5.40         |                 |            |
| 6.21         |                 |            |
| 10           |                 |            |
| 600          |                 |            |
| 20           |                 |            |
| 377.72       |                 |            |
| 434.98       |                 |            |
| 10.79        |                 |            |
| 12.43        |                 |            |
| 700          |                 |            |
| 30           |                 |            |
| 431.68       |                 |            |
| 497.12       |                 |            |
| 16.19        |                 |            |
| 18.64        |                 |            |
| 800          |                 |            |
| 40           |                 |            |
| 485.64       |                 |            |
| 559.26       |                 |            |
| 21.58        |                 |            |
| 24.86        |                 |            |
| 900          |                 |            |
| 50           |                 |            |
| 539.60       |                 |            |
| 621.40       |                 |            |
| 26.98        |                 |            |
| 31.07        |                 |            |
| 1000         |                 |            |

## International Protective Symbols

MEANING
REFERENCES

FM 27-10, Paragraph 238, page 95. DA Pamphlet 27-1,

A red cross on a white background, formed by reversing the flag of Switzerland
Treaties Governing Land Warfare,
Chapter 4,
Article 38, page 37. DA Pamphlet 27-161-2;

A red crescent moon, with the horns facing right. The horns may or may not touch.
International Law, Volume II;
These are the symbols of protected medical facilities and personnel. The symbol may be used on building, on armbands, on vehicles and aircraft, and on ID cards. The Red Cross is used by most of the world's armed forces. A red crescent is used by Muslim nations. Persons and places marked with a medical symbol are protected form attack as long as they are used solely for medical purposes.
Chapter 4,
Section I, Paragraph E, page 111. Training Circular 27-10-1;

A red star of David (Magen David), formed by interlocking two red triangles.
Selective Problems in the Law of War;
Section II,
Problem I, page 7.
FM 27-10, Chapter 2, Section II, Article 46a, page 21.
The marking for protected cultural, historic, educational, and religious buildings. The protection is from coastal naval bombardment.
Square or rectangle sign, the upper triangle black, the lower triangle white.
Training Circular 27-10-1, Section II, Problem 35, page 54.
The marking for protected cultural, historic, educational, and religious buildings. One shield may be on an armband or ID card.
Three blue and white shields of royal blue and white, set two up and one below.
civilian
A royal blue triangle on a bright orange background.
GP I/Protocol I Protocol additional to The Geneva Conventions of 1945 (not ratified by United States)
Civil Defense facilities and Civil Defense personnel. The symbol may mark
bomb shelters
and may be on armbands and ID cards. Works or installations containing dangerous forces. Used to mark reactors, chemical plants, dams, and so on. Not a protective symbol.
GP I/Protocol I Protocol additional to The Geneva Conventions of 1945 (not ratified by United States)
Three bright orange circles of equal size, on line, and spaced one radius apart.