## Magtf Interorganizational Coordination U.S. Marine Corps

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

Headquarters United States Marine Corps Washington, D.C. 20350-3000

# Change 1 To Mctp 3-03C Magtf Interorganizational Coordination

1. This publication has been edited to ensure gender neutrality of all applicable and appropriate terms, except those terms governed by higher authority. No other content has been affected. 2. File this transmittal sheet in the front of this publication. Reviewed and approved this date. BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS
Lieutenant General, U.S. Marine Corps Deputy Commandant for Combat Development and Integration Publication Control Numbers: Publication: 147 000019 00 Change: 147 000019 01
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## Erratum

# To

## Mcrp 3-36B Magtf Interorganizational Coordination

1. Change all instances of MCRP 3-36B, *MAGTF Interorganizational Coordination*, to MCTP 3-03C, *MAGTF Interorganizational Coordination.*

2. Change PCN 144 000210 00 to PCN 147 000019 00.
 3. File this transmittal sheet in the front of this publication.

This Page Intentionally Left Blank DEPARTMENT OF THE NAVY
Headquarters United States Marine Corps Washington, D.C. 20350-3000

## Foreword

Marine Corps Reference Publication 3-36B, *MAGTF Interorganizational Coordination*, is designed to assist Marines at every level in coordinating with United States governmental agencies, intergovernmental organizations, and nongovernmental organizations, as well as commercial entities that may be required to achieve national objectives in today's complex operational environments. This reference publication underscores the importance of pursuing the unity of effort needed for success in contingency operations that require interoperability with a host of organizations that are not part of Marines' formal chain of command. The intent of this publication is to provide Marines with the basics necessary to integrate MAGTF operations with the other instruments of national power. As other Marine Corps publications provide insight into the understanding of "combined arms," Marine Corps Reference Publication 3-36B serves as a guide for the understanding of the "combined tools" of interorganizational partners. The most important features of this publication are the information leads, which can be expanded by any Marine using a computer and an Internet search engine. This publication provides the foundation for Marine Corps interaction with its interorganizational partners. It is imperative that commanders, leaders, and planners at all levels become familiar with this reference publication as future military operations will increasingly demand interorganizational coordination and interoperability.

Reviewed and approved this date. BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS
Deputy Commandant for Combat Development and Integration Publication Control Number: 144 000210 00 DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited This Page Intentionally Left Blank

## Table Of Contents Chapter 1. Overview

Purpose . . . . . . . . 1-1 Policy . . . . . . . . 1-1 Range of Military Operations. . . . . . . . . 1-1 Unified Action and Unity of Effort  . . . . . . . . 1-2 Comprehensive Approach  . . . . . . . . 1-2 Whole of Government Approach . . . . . . . . 1-3 The Joint Force Commander  . . . . . . . . 1-3 The Marine Air-Ground Task Force Commander . . . . . . . . 1-4
Civil-Military Operations . . . . . . . . 1-4

## Chapter 2. Interorganizational Planning Considerations

Domestic Considerations . . . . . . . . 2-1
Homeland Security Council . . . . . . . . 2-1 Geographic Combatant Commanders and Chairman of the Joint
Chiefs of Staff. . . . . . . . . 2-1
Federal Emergency Management Agency . . . . . . . . 2-3
Foreign Considerations. . . . . . . . . 2-3
Department of Defense Role in the National Security
Council System. . . . . . . . . 2-3
The Country Team . . . . . . . . 2-3 Geographic Combatant Commanders. . . . . . . . . 2-3
Authorities  . . . . . . . . 2-4 Assessment . . . . . . . . 2-4
Initial Assessment. . . . . . . . . 2-4 Assessment Frameworks  . . . . . . . . 2-5
Transitions  . . . . . . . . 2-5 Interorganizational Planning Challenges . . . . . . . . 2-5
Geographic Focus. . . . . . . . . 2-6 Organizational Understanding . . . . . . . . 2-6 Resources . . . . . . . . 2-6 Interagency Framework . . . . . . . . 2-6 Timelines  . . . . . . . . 2-6 Terminology . . . . . . . . 2-6 Information Sharing . . . . . . . . 2-6 Communication  . . . . . . . . 2-7
Mission Essential Tasks Requiring Interorganizational Coordination. . . . . 2-7
Populace and Resources Control  . . . . . . . . 2-7 Foreign Humanitarian Assistance. . . . . . . . . 2-8 Nation Assistance . . . . . . . . 2-8 Civil Information Management  . . . . . . . . 2-8 Support to Civil Administration . . . . . . . . 2-9
Interorganizational Planning Considerations . . . . . . . . 2-9
Problem Framing. . . . . . . . . 2-9 Course of Action Development. . . . . . . . . 2-10 Course of Action Wargaming . . . . . . . . 2-10

## Chapter 3. Interorganizational Coordination Resources And Enablers

Assessment Models. . . . . . . . . 3-1
Interagency Conflict Assessment Framework  . . . . . . . . 3-1
Stability Assessment Framework . . . . . . . . 3-2
Interagency Security Sector Assessment Framework. . . . . . . . . 3-2
Maritime Security Sector Reform Guide  . . . . . . . . 3-2 Progress in Conflict Environments . . . . . . . . 3-2
Other Models. . . . . . . . . 3-3
Civil Affairs Structure. . . . . . . . . 3-3 Civil-Military Operations Center . . . . . . . . 3-3 Defense Support to Civil Authorities Handbook  . . . . . . . . 3-4 Doctrine. . . . . . . . . 3-4
Joint Publication 3-07, *Stability Operations*. . . . . . . . . 3-4 Joint Publication 3-08, Interorganizational Coordination During
Joint Operations . . . . . . . . 3-4
Marine Corps Interim Publication 3-33.02, Maritime Stability
Operations. . . . . . . . . 3-4
Marine Corps Warfighting Publication 3-33.1, Marine Air-Ground
Task Force Civil-Military Operations  . . . . . . . . 3-5
Marine Corps Warfighting Publication 3-33.5, Insurgencies and
Countering Insurgencies. . . . . . . . . 3-5
Intelink  . . . . . . . . 3-5 Joint Interagency Coordination Group . . . . . . . . 3-5 Planning Resources. . . . . . . . . 3-6
Department of State  . . . . . . . . 3-6 United States Agency for International Development  . . . . . . . . 3-7
Diplomacy, Development, and Defense . . . . . . . . 3-8
Appendices
A
Nongovernmental Organizations  . . . . . . . . A-1
B
Intergovernmental Organizations . . . . . . . . B-1
C
Department of State Organizational Chart . . . . . . . . C-1
D
United States Agency for International Development
Organizational Chart . . . . . . . . D-1
E
Department of Defense Organizational Chart. . . . . . . . . E-1
F
Locations of Marines Within the Interagency. . . . . . . . . F-1
G
Marine Attaches and Locations. . . . . . . . . G-1
H
Locations of Interagency Personnel Within the Marine Corps. . . . . . H-1
I
Locations of Interagency Civilians/Specialists Within
the Marine Corps as of 2014 . . . . . . . . I-1
| J                                                      | Department of State, United States Agency for International    |
|--------------------------------------------------------|----------------------------------------------------------------|
| Development, and Department of Defense Global Areas of |                                                                |
| Responsibility Map J-1                                 |                                                                |
| K                                                      | United States Government Departments and Agencies K-1          |
| L                                                      | Department of Homeland Security Organizational Chart L-1       |

## Glossary References And Related Publications Chapter 1 Overview Purpose

In The United States Marine Corps: America's
Expeditionary Force in Readiness, the Comman-
dant of the Marine Corps states that the role of the
Marine Corps is to be "responsive and scalable,"
teaming "with other Services, interagency partners,
and allies." Forecasts of the future security environ-
ment include threats and challenges; the solutions
for which require a sustainable, integrated, whole-
of-government application of national power and
influence. Collaboration with the Marine Corps'
interagency partners, nongovernmental organiza-
tions (NGOs) (see app. A), intergovernmental orga-
nizations (IGOs) (see app. B), and multinational
partners before and during a crisis is a critical com-
ponent to reduce risk and help ensure the Nation's
strategic success. Undersecretary of Defense for
Policy, Michele Flournoy, underscored this need
for collaboration (see Center for Strategic and
International Studies reference):

We also can't do this alone. This is an effort
that is going to be important for all of us to
be engaged in. We are going to look for
broad and deep contributions, not only
across the U.S. Government, but also from
other sectors, from NGOs, from think tanks,
from the private sector and also from our
allies and international partners abroad.

United States law, policy, and the requirements of
ongoing operations dictate that Marines integrate
interorganizational capabilities into both Service-
led operations and operations in support of another
Service, partner, or ally. Effective integration re-
quires an understanding of the authorities available
to a Marine air-ground task force (MAGTF) and its
partners, as well as their application in a complex
operational environment. Some examples include

crisis response, humanitarian assistance, and
disaster relief; stability operations; and support of
civil authority, governance, and rule of law.
Marines must understand issues and responsibilities
beyond the traditional role mandated in US Code,
Title 10, Armed Forces. Marines must also un-
derstand the capabilities and limitations of part-
nering organizations, and coordinate with them
from the early planning phase through enabling
civil authority (phase V operations).

## Policy

In 2010, the Commandant of the Marine Corps
directed improvement in Marine Corps inter-
agency interoperability. It was an effort that
yielded the United States Marine Corps Inter-
agency Integration Strategywhich became
Annex V to the Marine Corps Service Campaign
Planand involved both policy and capability
development products and articulates this mission:

The Marine Corps will strengthen integra-
tion with select interagency organizations in
order to effectively plan and execute opera-
tions across the range of military operations,
both for current operations and to posture
Marine Corps forces to remain the Nation's
premier expeditionary force in readiness.

## Range Of Military Operations

The United States employs its military capa-
bilities at home and abroad through a variety of
operations in support of its national security
goals. Operations vary in size, purpose, and
intensity and include military engagement,

security cooperation, deterrence activities, crisis
response and limited contingency, counter-
insurgency, small wars, and, if necessary, con-
ventional operations and campaigns.

Moreover, the range of military operations is
expanding, most recently to include a range of
tasks associated with stability operations. As a
result, members of the Armed Forces of the
United States are increasingly deployed into com-
plex and volatile situations where the separation
between the warfighting and peace support is
unclear. The requirement for pre-conflict and
post-conflict stabilization has become central,
such as the conflicts in Iraq and Afghanistan.
Since a significant overlap of work by the
Department of State (DOS) (see app. C), the
United States Agency for International Develop-
ment (USAID) (see app. D), the Department of
Defense (DOD) (see app. E), as well as a host of
other organizational entities is involved, a well
coordinated and joint approach is essential. In
recent years, the United States has frequently
operated in coalitions with allies and international
organizations when a common understanding of
methods and desired outcomes becomes even
more important.

## Unified Action And Unity Of Effort

As discussed in Joint Publication (JP) 1, Joint
Doctrine for the Armed Forces of the United
States, unified action is the synchronization,
coordination, and/or integration of the activities
of governmental and nongovernmental entities
with military operations to achieve unity of
effort. Unity of effort, JP 1 further defines, is
coordination and cooperation toward common
objectives, even if the participants are not neces-
sarily part of the same command or organiza-
tion, which is the product of successful unified
action. Marines and civilians from the inter-
agency have historically executed tours and fel-
lowships with organizations outside their parent
organization (see apps. F, G, H, and I). Marines

conducting complex operations in the future secu-
rity environment will continue to pursue unity of
effort to achieve unified action objectives.

Achieving effective interorganizational com-
mand and control in the military sense is ex-
tremely challenging because of the number of
interorganizational entities participating as part-
ners in the operating environment. Command and
control is further complicated because many of
these partners are not under the military chain of
command. Other constructs for managing and
influencing military and interorganizational part-
nered operations are required to achieve unified
action and unity of effort.

Military forces organize to achieve unity of com-
mand, a central principal of joint operations.
Achieving unity of command is possible as all
military forces work in a hierarchy in which one
person is in charge of the overall military opera-
tion. Unity of effort requires dedication to estab-
lish personal relationships among military
commanders, subordinates, and interorganiza-
tional counterparts. Commanders must under-
stand the differing perspectives of organizations
outside the DOD (see app. J for an example).

## Comprehensive Approach

The comprehensive approach is a concept associ-
ated with civil-military cooperation that originated
with the British Ministry of Defense and has been
adopted by the European Union and the North
Atlantic Treaty Organization (NATO) as its new
strategic concept. It seeks to stimulate a coopera-
tive culture within a collaborative environment,
while facilitating a shared understanding of the
situation. In its simplest form, a comprehensive
approach should invigorate existing processes and
strengthen interorganizational relationships. This
approach should forward the respective goals of
all parties, ensuring stakeholders do not negate or
contradict the efforts of others.

and defense are not considered separate entities
either in substance or process. Rather, diplo-
macy, development, and defense goals must be
integrated to pursue national security objectives.
The whole of government approach is based on
the following ideals:

 Common understanding of the situation.  Common vision or goals for the mission.  Coordination of efforts to ensure continued
coherency.
 Common measures of progress and ability to
change courses, if necessary.
 Interagency integrated decisionmaking.  Engagement with the host nation and other
joint, interagency, intergovernmental, and multinational partners.

Unified action is the DOD doctrinal term that rep-
resents a comprehensive approach. It begins with
national strategic direction from the President and
includes a wide scope of actions including interor-
ganizational coordination techniques, information
sharing, collaborative planning, and the synchro-
nization of military operations with the activities
of all the civilian stakeholders. Interorganiza-
tional coordination depends on a spirit of coopera-
tion, while military efforts depend on command
and control and doctrine. However, some of the
techniques, procedures, and systems of military
command and control can facilitate unified action
when adjusted to the dynamics of interorganiza-
tional coordination and different organizational
cultures. Marine leaders should work with civil-
ian stakeholders with skill, tact, and persistence.
Unified action is promoted through close, continu-
ous coordination and cooperation, which are nec-
essary to overcome confusion over objectives,
inadequate structure or procedures, and bureau-
cratic and personnel limitations.

The DOS is charged with leading the whole-of-
government approach to developmental and dip-
lomatic efforts in foreign countries. The DOS
leads and coordinates US interagency participa-
tion that includes not only the United States, but
also the host nation, other nations, IGOs, cooper-
ating NGOs, and other participants. In most
cases, primary coordination occurs with the coun-
try team. The Marine component provides inputs
to a geographic combatant commander (GCC)
who, in turn, formulates his/her theater support
campaign plans with the country teams in his/her
combatant command. (See app. K for a list of
departments and agencies that could operate in
the same region as the MAGTF and require coor-
dination or interaction with the commander and
his/her staff.)

Achieving unity of effort requires the application
of a comprehensive approach that includes coordi-
nation, consensus building, cooperation, collabo-
ration, compromise, consultation, and
deconfliction among all the stakeholders toward an
objective. An inclusive approach of working
closely with stakeholders is often more appropri-
ate than a military, C2 focused approach. Taking
an authoritative, military approach may be coun-
terproductive to effective interorganizational rela-
tionships, impede unified action, and compromise
mission accomplishment. Gaining unity of effort is
never settled and permanent; it takes constant
effort to sustain interorganizational relationships.

## The Joint Force Commander Whole Of Government Approach

Regardless of whether the operation is domes-
tic or foreign, the US military conducts joint
operations commanded by a joint force com-
mander (JFC). A JFC may be a combatant com-
mander, subordinate unified commander, or joint

The 2010 National Security Strategy calls for
integrated government participation to best
ensure national security. One of its overarching
goals is to ensure that diplomacy, development,

task force (JTF) commander authorized to exercise
combatant command (command authority) or
operational control over a joint force. During
Phase 0, which is to shape the environment, GCCs
conduct operations through their Service compo-
nents. In other situations requiring the use of mili-
tary force, GCCs create JTFs, which provide air,
ground, and naval forces to the JTF commander.
Most JTF commanders organize by function with
air, ground, and naval components. See JP 1 for
additional information on unified action.

## The Marine Air-Ground Task Force Commander

The MAGTF commander and his/her staff have expanded responsibilities when their operations occur alongside other organizational actors, especially in the area of problem understanding and operational deconfliction. These expanded responsibilities place increased demands on commanders and staffs at all levels that hold rigidly to military principles of chain of command and doctrine. Working with interorganizational partners requires negotiation skills, compromise, and patience. Commanders and staff officers interact with a larger number of personnel who are not under the formal military chain of command. Marines must understand the roles and responsibilities of these new partners and work with them to ensure a common approach to problem framing and problem solving is developed.

## Civil-Military Operations

At the strategic, operational, and tactical levels,
civil-military operations (CMO) are the primary
military activities required to coordinate military
and nonmilitary instruments of national power
anytime civilians are involved or present in a con-
flict across the range of military operations. As
military operations are derived from and depend
upon national and international diplomacy, country
plans for development, and strategic defense con-
siderations, there are new and greater demands on
civil-military planning and implementation capa-
bilities within the operating forces.

Civil-military operations are the activities of a
commander performed by designated civil affairs
or other military forces that establish, maintain,
influence, or exploit relations between military
forces, governmental and nongovernmental civil-
ian organizations and authorities, and the civilian
populace in a friendly, neutral, or hostile opera-
tional area. Such activities facilitate military
operations and consolidate and achieve opera-
tional US objectives. Civil-military operations
may include military forces conducting activities
and functions that are normally the responsibility
of the local, regional, or national government.
These activities may occur prior to, during, or
subsequent to other military actions. They may
also occur, if directed, in the absence of other
military operations. Civil-military operations may
be performed by designated civil affairs forces,
by other military forces, or by a combination of
civil affairs and other forces. See JP 3-57, Civil-
Military Operations, for additional information.

## Chapter 2 Interorganizational Planning Considerations Domestic Considerations Geographic Combatant Commanders And Chairman Of The Joint Chiefs Of Staff

The two GCCs with major homeland defense and DSCA missions are US Northern Command and US Pacific Command, as their areas of responsibility include the United States and its territories. The Chairman of the Joint Chiefs of Staff (CJCS) has numerous responsibilities relating to homeland defense and homeland security, which include the following:

 Advising the President and SecDef on operational policies, responsibilities, and programs.
 Assisting the SecDef with implementing operational responses to threats or acts of terrorism.
 Translating SecDef guidance into operation
orders to provide assistance to the primary agency.
The Department of Homeland Security (DHS) (see app. L) leads the unified national effort to secure America by preventing and deterring terrorist attacks and protecting against and responding to threats and hazards to the Nation. Within the DOD, the Secretary of Defense (SecDef) has overall authority for DOD and is the President's principal advisor on military matters concerning homeland defense and defense support of civil authorities (DSCA). The Assistant Secretary of Defense for Homeland Defense and US Security Affairs within the Office of the Under Secretary of Defense for Policy provides the overall direction and supervision for policy, program planning and execution, and allocation of DOD resources for homeland defense and DSCA.

## Homeland Security Council

The CJCS ensures that homeland defense and DSCA plans and operations are compatible with other military plans. Military operations inside the United States and its territories, though limited in some respects, fall into two mission areashomeland defense and DSCA.

## Homeland Defense

The Homeland Security Council is made up of the President, Vice President, Secretary of Homeland Security, Attorney General, SecDef, and such other individuals as may be designated by the President.

For the purpose of more effectively coordinating the policies and functions of the United States Government (USG) relating to homeland security, the Homeland Security Council

 Assesses the objectives, commitments, and
risks of the United States in the interest of homeland security and makes resulting recommendations to the President.
Homeland defense is the protection of United States sovereignty, territory, domestic population, and critical defense infrastructure against external threats and aggression or other threats as directed by the President. The Department of Defense serves as the lead federal agency, and military forces are used to conduct military operations in defense of the homeland.

## Defense Support Of Civil Authorities

 Oversees and reviews homeland security policies of the USG and makes resulting recommendations to the President.
 Performs such other functions as the President
may direct.
The DOD serves in a supporting role to other USG agencies by providing DSCA at the federal, state, tribal, and local levels. Every year, citizens of the United States, in all regions of the Nation, are threatened with loss of life and property as the result of natural disasters. In a period of only eight years, between 2000 and 2008, natural disasters of considerable severity resulted in 426 Presidential Disaster Declarations, an average of four per month. National Guard units, under the control of their respective state governors, have traditionally been the primary military responders to domestic natural disasters and other such emergencies.

Federal forces are generally called upon only after state resources are exhausted or overwhelmed, or a specific capability is otherwise unavailable and federal assistance has been requested by the governor. Defense support of civil authorities is defined in both DOD Directive 5111.13, Assistant Secretary of Defense for Homeland Defense and Americas' Security Affairs (ASD[HD&ASA]), and DOD Directive 3025.18, Defense Support of Civil Authorities (DSCA). Department of Defense Directive 3025.18 defines DSCA as:
Support provided by U.S. Federal military forces, DoD civilians, DoD contract personnel, DoD Component assets, and National Guard forces...when the Secretary of Defense, in coordination with the Governors of the affected States, elects and requests to use those forces...in response to requests for assistance from civil authorities for domestic emergencies, law enforcement support, and other domestic activities, or from qualifying entities for special events.

Due to readiness requirements, military personnel are capable of rapid response to a variety of emergencies. Because military personnel and their associated equipment can often be effectively employed in DSCA operations, civil authorities continue to call upon the military for assistance.

Emergency preparedness liaison officers (EPLOs) are reserve officers who perform planning and liaison duties between DOD components and USG agencies. The duties of the EPLO include the following:

 Provide DOD and Service liaisons among USG
agencies and organizations and the Services.
 Facilitate planning, coordination, and training
for military support to civil authorities and national security emergency preparedness.
 Advise USG agencies and organizations on
DOD and Service capabilities and resources.
 Advocate mutual support required by DOD.  On order, augment DOD response to domestic
emergency operations.
United States Marine Corps Forces, North and United States Marine Corps Forces, Pacific are the operational sponsors for the training and deployment of Marine Corps EPLOs in support of DOD DSCA operations within their respective areas of responsibility. These EPLOs will be assigned by the regional commander to the staff of a MAGTF during DSCA operations as subject matter experts to assist in planning and coordination. The authorities for provision of DSCA are found in legal statute, DOD policy, and crisis action orders. The authorities for DOD components to conduct DSCA operations are found in such documents as DOD Directive 3025.18 and CJCS DSCA exercise orders. Additional guidance for DSCA can be found in such joint publications as JP 3-28, *Defense Support of Civil Authorities*, as well as the Graphic Training Aid 90-01-020, DSCA HandbookTactical Level Commander and Staff Toolkit (commonly referred to as the DSCA Handbook). Service directives and doctrine include Marine Corps Order 3440.7B, Domestic Support Operations; Marine Corps Warfighting Publication 3-36.2, Multi-Service Tactics, Techniques, and Procedures for Defense Support of Civil Authorities and Integrating with National Guard Civil Support; and the Marine Corps DSCA execute order.

## Federal Emergency Management Agency

Under the direction of the DHS, the Federal Emergency Management Agency (FEMA), is the primary agency in the federal response to natural disasters. Department of Defense resources, in coordination with FEMA, may be requested to augment local, state, and federal capabilities in assisting with a state-led response. An exception is wildland firefighting, in which case the National Interagency Fire Center is the primary authority.

## Foreign Considerations

The foreign considerations in the following subparagraphs are taken from information discussed in JP 3-08, Interorganizational Coordination During Joint Operations.

is established in accordance with the Vienna Convention on Diplomatic Relations, on which the United States is a signatory. The DOS provides the core staff of a country team and coordinates the participation of representatives of other USG agencies in the country. A country team is led by the COM, who is usually the ambassador or the charge d'affaires when no US ambassador is accredited to the country or the ambassador is absent from the country. The bilateral COM has authority over all USG personnel in country, except for those assigned to a combatant command, a USG multilateral mission, or an international governmental organization. The COM provides recommendations and considerations for crisis action planning directly to the GCC and JTF. While forces in the field under a GCC are exempt from the COM's statutory authority, the COM confers with the GCC regularly to coordinate US military activities with the foreign policy direction being taken by the USG toward the host nation.

## Department Of Defense Role In The National Security Council System

The country team system provides the foundation for rapid interagency consultation and action on recommendations from the field and effective execution of US programs and policies. Each US mission prepares an annual mission strategic resource plan (MSRP) that sets country-level US foreign policy goals, resource requests, performance measures, and targets.

## Geographic Combatant Commanders

The following geographic combatant commands have responsibilities beyond the continental United States:

 United States Central Command.  United States European Command.
The Secretary of Defense is a regular member of the National Security Council (NSC) and the NSC Principals Committee. The NSC System is the channel for the CJCS to discharge substantial statutory responsibilities as the principal military advisor to the President, SecDef, and the NSC. The CJCS acts as spokesperson for the combatant commanders, especially on their operational requirements. The CJCS also represents combatant command interests in the NSC System through direct communication with the combatant commanders and their staffs. Combatant commanders and their staffs can coordinate most of their standing requirements with the chief of mission (COM) and their joint interagency coordination group (or equivalent organization).

 United States Pacific Command.  United States Southern Command.

## The Country Team

 United States Africa Command.
Geographic combatant commands are augmented by representatives from other USG agencies to The senior, US bilateral coordinating and supervising representative body in the foreign country, known as the country team or diplomatic mission, effectively bring all instruments of national power to theater and to incorporate those instruments into regional strategies and into campaign and operation plans.

## Authorities

All operations, both foreign and domestic, are governed by a set of authorities that generally cover legal and fiscal aspects of operations. Each USG agency has different authorities, which govern the operation of the agency and determine the use of its resources. These authorities derive from several sources: the Constitution, their federal charter, presidential directives, congressional mandates, and strategic direction. As such, some of these authorities are long standing while others exist only for the specific operation. It is important that the definition of these authorities be clearly understood and documented early in planning. Other authorities are derived from a variety of international sources, such as the Geneva and Hague Conventions, United Nations (UN) resolutions, treaties, case law, and customary law. Some authorities, such as the laws of war, come from the Geneva and Hague conventions and cover the conduct of armed conflict. The UN charter provides specific authorities for peacemaking and peace enforcement operations, and the United Nations has an entire convention on the laws of the sea. Other authorities, such as US Code, Title 18, *Crimes and Criminal Procedure*, limits military participation domestically.

Note: IGO authorities are based on a formal
agreement among member governments;
however, NGOs are independent of national
governments and IGOs. Each has a unique
and individual governance system.

The staff judge advocate and comptroller should be consulted early in the planning to ensure the full range of legal and fiscal authorities have been identified.

## Assessment

Assessment is a continuous process that measures the overall effectiveness of employing joint force capabilities during military operations. (JP 3-0, Joint Operations) It is used to determine progress toward accomplishing a task, creating an effect, or achieving an objective. Assessment begins as soon as the force receives an alert or warning and does not end until after the force has ceased operations and left the area. Beginning with an initial assessment, which serves as the basis, planning develops into an operational assessment, which determines how well the plan is being carried out and if objectives are being met. The assessment is continually reviewed and plans may be changed as required by the evolving situation. Assessment is a term that has different meanings within USG agencies. The Department of Defense refers to assessment broadly, encompassing reporting, monitoring, and evaluation activities within the broader construct of assessment. Other USG agencies, such as DOS and USAID, view assessment as an analysis based on a snapshot in time that informs strategy/policy creation, planning, and programmatic decisions. Monitoring, or reporting, occurs while a program is in place, measuring visible, quantifiable output/ impact on a designated set of indicators. Evaluation is the analytic assessment that is informed by the monitoring analytic phase, which informs adjustments to the program/plan. Efforts must be made by all parties involved to understand these important nuances of assessment.

## Initial Assessment

The purpose of the initial assessment is to understand the situation and to determine the nature, scope, and severity of the problem(s) at hand. The situation is always more complicated than it seems when the military force first becomes involved. As much as possible, the initial assessment should be a collaborative effort of the military force and partnering organizations, which may be US military and federal civilian agencies, international civilian and military, as well as host nation civilian and military. In many cases, such as in disaster relief operations, there may not be enough time to thoroughly conduct the initial assessment or to work the assessment with partner agencies before planning must quickly transition to execution. In these cases, the initial assessment process will have to continue simultaneously with planning and execution. From this perspective, the initial assessment will continue to inform the planning process as new partners join and new developments arise.

## Assessment Frameworks

Several assessment frameworks have been developed to assist in assessments. Depending on their specific purpose, they can be used as tools to develop an interagency initial assessment, assess conflicts, or measure progress. One such tool is the maritime security sector reform (MSSR)
guide, which is published by the DOS and used for maritime stability operations. The Interagency Conflict Assessment Framework (ICAF) is another tool used for initial conflict assessments. A listing of useful assessment tools is provided in chapter 3 of this publication.

## Transitions

Transition is a passage from one state, change, subject, or place to another. Transitions may occur between military forces of the same or of different countries, between military forces and civilian agencies, or between civilian agencies. Each distinct type of transition has its own unique challenges. It is important to recognize the type of transition at hand and plan accordingly. There are two important considerations with regard to transitions. First, as military forces are often first on the scene with the greatest security capability, they are often designated as the lead organization for some initial aspect of the operation. Military forces accept this responsibility and must plan for an early transition of the lead to the more appropriate organization once the security situation is restored. Second is the transfer of authority to the host nation as soon as it has the required capability and capacity. Transitions must be planned in as much detail as possible. Consider naval forces engaged in foreign humanitarian assistance (FHA). The transition challenge revolves around the limited resources and capabilities of most aid providers and the restrictions on US Code, Title 10 funding of these nonmilitary functions. In planning the transitions for FHA, the JFC must coordinate closely with the country team and GCCs to establish timelines and public information related to the transition of maritime support to FHA activities. For more information, see JP 3-29, Foreign Humanitarian Assistance. In some cases a transitional military authority may be required in ungoverned areas, occupied territory, or an allied or neutral territory liberated from enemy forces (including insurgent or rebelling forces). (JP 3-07, *Stability Operations*) A transitional military authority is a temporary military government exercising the functions of civil administration in the absence of a legitimate civil authority. It exercises temporary executive, legislative, and judicial authority in a foreign territory. The authority to establish military governance resides with the President; moreover, United States forces will only assume control prescribed in directives to the joint force commander.

## Interorganizational Planning Challenges

Within each organization, differences in organizational priorities result in critical differences in planning. These organizational differences can pose challenges in ensuring the alignment of the various plans. The following subparagraphs summarize some of the most common planning challenges among the DOS, USAID, and the DOD, but such challenges are applicable across all interorganizational partners.

## Geographic Focus

While DOD emphasizes regional plans through the theater campaign plans of the combatant commands, USAID and DOS place a much greater emphasis on country-level planning. This can result in frustration as GCC planners have difficulty identifying DOS and USAID regional priorities while, conversely, DOS and USAID have difficulty understanding DOD's activities at the country level. However, DOD is focusing increasing attention on country-level planning while DOS and USAID are more robustly addressing regional approaches. Such changes have been directed in The Quadrennial Diplomacy and Development Review (QDDR), Leading Through Civilian Power, which is sponsored by DOS.

## Organizational Understanding

A lack of understanding by counterparts of how each of the participating organizations are structured and how each approaches its responsibilities can result in misunderstandings and communication failures. Organizations tend to have their own unique culture, which influences their decisionmaking processes and how they perceive and approach problems.

## Resources

Whether human, financial, or physical, the resource disparities between participating organizations can be substantial. The DOS and USAID have far fewer people than DOD does, and they are, in many cases, deployed at the country level.

Nongovernmental organizations and international governmental organizations are especially resource challenged. These resource disparities in quantity and location often pose challenges throughout the planning, execution, and assessment continuum.

## Interagency Framework

The USG lacks a comprehensive, multilevel, institutionalized interagency framework under the authority of the NSC and mandated across all departments and agencies for interagency communication and collaboration in planning. Accomplishment of the mission often relies on a variety of factors, such as personality, experiences and prejudices of key players, the size of the country team, and seniority of its key members. For DOS, USAID, and DOD, this means that interagency communication and coordination may have an uneven character from one situation to another and may often appear uncoordinated.

## Timelines

Alignment of various planning processes relies, to a degree, on plans being developed in concert. In many circumstances, planning cycles of different organizations do not align or the plans themselves may have differing periodicity. Some are tied closely to the annual federal budget cycle, while others are independent of it (e.g., strategic end states can take a decade or more to achieve). Generally, military planners are focused on shortterm goals while USG agencies are looking more long termout five to ten years.

## Terminology

Among diplomacy, development, and defense communities, there are frequently important differences in the way that basic terms are used with regard to planning. For example, one agency's strategy is another agency's plan, or one agency's goal is another agency's intermediate objective.

## Information Sharing

Classification levels often limit information sharing. Often, civilian partners do not possess the required security clearances, so local workarounds, such as removing the source of the information, are developed to share this information.

## Communication

interact across agency boundaries is critical to the process. Individual and organizational personalities, communications skills, training and education, and diplomatic abilities can play a significant role in the ability to work together. Individuals naturally reflect their own organizational bias and culture, particularly as the participating organizations attempt to promote and advance those programs and plans they believe to be of greatest value to their respective organizations and the Nation. In order to plan and implement effectively, it is incumbent on planners in each of the participating organizations to come to know and understand their counterparts and how their organizations work.

There are two dimensions of communication that present challengesone is human and the other is technical. Each of the partnering organizations communicates in different ways and with different audiences (e.g., within its organization; with other USG departments and agencies; with Congress; with its counterpart organizations in allied and friendly nations; and with other audiences, including the populace of the nations in which it is operating). Counterpart organizations must be aware of the different messages that are developed and broadcast by their partner organizations as part of the programs, activities, and operations being planned. This human factor cannot be ignored; moreover, consistency and clarity are keys to successful engagement with interagency and international partners.

## Mission Essential Tasks Requiring Interorganizational Coordination

Marine Corps Warfighting Publication 3-33.1, Marine Air-Ground Task Force Civil-Military Operations, identifies a core set of mission-essential tasks that Marine Corps forces must be capable of planning, supporting, executing, and transitioning through, with, or by outside factors to mitigate or defeat challenges to stability. The following tasks involve interorganizational coordination:

 Facilitate populace and resources control
(PRC).
 Facilitate FHA.  Facilitate nation assistance.  Manage civil information.  Facilitate support to civil administration.

## Populace And Resources Control

Another basic difficulty faced by individuals attempting to work with interagency or other partnering organizations is the lack of interoperability between the basic technical communication systems. Each of the partnering organizations handle classified documents in accordance with the rules established within their organizational environments. While DOS and USAID personnel are able to access a classified network that can communicate with DOD's SIPRNET [Secure Internet Protocol Router Network] for classified communications, much more of their work is accomplished on unclassified systems. Other partnering organizations have different procedures. Though there has been increased openness and inclusiveness in DOD planning activities, many DOD plans remain closely held and classified to ensure potential and future military operations are not compromised. Alternatively, DOS and USAID plans are usually unclassified or "sensitive but unclassified" and are more broadly available. Thus, at times, the differing systems can complicate interagency and interorganizational communications. Because planning is fundamentally a "people" process, the ability of people to successfully The core task of PRC assists host nation governments or de facto authorities in retaining control over their population centers, precluding complications that may hinder mission accomplishment. Control measures used in PRC are intended to identify, reduce, relocate, or assess population resources that may impede or otherwise threaten success. These control measures may be applied across the range of military operations in every phase of a joint operation. For details of PRC tactics, techniques, and procedures, refer to Marine Corps Reference Publication (MCRP) 3-33.1A, Civil Affairs Tactics, Techniques, and Procedures.

Populace control provides for security of the population, mobilization of human resources, denial of personnel availability to threat forces, and detection and reduced effectiveness of enemy agents. Populace control measures also include curfews, movement restrictions, travel permits, identification and registration cards, and voluntary resettlement. These types of activities require a high degree of planning and coordination among various military and nonmilitary agencies and organizations. Resources control regulates the movement or consumption of material resources, mobilizes material resources, and denies material to opposition groups. Resources control measures include licensing regulations or guidelines, checkpoints, ration controls, amnesty programs, and facilities inspections.

## Foreign Humanitarian Assistance

The core task of FHA consists of DOD activities, normally in support of USAID or the DOS, conducted outside the United States, its territories, and its possessions to relieve or reduce human suffering, disease, hunger, or privation. The lead USG agency that coordinates disaster response is the Office of United States Foreign Disaster Assistance (resident within USAID), not its parent agency DOS. The Office of United States Foreign Disaster Assistance will request DOD support, which could, for example, be in the form of Marine Corps logistical support. It is, however, the ambassador (or COM designee) or Assistant Secretary of State who can declare a foreign emergency on behalf of the President of the United States, so there is a DOS role in the decisionmaking process of declaring an emergency.

Foreign humanitarian assistance is limited in scope and duration. The humanitarian assistance provided is designed to supplement or complement the efforts of the host nation civil authorities or agencies that have primary responsibility for providing assistance. Refer to MCRP 3-33.1A for additional information on tactics, techniques, and procedures.

## Nation Assistance

The core task of nation assistance is the civil or military assistance (other than FHA) rendered to a nation by US forces within that nation's territory during peacetime, crises, emergencies, or war, based on agreements mutually concluded between the United States and that nation. These operations support a host nation by promoting sustainable development and growth of responsive institutions. The goal of nation assistance is to promote long-term stability and include such programs as security assistance, foreign internal defense, and humanitarian and civic assistance. All nation assistance actions are integrated through the US ambassador's mission strategic plan.

## Civil Information Management

Civil information pertains to civil areas, structures, capabilities, organizations, people, and events within the civil component of the operational environment that can be fused or processed to increase situational awareness and understanding. Civil information management is the process whereby civil information is collected, entered into a central database, and then internally fused within the supported unit, higher headquarters, other USG and DOD agencies, NGOs, and international governmental organizations. Civil information management is designed to ensure timely availability of information for analysis and the widest possible dissemination of the raw and analyzed civil information to military and nonmilitary partners in the operating area.

## Support To Civil Administration

arranged through Marine Corps interagency coordinators and appropriate Marine Corps staff training organizations. The following subparagraphs provide important planning considerations for the MAGTF and the component commanders across the first three steps of Marine Corps Planning Processproblem framing, course of action (COA) development, and COA wargaming.

## Problem Framing

During the problem framing step of the planning process, planners should consider the following:

 Establish contact with the JTF commander and
other component commanders.
Support to civil administration helps continue or stabilize management by a governing body of a foreign nation's civil structure by assisting an established government or by establishing military authority over an occupied population. Support to civil administration consists of planning, coordinating, advising, or assisting with those activities that reinforce or restore a civil administration that supports US and multinational objectives. Support to civil administration occurs most often during stability operations. During counterinsurgency operations, support to civil administration is often managed as a line of operation, such as civil security, essential services, support to governance, and support to economic and infrastructure development.

 Establish preliminary contact with the country
team.

## Interorganizational Planning Considerations

 Identify all agencies and organizational partners and invite them to MAGTF planning sessions.
 Understand the role each agency and organizational partner plays in the operation and where to look for this information.
 Identify the resources of each participant to
increase collective effort and reduce duplication of effort.
Marine air-ground task force commanders and staffs must continually consider how to involve relevant government agencies and other nonmilitary organizations in the planning process. They must also integrate and synchronize joint force actions with the operations of these agencies.

 Identify the legal authorities for the operation.  Identify the fiscal authorities for the operation.  Identify the legal and fiscal authority to conduct civic action projects.
 Determine whether there is a status of forces
agreement in effect. If not, should a status of forces agreement or some other type of international agreement be negotiated or implemented?
 Determine whether interpreters are available.  Identify constraints imposed by the host
nation.
 Determine if the operation is domestic support
of civil authorities or a foreign operation and understand the USG chain of command.
One of the challenges associated with planning whole of government operations with other USG departments and agencies is ensuring consideration of a broader and somewhat unfamiliar set of planning approaches, organizational timelines, and different notions of mission success. For example, many nongovernmental and private volunteer organizations have limited budgets with long-term time horizons and tend to see mission success in what is achievable and sustainable over the long term. In addition to real world planning events, interorganizational partners should be included in MAGTF planning through training and exercises. Their involvement can be

 Define the types of information that can and
cannot be exchanged.
 Provide sufficient liaison personnel to ensure
unity of effort.
 Identify any disputed maritime territory.
 Identify potential obstacles to the collective
effort arising from conflicting departmental or
agency priorities.

## Course Of Action Development

 Begin to identify range of funding sources
available.
During the COA development step of the planning process, planners should consider the following:

 Examine applicable national and international
maritime laws.
 Include interorganizational partners.
 Conduct initial assessment.
 Compromise as necessary with key partners to
achieve unity of effort.
 Identify short-term actions to help build
momentum within the framework of strategic goals.
 Plan solutions that are implementable by host
nation organizations and sustainable over the long term.
 Form an inclusive planning team with wide
representation to ensure linkage among agencies and with the host nation. Failure to include partners early in planning prevents effective development of interorganizational teams and inhibits collaborative planning. Collaboration often results in an us-versus-them mentality, which may negatively impact interorganizational coordination.
 Consider battlespace options that preserve
maritime freedom of action.
 Understand the design of the JFC and ensure
planning efforts nest within it.
 Provide for displaced civilian and detainee
management.
 Establish transition criteria with measures of
effectiveness and measures of performance.
 Provide a platform for special operations forces
afloat forward staging base, as required.
 Support the development of the strategic narrative.

## Course Of Action Wargaming

During the COA wargaming step of the planning process, planners should consider the following:

 Identify civil vulnerabilities, sources of instability, or other critical issues causing or perpetuating violence.
 Review initial assessment.
 Include white, green, and red cells during the
wargame.
 Use existing NGO/IGO assessments and open
source analysis tools.
 Ensure the analysis carefully considers the
complex set of actors (public, private, military, and civilian personnel and organizations) with a range of motivations.
 Ensure lethal effects do not create unmanageable consequences in subsequent phases.
 Ensure the analysis includes the identification
of transnational entities, such as the Organization of Petroleum Exporting Countries, the European Union, and the Organization for Economic Cooperation and Development.
 Ensure COAs include consideration for human
rights traditionally guaranteed by the state or by international organizations empowered to do so.
 Identify capability shortfalls, such as civil
affairs and engineering.
 Ensure communications plan supports unity of
effort.
 Identify important culture, religion, tribal, family, and gender considerations.
 Examine plan for intelligence and information
sharing with all partners.  Assess COA against strategic narrative.  Modify COA as needed in order to link to the
strategic narrative.
 Identify the logistical requirements (e.g., food
and water, shelter, medical, transport, engineering) that must be provided to the host nation and to other partners.

## Chapter 3 Interorganizational Coordination Resources And Enablers

Over the past decade, in response to the chal-
lenges of achieving unity of effort, a number of
initiatives have been undertaken to help advance
interorganizational coordination. These initia-
tives spanned the areas of assessments, doctrine,
planning, terminology, integration organizations,
and personnel. As Marine Corps Doctrinal Publi-
cation 1-2, Campaigning, discusses:

Military strength is only one of several
instruments of national power, all of which
must be fully coordinated with one another
in order to achieve our strategic and opera-
tional objectives. Marine leaders must be
able to integrate military operations with the
other instruments of national power.

This chapter discusses some of the most useful
resources and enablers that have been developed
to assist in achieving greater interorganizational
coordination and, ultimately, unity of effort.

## Assessment Models

Various assessment frameworks/models have
been developed by elements of the interorganiza-
tional community to assist in assessing status,
evaluating progress, and measuring effectiveness
of interorganizational activities in support of a
range of domestic and international support activ-
ities. A few of these assessment frameworks/
models have gained fairly wide acceptance and
are discussed in the following subparagraphs.

## Interagency Conflict Assessment Framework

The purpose of the ICAF is to develop a commonly held understanding across relevant USG departments and agencies of the dynamics that

drive and mitigate conflict within a country that
informs US policy and planning decisions. It may
also include steps to establish a strategic baseline
against which USG engagement can be evalu-
ated. The ICAF is a process and a tool available
for use by any USG agency to supplement inter-
agency planning.

The ICAF draws on existing methodologies for
assessing conflict that are currently in use by
various USG agencies as well as international
organizations and NGOs. The ICAF is not
intended to duplicate existing independent ana-
lytical processes, such as those conducted within
the intelligence community. Rather, it builds
upon those and other analytical efforts to provide
a common framework through which USG agen-
cies can leverage and share the knowledge from
their own assessments to establish a common
interagency perspective.

The ICAF is distinct from early warning and other
forecasting tools that identify countries at risk of
instability or collapse and describe conditions that
lead to outbreaks of instability or violent conflict.
The ICAF builds upon this forecasting by assist-
ing an interagency team in understanding why
such conditions may exist and how to best engage
to transform them. To do so, the ICAF draws on
social science expertise to lay out a process by
which an interagency team will identify societal
and situational dynamics that are shown to
increase or decrease the likelihood of violent con-
flict. In addition, an ICAF analysis provides a
shared, strategic snapshot of the conflict against
which future progress can be measured.

An ICAF analysis should be part of the first step
in the process of planning for conflict. It should

## Interagency Security Sector Assessment Framework

inform the establishment of USG goals, design or
reshaping of activities, implementation or revi-
sion of programs, or allocation of resources. The
interagency planning process within which an
ICAF analysis is performed determines who initi-
ates and participates in an ICAF analysis, the
time and place for conducting it, the type of prod-
uct needed and how the product will be used, and
the level of classification required.

Published by USAID but recognized as guidance
for the USG, the Interagency Security Sector
Assessment Framework (ISSAF) provides a 10-
step framework for security sector analysis.
Because detailed assessments of a host nation's
security, rule of law, and justice sectors are criti-
cal to understand and strengthen partner security
sector capacity, the ISSAF is increasingly in use.
The ISSAF is accessible at http://www.state.gov/
documents/organization/115810.pdf.

Final reports from field-based applications of the
ICAF are available on the DOS Bureau of Con-
flict and Stabilization Operations Resources Web
page at http://www.state.gov/j/cso/resources/.

## Maritime Security Sector Reform Guide Stability Assessment Framework

The Stability Assessment Framework (SAF)
methodology is an analytical, planning, and pro-
gramming tool designed to support the civil
affairs methodology and nonlethal targeting
approaches during MAGTF operations. The SAF
methodology helps Marine and civilian practi-
tioners identify sources of instability and stabil-
ity, design programs or activities that address
those sources, and measure the effect of those
programs or activities in fostering stability.

The MSSR guide is an analytical tool designed to
map and assess the maritime sector, to assess
existing maritime security sector capabilities and
gaps, and to enable coordination and collabora-
tion that would improve maritime safety and
security. It can be used to support a full-scale
maritime sector assessment, to obtain a snapshot
of one or more aspects of a country's maritime
sector, or to facilitate discussion among national
actors with maritime responsibilities. The guide is
designed to be used in conjunction with other
tools, particularly when a more in-depth treatment
of a function or capability may be warranted.

The MSSR guide may be used by a wide range of
maritime stakeholders. It is based on standards
and best practices from a variety of sources and
does not embody the practice or standards of any
particular country or group of countries. United
States Government agencies, however, may wish
to consult with the DOS, DOD, DHS, Depart-
ment of Justice (DOJ), Department of Transporta-
tion, and USAID when considering programs
based on an MSSR assessment.

## Progress In Conflict Environments

Measuring progress in conflict is a challenging
and difficult endeavor. In 2006 and 2007, a senior
USG steering committee provided oversight to
hundreds of academics, government officials,

The SAF methodology is a holistic analytical,
programming, and assessment tool that reflects
lessons learned and best practices by focusing on
understanding and integrating multiple perspec-
tives into planning and assessment. The SAF
methodology has four basic components, nested
within both the civil affairs methodology and the
Marine Corps Planning Process. These compo-
nents (civil preparation of the battlespace, analy-
sis, design and monitoring, and evaluation)
complement and enhance existing planning and
execution processes used during civil affairs
operations. To the maximum extent possible, all
relevant actors and organizations in the bat-
tlespace should be encouraged to participate in
the SAF process to create comprehensive efforts
while conducting stability operations.

 PMESII: political, military, economic, social,
infrastructure, and information are elements in system of systems thinking. The PMESII model describes the foundation and features of an enemy (or ally) state and can help determine the state's strengths and weaknesses and help estimate the effects various actions will have on states across these areas.

## Civil Affairs Structure

I, II, and III Marine Expeditionary Force (MEF)
each contain an active duty civil affairs detach-
ment of approximately 50 Marines.  These civil
affairs detachments work for the MEF operations
officer within the MEF command element. These
personnel conduct civil affairs tasks in support of
a MEF CMO mission.

NGO representatives, and other experts and practi-
tioners gathered in working sessions and seminars
to develop a set of useful metrics for assessing
progress in conflict environments. Measuring
Progress in Conflict Environments (MPICE)A
Metrics Framework consists of a hierarchical met-
rics system of outcome-based goals, indicators,
and measures. Once collected, the measures can
be aggregated to provide indications of trends
toward the achievement of stabilization goals over
time. These metrics assist in formulating policy
and implementing operational and strategic plans
to transform conflict and bring stability to war-
torn societies. These metrics provide a baseline
operational- and strategic-level assessment tool
for policymakers to diagnose potential obstacles
to stabilization prior to an intervention. The met-
rics also provide an instrument for practitioners to
track progress from the point of intervention
through stabilization and development and, ulti-
mately, to a self-sustaining peace. This metrics
system is designed to identify potential sources of
continuing violent conflict and instability and to
gauge the capacity of indigenous institutions to
overcome them. The intention is to enable policy-
makers to establish realistic goals, bring ade-
quate resources and authorities to bear, focus
their efforts strategically, and enhance prospects
for attaining an enduring peace.

## Other Models

Other assessment models have been developed
and used by various organizations: some based in
systems design and others based in civil engineer-
ing or conflict simulation study. Four additional
assessment models follow:

Currently, there are four Reserve Component
civil affairs groups (CAG) (1st, 2d, 3d, and 4th)
that provide additional civil affairs capacity and
capability to MAGTFs. Civil affairs groups ful-
fill similar roles as the active component civil
affairs detachments; however, the CAG is a more
robust organization. The CAG is commanded by
a colonel, is associated with operational plans,
and will be employed either when the active com-
ponent civil affairs community cannot fulfill the
civil affairs operational requirement or when
experience is required. The CAG is structured to
operate as a subordinate command of United
States Marine Corps Forces, Reserve and will
function either as an integral unit within a
MAGTF, as part of the MAGTF command ele-
ment (providing staff support to the S-9/G-9), or
as a unit in support of the MEF ground combat
element or logistics combat element.

 ADDIE: analysis, design, development, implementation, and evaluation (Instructional Systems Development process model).

## Civil-Military Operations Center

 ASCOPE: area, structures, capabilities, organizations, people, and events (characteristics of civil considerations during a military campaign).
 DIME: diplomatic, informational, military,
and/or economic elements of national power.
The MAGTF may establish a task-organized civil-military operations center (CMOC) to assist in coordinating activities of engaged military forces with other USG agencies, NGOs, IGOs, local governmental leaders, or the civilian population. Each MAGTF may establish more than one CMOC. There is no established structure and no two CMOCs are identical. This CMOC philosophy differs from that employed by the Army, which has CMOCs of various sizes embedded within their tables of organization. External organizations cannot be compelled to use the CMOC, so the CMOC must be viewed as value-addedsomething that serves a useful purpose in order to encourage external agency and organization participation. Thus, each CMOC should be organized to promote information exchange between participating organizations and agencies, including those that otherwise will not have a mechanism for coordination and cooperation. A CMOC must be culturally sensitive, host nation language capable, and able to provide a secure environment for all participants.

## Defense Support To Civil Authorities Handbook

Endorsed by the Marine Corps, the DSCA Handbook is an important resource for Marine Corps tactical commanders who may be called upon to support USG civil authorities in an all-hazards environment. It will help them understand and respect the needs, capabilities, jurisdictions, and authorities of local, state, federal, and tribal participants in a unified, all-discipline, all-hazards response to a domestic incident. Such assistance will most effectively coordinate the contributions of participants to supported civil authorities. It is important to note that DSCA activities are applied in the continental United States. Stability operations are inherently actions taken outside the continental United States.

## Doctrine

Doctrinal publications that have useful discus-
sions about interorganizational coordination have
been developed or revised over the past decade.
Listed in the following subparagraphs are five of
the most useful.

## Joint Publication 3-07, Stability Operations

This publication provides doctrine for the con-
duct of stability operations during joint opera-
tions within the broader context of USG efforts. It
provides guidance for operating across the range
of military operations to support USG agencies,
foreign governments, and IGOs. It also discusses
leading such missions, tasks, and activities until it
is feasible to transfer lead responsibility.

## Joint Publication 3-08, Interorganizational Coordination During Joint Operations

This publication provides joint doctrine for the
coordination of military operations with USG
agencies; state, local, and tribal governments;
IGOs; NGOs; and the private sector.

## Marine Corps Interim Publication 3-33.02, Maritime Stability Operations

This is the first publication that addresses the unique
challenges of conducting stability operations in the
maritime domain. It is a companion publication to
JP 3-07 and Army Field Manual 3-07, Stability.
The purpose of Marine Corps Interim Publica-
tion 3-33.02, Maritime Stability Operations, is
to highlight the unique aspects of stability opera-
tions in the maritime domain that must be addressed
by the JFC and his/her planning staff. Additionally,
this publication seeks to educate the broader ele-
ments of the joint force and the interagency on the

role of the maritime Services in whole of government solutions to stability operations.

## Marine Corps Warfighting Publication 3-33.1, Marine Air-Ground Task Force Civil-Military Operations

This publication is designed to assist Marines,
whether serving in a CMO billet or in other
capacities, to incorporate CMO across the range
of military operations throughout each phase of
an operation or campaign. This publication pro-
vides a doctrinal foundation for MAGTF CMO
and serves as a guide for the commander and his/
her staff, as well as for active duty and Reserve
Component civil affairs units. It is the result of
current lessons learned, after action reports, and
subject matter expert collaboration of the joint
Services and select government agencies.

## Marine Corps Warfighting Publication 3-33.5, Insurgencies And Countering Insurgencies

This publication establishes fundamental princi-
ples for military operations in a counterinsur-
gency environment. It is based on lessons learned
from previous counterinsurgencies and contem-
porary operations. It is also based on existing
doctrine and doctrine recently developed.

The primary audience for this publication is lead-
ers and planners at the battalion level and above.
This publication applies to the Marine Corps,
Marine Corps Reserve, Army, Army National
Guard, and Army Reserve.

## Intelink

Intelink is a group of secure Intranets used by the
US intelligence community. The first Intelink
network was established in 1994 to take advan-
tage of Internet capabilities and services to pro-
mote intelligence dissemination and business

workflow. Since then, it has become an essential
capability for the US intelligence community and
its partners to share information, collaborate
across agencies, and conduct business. Intelink
refers to the Web environment on protected top
secret, secret, and unclassified networks. One of
the key features of Intelink is "Intellipedia," an
online system for collaborative data sharing
based on MediaWiki. Intelink uses WordPress as
the basis of its blogging service.

## Joint Interagency Coordination Group

In response to terrorist attacks and the need for
greater coordination and integrated operations with
mission partners, DOD approved the concept of
joint interagency coordination groups (JIACGs) to
improve interagency cooperation and operational
effectiveness for all GCCs, United States Joint
Forces Command, United States Transportation
Command, United States Special Operations Com-
mand, and United States Strategic Command. The
JIACG seeks to establish operational connections
between civilian and military departments and
agencies to improve planning and coordination
within the Government. The JIACG is a multifunc-
tional, advisory element that represents the civilian
departments and agencies and facilitates informa-
tion sharing across the interagency community.

The JIACGs are tailored to meet the requirements
and challenges of each combatant commander's
area of responsibility, and may include represen-
tatives from a wide range of interorganizational
entities, such as USG agencies, the intelligence
community, and NGOs (e.g., American Red
Cross). They provide regular, timely, and collab-
orative day-to-day working relationships between
civilian and military operational planners. The
JIACGs support joint planning groups, joint oper-
ations groups, interagency coordination groups,
and joint support cells. Members participate in

deliberate, crisis, and transition planning and provide links back to their parent civilian agencies to help integrate JTF operations with the efforts of civilian USG agencies and departments.

## Planning Resources

Planning is perhaps the most important aspect of effective interorganizational coordination. Marine Corps Doctrinal Publication 5, *Planning*, states:

Planning is an essential and significant part
of the broader field of command and control.
We can even argue that planning constitutes
half of command and control, which
includes influencing the conduct of current
evolutions and planning future evolutions.

As a result, the acts of thinking, identifying goals, and developing plans to achieve those goals is viewed as an important aspect of effective interorganizational coordination and is used to provide common understanding between organizations that possess and use varying framework, processes, and methods. Though most Marines are familiar with many of the operation plans and concept plans developed by DOD, it may be lesser known that each of these plans include an Annex V (Interagency Coordination). The Interagency Coordination annex helps to develop a shared understanding of the situation, common understanding of mission and end states, as well as the capabilities of each participant. Military planners should integrate interorganizational partners early in the planning process in order to achieve the development of a fully integrated interorganizational plan.

Within the past decade, there has been an
increased effort on the part of DOS and USAID
to develop plans that can link a whole of govern-
ment approach to maximize the use of limited
resources. Most of these plans are not known to
DOD personnel and can be useful enablers in the

development of integrated whole of government
solutions to a variety of new world challenges.
The plans listed in the following subparagraphs
are the principal plans developed by two import-
ant organizationsthe DOS and USAID.

## Department Of State

Department of State plans are based on top-down
strategic direction from the National Security
Strategy and the QDDR, as well as bottom-up
information from the field. These processes help
to further define priorities and develop plans that
focus limited resources on achieving those priori-
ties. A significant objective of the QDDR is to
elevate and improve strategic planning at the
DOS. This means that DOS is developing the
tools and talent necessary to plan effectively on a
multiyear basis and to link department, regional,
country, and sector plans using a whole-of-gov-
ernment approach to maximize efficiency and
reduce duplication. Planning at the DOS regional-
level is captured in regional bureau strategic
plans, known as Bureau Strategic and Resource
Plans (BSRPs), and at the country-level by
MSRPs. These strategic plans, informed by pol-
icy priorities, provide guidance for the develop-
ment of budgets and, ultimately, for operations.

## The Department Of State/United States Agency For International Development Joint Strategic Plan

The DOS and USAID are required by the Gov-
ernment Performance and Results Act Modern-
ization Act of 2010 (Public Law 111-352) to
produce an agency-level strategic plan every four
years that looks forward no fewer than four years.
Since 2004, DOS and USAID have produced a
Joint Strategic Plan, the form and content of
which is governed by the Office of Management
and Budget. The single, highest-level strategic
outline for DOS and USAID, the Joint Strategic
Plan forms the basis for more detailed planning
and budgeting on international affairs policies,
programs, and resources in the years ahead and

outlines high-level foreign policy goals and strategies shared by both organizations.

## United States Agency For International Development Bureau Strategic And Resource Plans

United States foreign assistance has always had
the twofold purpose of furthering America's for-
eign policy interests in expanding democracy and
free markets while improving the lives of the citi-
zens of the developing world. The USAID has
been at the forefront of this effort for five
decades, with a history that goes back to the Mar-
shall Plan reconstruction of Europe after World
War II and the Truman Administration's Point
Four Program. In 1961, the Foreign Assistance
Act was signed into law and USAID was created
by executive order (Public Law 87-194).

## Country Development Cooperation Strategy

The DOS BSRP is the bureau-level (functional,
regional, and management), multiyear, forward-
looking strategic plan used by the DOS and
USAID that describes those bureaus' most signif-
icant foreign policy and management goals, as
well as the resources required to achieve those
goals. The BSRP is a performance management
tool that identifies key performance measures of
success, targets, and results. The BSRPs, which
are posted on SIPRNET Intellipedia, are also the
process for bureaus to identify the highest priority
resources that are needed to achieve their strate-
gic goals.

## Mission Strategic Resource Plans

The MSRP is a strategy, budget, and performance
document. Posted on SIPRNET Intellipedia, the
MSRP summarizes country-specific foreign pol-
icy priorities, provides measures of progress
toward select goals, establishes forward planning
performance targets, reports on results achieved,
and identifies DOS and USAID operations and
foreign assistance budget requests and staffing
requirements related to the budget cycle. It is pre-
pared by the interagency country team using a
Web-based software application, and is the initial
step in establishing an annual planning and budget
formulation process and multiyear forecast for
both DOS operations and foreign assistance.

The USAID's primary country-level multiyear
strategic plan is the Country Development Coop-
eration Strategy (CDCS). Each USAID mission,
in consultation with the COM (ambassador), the
host country government, other donors (e.g., the
United Nations and other nations), and local civil
society stakeholders, submits a draft CDCS to the
USAID regional assistant administrator in Wash-
ington, DC for review, discussion, possible revi-
sion, and approval. Once approved by the USAID
regional assistant administrator (organizationally
equivalent to an assistant secretary), the CDCS
(along with other inputs, such as Congressional
spending parameters, Presidential initiatives, and
foreign policy considerations) informs USAID's
annual budget formulation process. Budget lev-
els for individual countries and the sectors in
which each country works (e.g., health, agricul-
ture) are set in Washington, DC.

## A To Z List Of Country And Other Area Operational Plans

While USAID seeks to use the CDCS as its pri-
mary strategy document, USAID and DOS operat-
ing units that implement foreign assistance
activities must also prepare annual operational
plans. An operational plan is an operating unit's
programmatic proposal for the use of new foreign

The DOS' "A to Z List of Country and Other
Area" provides a simple way to look up each
country within a given region; gather back-
ground data; identify the serving ambassador; and
obtain information concerning the mission,
embassy, and/or country team. Information can
be found at http://www.state.gov/misc/list/
index.htm.

and planners will find the document helpful in educating Marines on USAID's mission.

## Diplomacy, Development, And Defense

assistance resources available to that operating unit for a given fiscal year. The purpose of the operational plan is to provide a comprehensive picture for one year of how DOS and USAID foreign assistance resources received by a mission will be used to support US foreign assistance objectives. Operational plans describe the tactics that an operating unit will employ to maximize the effectiveness of USG foreign assistance resources. Such plans document the goals and objectives for the operating unit. These are entered in a database, which rolls-up common indicators across country programs and Washington, DC-based implementing offices for reporting to Congress.

## Usaid Primer: What We Do And How We Do It

Diplomacy, development, and defense (also
known as 3D)as represented by the DOS,
USAID, and DODare the three pillars that pro-
vide the foundation for promoting and protecting
US national security interests abroad. The 3D
Planning Group was chartered to develop prod-
ucts and processes to improve collaboration in
planning among these three organizations. The
3D Planning Group developed a reference tool
designed to help planners understand the purpose
of each agency's plans, the processes that gener-
ate them, and, most importantly, to help identify
opportunities for coordination among the three. It
is a first step in building understanding and syn-
chronizing plans to improve collaboration, coor-
dination and unity of effort to achieve the
coherence needed to preserve and advance US
national interests. More information is available
at http://www.usaid.gov/documents/1866/diplo-
macy-development-defense-planning-guide.

The USAID Primer: What We Do and How We
Do It is a document prepared primarily for
employees of other federal agencies such as DOS
and DOD, partner organizations, congressional
staff, and new USAID employees to explain the
internal doctrine, strategies, operational proce-
dures, structure, and program mechanisms of
USAID. The primer is available as a pdf file on
the USAID website at http://pdf.usaid.gov/
pdf_docs/PDACG100.pdf. Commanders, leaders,

## Appendix A Nongovernmental Organizations

Nongovernmental organizations are playing an increasingly important role in both the domestic and international arenas. Where long-term problems precede a deepening crisis, NGOs are frequently on scene before Marines arrive and may have a long-term established presence in the crisis area. Nongovernmental organizations frequently work in areas where Marines conduct engagement, security cooperation, and deterrence activities. They will most likely remain long after Marines have departed. Nongovernmental organizationss are independent, diverse, flexible, grassroots-focused organizations that range from primary relief and development providers to human rights, civil society, and conflict resolution organizations. There are hundreds of NGO's across the globe, the following NGOs are the most prominent.

## International Red Cross And Red Crescent Movement

The red cross and the red crescent are symbols used by organizations that are part of the International Red Cross and Red Crescent Movement;
namely, the International Committee of the Red Cross (ICRC), the International Federation of Red Cross and Red Crescent Societies, and more than 180 national Red Cross or Red Crescent Societies. In addition, these symbols have a special meaning derived from the Geneva Conventions. An additional symbol, the Red Lion and Sun, was used from 1924 to 1980 by Iran. The national society of IsraelMagen David Adomuses the Red Star of David, its own symbol that is not recognized as a protection symbol by the Geneva Conventions. The Red Crystal symbol was introduced by adoption of a third additional protocol to the Geneva Conventions on December 7, 2005. More information is available at http://www.redcross.int.

## International Committee Of The Red Cross

The ICRC is a humanitarian institution based in Geneva, Switzerland, that is neither an IGO nor an NGO, but an organization with a hybrid nature. States parties (signatories) to the four Geneva Conventions of 1949 and their additional protocols of 1977 and 2005 have given the ICRC a mandate to protect victims of international and internal armed conflicts. Such victims include war wounded, prisoners, refugees, civilians, and other noncombatants. The ICRC is part of the International Red Cross and Red Crescent Movement along with the International Federation and more than 180 national societies. It is the oldest and most honored organization within the movement and one of the most widely recognized organizations in the world. More information is available at https:/ /www.icrc.org/en.

## International Federation Of Red Cross And Red Crescent Societies

The International Federation of Red Cross and Red Crescent Societies (initially known as the League of Red Cross Societies) is a humanitarian institution that is part of the International Red Today, in addition to domestic disaster relief, the American Red Cross offers services in five other areas:

 Community services that help the needy.  Communications services and comfort for military members and their families.
 The collection, processing, and distribution of
blood and blood products.
Cross and Red Crescent Movement along with the ICRC and the national societies. Founded in
1919 and based in Geneva, Switzerland, it coordinates activities among the national societies in order to improve the lives of vulnerable people. On an international level, the federation leads and organizes, in close cooperation with the national societies, relief assistance missions that respond to large-scale emergencies. More information is available at http://www.ifrc.org.

 Educational programs on preparedness, health,
and safety.
 International relief and development programs.

## American Red Cross

The American Red Cross was issued a corporate charter by the United States Congress under US Code, Title 36, Patriotic and National Observances, Ceremonies, and Organizations. It is governed by volunteers and supported by community donations, income from health and safety training and products, and income from blood products. More information is available at http:// www.redcross.org.

The American Red Cross, also known as the American National Red Cross, is a volunteer-led, humanitarian organization that provides emergency assistance, disaster relief, and education inside the United States. It is the designated US affiliate of the International Federation of Red Cross and Red Crescent Societies and is headquartered in Washington, DC.

## Appendix B Intergovernmental Organizations

an integrated military structure was built up under the direction of two US supreme commanders. The course of the Cold War led to a rivalry with nations of the Warsaw Pact, which formed in 1955. Doubts over the strength of the relationship between the European states and the United States ebbed and flowed, along with doubts over the credibility of the NATO defense against a prospective Soviet invasion. Such doubts led to the development of the independent French nuclear deterrent and the withdrawal of France from NATO's military structure in 1966.

This appendix includes the descriptions of key IGOs. An IGO is an organization created by a formal agreement between two or more governments on a global, regional, or functional basis to protect and promote national interests shared by member states. (JP 3-08) Military and/or civilian personnel from IGOs may be present in regions where Marines operate. Marine leaders and planners at all levels must have foundational knowledge of IGOs operating in the same region. Examples of some of the more prominent and well-known IGOs are discussed in this appendix.

## North Atlantic Treaty Organization

After the fall of the Berlin Wall in 1989, the organization became drawn into the breakup of Yugoslavia, and conducted its first military interventions in Bosnia from 1991 to 1995 and later in Yugoslavia in 1999. Politically, the organization sought better relations with former Cold War rivals, which culminated with several former Warsaw Pact states joining the alliance in 1999 and 2004. The September 2001 attacks in the United States signaled the only occasion in NATO's history that Article 5 of the North Atlantic Treaty has been invoked as an attack on all NATO members.

The North Atlantic Treaty Organization is an intergovernmental military alliance based on the North Atlantic Treaty signed on April 4, 1949. The organization constitutes a system of collective defense whereby its member states agree to mutual defense in response to an attack by any external party. The NATO headquarters is in Brussels, Belgiumone of the 28 member states across North America and Europe. The newest members, Albania and Croatia, joined in April 2009. An additional 22 countries participate in NATO's Partnership for Peace, with 15 other countries involved in institutionalized dialogue programs. The combined military spending of all NATO members constitutes more than 70 percent of the world's defense spending. (Stockholm International Peace Research Institute) For its first few years, NATO was not much more than a political association; however, the Korean War galvanized the member states, and After those attacks, troops were deployed to Afghanistan under the NATO-led International Security Assistance Force. The organization continues to operate in a range of roles, including sending trainers to Iraq, assisting in counterpiracy operations, and enforcing a no-fly zone over Libya in 2011 in accordance with UN Security Council Resolution 1973. The less potent Article 4, which merely invokes consultation among NATO members, has been invoked twiceboth times by Turkeyin 2003 over the Second Persian Gulf War and in 2012 over the Syrian uprising after the downing of an unarmed Turkish F-4 reconnaissance jet.

## United Nations

The United Nations is an international organization founded in 1945 after the Second World War by 51 countries committed to maintaining international peace and security; developing friendly relations among nations; and promoting social progress, better living standards, and human rights. Due to its unique international character and the powers vested in its founding charter, the United Nations can take action on a wide range of issues and provide a forum for its 193 member states to express their views through such bodies and committees as the General Assembly, the Security Council, and the Economic and Social Council. The work of the United Nations reaches every corner of the globe. Although best known for peacekeeping, peace building, conflict prevention, and humanitarian assistance, there are many other ways the United Nations and its system, which includes specialized agencies, funds, and programs, impact lives and make the world a better place. The organization works on a broad range of fundamental issues to achieve its goals and coordinate efforts for a safer world for current and future generations. Such issues include the following:

 Sustainable development.  Environment and refugee protection.  Disaster relief.  Counterterrorism.  Disarmament and nonproliferation.  Promotion of democracy, human rights, and
gender equality.
 Advocation of the advancement of women.  Governance.  Economic and social development.  International health.  Clearing landmines.  Expanding food production.
The United Nations' main purpose is as follows:

 To keep peace throughout the world.  To develop friendly relations among nations.  To help nations work together to improve the
lives of poor people.
 To conquer hunger, disease, and illiteracy.  To encourage respect for each other's rights
and freedoms.
 To be a center for harmonizing the actions of
nations to achieve these goals.
More information is available at the UN Web site: http://www.un.org.

## United Nations Cluster Approach

The aim of the cluster approach is to strengthen partnerships and ensure more predictability and accountability in international responses to humanitarian emergencies. This is accomplished by clarifying the division of labor among organizations and better defining their roles and responsibilities within the key sectors of the response. In international responses to humanitarian crises, some sectors have in the past benefited from having clearly mandated lead agencies. Accordingly, the lack of a lead agency has repeatedly led to ad hoc, unpredictable humanitarian responses with inevitable capacity and response gaps in some areas. In response to this, the United Nations introduced nine thematic clusters for coordination at both the field and global levels. Each fieldlevel cluster is led by a UN agency that functions as "provider of last resort" and is accountable to the UN humanitarian coordinator. Clusters can be activated in response to sudden and ongoing emergencies. The nine clusters, together with their lead agencies follow:

 Nutrition (United Nations Children's Fund
[UNICEF]).
 Health (World Health Organization [WHO]).  Water/sanitation (UNICEF).
 Emergency shelter (United Nations Office of the
High Commissioner for Refugees [UNHCR]/ International Federation of Red Cross and Red Crescent Societies).
 Camp coordination/management (UNHCR/
International Organization for Migration).
 Protection (UNHCR/Office of the High Commission for Human Rights/UNICEF).
 Early recovery (UN Development Programme).  Logistics (World Food Programme).
donors. Governments contribute two thirds of the organization's resources, while private groups and some six million individuals contribute the rest through the national committees. It is estimated that 90 percent of its revenue is distributed to program services. Programs emphasize developing community-level services to promote the health and well-being of children. The United Nations Children's Fund was awarded the Nobel Peace Prize in 1965 and the Prince of Asturias Award of Concord in 2006.

 Emergency telecommunications (Office for the
Coordination of Humanitarian Affairs [OCHA]/ UNICEF/World Food Programme).
Most of UNICEF's work is in the field, with staff in more than 390 countries and territories. More than 200 country offices carry out UNICEF's mission through a program developed with host governments. Seventeen regional offices provide technical assistance to country offices as needed.

The UN General Assembly established the UN OCHA to assist governments in mobilizing international assistance when the scale of the disaster exceeds the national capacity. The OCHA manages a number of tools to facilitate coordination of multiple actors and resources. In particular, it chairs a forum of the most experienced relief agencies and prepares common humanitarian action plans and joint appeals with them.

## United Nations Children's Fund

A UN program headquartered in New York City, New York, UNICEF provides long-term humanitarian and developmental assistance to children and mothers in developing countries. It is one of the members of the United Nations Development Group and its executive committee.

Overall management and administration of the organization takes place at its headquarters in New York. The United Nations Children's Fund's supply division is based in Copenhagen, Denmark, and serves as the primary point of distribution for such essential items as vaccines, antiretroviral medicines for children and mothers with human immunodeficiency virus/acquired immunodeficiency syndrome, nutritional supplements, emergency shelters, and educational supplies. A 36-member executive board establishes policies, approves programs, and oversees administrative and financial plans. The executive board is made up of government representatives who are elected by the UN Economic and Social Council, usually for three-year terms. As an IGO, UNICEF is accountable to sponsoring governments. More information is available on the UNI- CEF Web site: http://www.unicef.org.

## United Nations Office For The Coordination Of Humanitarian Affairs

Created by the UN General Assembly on December 11, 1946, UNICEF provided emergency food and healthcare to children in countries that had been devastated by World War II. In 1954, UNI- CEF became a permanent part of the UN System and its name was shortened from the original United Nations International Children's Emergency Fund, but it has continued to be known by the popular acronym based on its previous name. The United Nations Children's Fund relies on contributions from governments and private The UN OCHA is a UN body formed in December 1991 by General Assembly Resolution 46/182, Strengthening of the Coordination of Humanitarian Emergency Assistance of the United Nations.

The resolution was designed to strengthen the UN's response to complex emergencies and natural disasters by creating the Department of Humanitarian Affairs that replaced the Office of the UN
Disaster Relief Coordinator formed in 1972. In 1998, due to reorganization, the Department of Human Affairs merged into the OCHA and was designed to be the UN focal point on major disasters. Its mandate was expanded to also include the coordination of humanitarian response, policy development, and humanitarian advocacy. The OCHA is therefore an interagency body, serving UN agencies and NGOs in the humanitarian domain. Its main product is the consolidated appeals process, an advocacy and planning tool to deliver humanitarian assistance together in a given emergency. More information is available on the UN OCHA Web site: http://www.unocha.org.

## United Nations Food And Agriculture Organization

The Food and Agriculture Organization of the United Nations is a specialized agency of the United Nations that leads international efforts to defeat hunger. Serving both developed and developing countries, the Food and Agriculture Organization acts as a neutral forum where all nations meet as equals to negotiate agreements and debate policy. The organization helps developing countries and countries in transition to modernize and improve agriculture, forestry and fisheries practices, ensuring good nutrition and food security for all. Its Latin motto, *fiat panis*, translates into English as "let there be bread." More information is available at http://www.fao.org.

## United Nations Office Of The High Commissioner For Refugees

The UNHCR, also known as The UN Refugee Agency, is mandated to protect and support refugees at the request of a government or the United Nations itself and assist in their voluntary repatriation, local integration, or resettlement to a third country. Its headquarters are in Geneva, Switzerland, and it is a member of the UN Development Group. More information is available at http:// www.unhcr.org.

## United Nations World Food Programme

The World Food Programme is the food assistance branch of the United Nations and the world's largest humanitarian organization addressing hunger worldwide. It provides food to about 90 million people per year58 million of whom are children. From its headquarters in Rome, Italy, and more than 80 country offices around the world, the World Food Programme works to help people who are unable to produce or obtain enough food for themselves and their families. It is a member of the UN Development Group and part of its executive committee. More information is available at http://www.wfp.org.

## United Nations World Health Organization

The WHO is a specialized agency of the United Nations that is concerned with international public health. It was established on April 7, 1948, with headquarters in Geneva, Switzerland, and it is a member of the United Nations Development Group. Its predecessor, the Health Organization, was an agency of the League of Nations. The constitution of the WHO had been signed by all 61 countries of the United Nations by July 22, 1946, with the first meeting of the World Health Assembly finishing on July 24, 1948. It incorporated the Office International d'Hygiene Publique and the League of Nations Health Organization. Since its creation, the WHO has been responsible for playing a leading role in the eradication of smallpox. Its current priorities include communicable diseases (particularly, human immunodeficiency virus/acquired immunodeficiency syndrome,
(since 1990) to measure and analyze developmental progress. In addition to a global report, UNDP publishes regional, national, and local human development reports. More information is available at http://www.undp.org.

## United Nations Department Of Peacekeeping Operations

malaria, and tuberculosis), the mitigation of the effects of noncommunicable diseases, sexual and reproductive health and development, aging, nutrition, food security and healthy eating, and substance abuse. These priorities drive the development of reporting, publications, and networking. The WHO is responsible for the *World Health Report*, a leading international publication on health, the worldwide World Health Survey, and World Health Day. More information is available at http://www.who.int.

The UN Department of Peacekeeping Operations is charged with the planning, preparation, management, and direction of UN peacekeeping operations.

## United Nations Development Programme European Union

The United Nations Development Programme (UNDP) is the United Nations' global development network. It advocates for change and connects countries to knowledge, experience, and resources. The UNDP operates in 177 countries, working with nations on their own solutions to global and national development challenges. As those nations develop local capacity, they draw on the people of UNDP and its wide range of partners. The UNDP is an executive board within the United Nations General Assembly. The UNDP administrator is the third highest ranking official of the United Nations after the secretary-general and deputy secretary-general.

The European Union is an economic and political entity and confederation of 27 member states located primarily in Europe. The European Union traces its origins from the European Coal and Steel Community and the European Economic Community, formed by six countries in 1951 and 1958 respectively. In the intervening years, the European Union has grown in size by the accession of new member states and in power by the addition of policy areas to its remit. The Maastricht Treaty established the European Union under its current name in 1993. The latest amendment to the constitutional basis of the European Union, the Treaty of Lisbon, came into force in 2009. The European Union operates through a system of supranational independent institutions and intergovernmental negotiated decisions by the member states. Important institutions of the European Union include the European Commission, the Council of the European Union, the European Council, the Court of Justice of the European Union, and the European Central Bank. The European Parliament is elected every five years by European Union citizens.

Headquartered in New York City, New York, the UNDP is funded entirely by voluntary contributions from member nations. The UNDP provides expert advice, training, and grant support to developing countries, with increasing emphasis on assistance to the least developed countries. To encourage global development, UNDP focuses on poverty reduction, disease, democratic governance, energy and environment, social development, and crisis prevention and recovery. The UNDP also encourages the protection of human rights and the empowerment of women in all of its programs.

The European Union has developed a single market through a standardized system of laws that apply in all member states. European Union policies aim to ensure the free movement of people, The UNDP Human Development Report Office publishes an annual Human Development Report goods, services, and capital; enact legislation in justice and home affairs; and maintain common policies on trade, agriculture, fisheries, and regional development. A monetary union, the Eurozone, was established in 1999 and is composed of 17 member states. Through the Common Foreign and Security Policy, the European Union has developed a limited role in external relations and defense with permanent diplomatic missions having been established around the world. The European Union is represented at the United Nations, the World Trade Organization, the Group of Eight, and the Group of Twenty.

## Organization Of American States

The Organization of American States is a regional international organization, headquartered in Washington, DC. Its members are the 35 independent states of the Americas. More information is available at http://www.oas.org.

## Appendix C Department Of State Organizational Chart

# Appendix D United States Agency For International Development Organizational Chart

## Appendix E Department Of Defense Organizational Chart

Commands &
Commandant
Assistant
Secretary
Installations
& Environment
Research,
Development
Acquisition
Assistant Secretary
Civil Works
Assistant Secretary
Financial
Management
& Comptroller
Assistant Secretary
Manpower
& Reserve Affairs
Commands &
& Environment
Assistant Secretary
& Reserve Affairs
Acquisition
Financial
Management
& Comptroller
Commands &
Secretary
Installations
& Environment
Acquisition,
Technology
Civil Works
Financial
Management
& Comptroller
& Reserve Affairs

## Appendix F Locations Of Marines Within The Interagency

In addition to the billets listed in table F-1, the Marine Corps' Director of Intelligence (DIRINT) also works with national agencies discussed in this appendix.

| Billet Rank    | USG Agency   | Agency/Office                               | Type               |
|----------------|--------------|---------------------------------------------|--------------------|
| Marine Corps   |              |                                             |                    |
| Billet Sponsor | Notes        |                                             |                    |
| Col            | DOS          | Deputy Secretary Policy                     | Exchange           |
| Col            | DOS          | Under Secretary Public Diplomacy and        |                    |
| Public Affairs |              |                                             |                    |
| Other          | DC PP&O      |                                             |                    |
| LtCol/Maj      | DOS          | Political-Military Policy                   | Exchange           |
| LtCol/Maj      | DOS          | Conflict and Stabilization                  | Exchange           |
| LtCol/Maj      | DOS          | Counterterrorism                            | Exchange           |
| LtCol/Maj      | DOS          | East Asian and Pacific Affairs              | Fellow             |
| Capt           | DOS          | Intelligence and Research                   | Engagement Officer |
| LtCol          | DOS          | Diplomatic Security                         | Fellow             |
| LtCol          | USAID        | Office of Civilian-Military Cooperation     | Fellow             |
| LtCol          | DOJ          | HQNational Security Division               | Fellow             |
| LtCol          | DHS          | Operations Coordinating and Planning Fellow | MCU                |
| LtCol          | ODNI         | Fellow                                      | MCU                |
| Various        | CIA          | LNO                                         |                    |
| LtCol          | DOT          | Federal Aviation Administration             | Other              |
| SSgt           | DOJ          | Drug Enforcement Administration             | Other              |
| Col            | NASA         | Astronaut                                   | Other              |
| Various        | ODNI         | Various                                     | Other              |
| Maj            | NGA          | Other                                       | DIRINT             |
| Capt           | Treasury     | Office of Intelligence and Analysis         | Engagement Officer |
| CaptLtCol     | White House  | Various                                     | Other              |
| LNO            | DC PP&O      | Maj                                         | National           |
| Reconnaissance |              |                                             |                    |
| Office         |              |                                             |                    |

LtCollieutenant colonel
Majmajor
MCUMarine Corps University
NASANational Aeronautics and Space Administration
NGANational Geospatial-Intelligence Agency
ODNIOffice of the Director of National Intelligence
PP&OPlans, Policies, and Operations
SSgtstaff sergeant

Legend: Captcaptain CIACentral Intelligence Agency Colcolonel DCdeputy commandant DOTDepartment of Transportation HQheadquarters JOSIPJunior Officer Strategic Intelligence Program LNOliaison officer

## National Security Agency

The Marine Corps Cryptologic Office serves as the liaison for DIRINT to the National Security Agency (NSA) on policy and Service issues related to signals intelligence. The Marine Cryptologic Support Battalion serves as the Service cryptologic component to NSA. Assigned Marines are under the operational control of the NSA director in support of the national signals intelligence mission.

## National Geospatial-Intelligence Agency

The Marine Corps Geospatial-Intelligence Office serves as DIRINT's liaison to the director of the National Geospatial-Intelligence Agency on policy and Service issues related to geospatial intelligence. The Marine Corps National Geospatial- Intelligence Support Team is the National Geospatial-Intelligence Agency's liaison to the Marine Corps. It provides synchronized support to the Marine Corps for geospatial intelligence and related activities. Individual Marine officers are assigned to individual sections based on unit manning documents.

## Defense Intelligence Agency

The Marine Corps has no formal liaison officer assigned to the Defense Intelligence Agency (DIA). Individual Marine officers and enlisted are assigned to individual sections based on unit manning documents. The senior Marine assigned to the DIA, however, does perform liaison-like functions when called upon to advocate a particular Service position on behalf of the DIRINT or a DIA position to the DIRINT. Marines are assigned to the Defense Attache System, which is administered by the DIA director. Those Marines represent the Marine Corps, the DOD, and the Defense Attache System. Additionally, the Director of DIA is the General Defense Intelligence Program Manager and functional manager for general military intelligence and counterintelligence/human intelligence. As such, the DIRINT participates in a number of forums connected to the Director of DIA and national-level military intelligence resources and department-level counterintelligence/human intelligence, to include the Defense Human Intelligence Enterprise.

## Office Of The Director Of National Intelligence

The Marine Corps has no formal liaison officer assigned to the Office of the Director of National Intelligence (DNI). Individual Marine officers are assigned to individual offices based on unit manning documents, but these Marines will perform liaison-like functions when called upon to advocate a particular Service position on behalf of the DIRINT or a DNI position to the DIRINT.

## Central Intelligence Agency

The Marine Corps has no formal liaison officer assigned to the Central Intelligence Agency. Marines sponsored by the DIRINT and Deputy Commandant for Plans, Policies and Operations, however, are routinely assigned to the Central Intelligence Agency.

## Appendix G Marine Attaches And Locations

| Rank                        | Embassy Location   | Billet   | Notes   |
|-----------------------------|--------------------|----------|---------|
| LtCol                       | Ghana              | Attache  | SDO     |
| Maj                         | Kenya              | Attache  |         |
| Maj                         | Liberia            | Attache  |         |
| LtCol                       | Senegal            | Attache  |         |
| LtCol                       | Iraq               | Attache  |         |
| Maj                         | Jordan             | Attache  |         |
| LtCol                       | Oman               | Attache  |         |
| LtCol                       | Pakistan           | Attache  |         |
| LtCol                       | Azerbaijan         | Attache  |         |
| LtCol                       | France             | Attache  |         |
| LtCol                       | Georgia            | Attache  |         |
| Maj                         | Israel             | Attache  |         |
| LtCol                       | Italy              | Attache  |         |
| LtCol                       | Latvia             | Attache  | SDO     |
| LtCol                       | Russia             | Attache  |         |
| Maj                         | Spain              | Attache  |         |
| Maj                         | Turkey             | Attache  |         |
| LtCol                       | United Kingdom     | Attache  |         |
| Maj                         | Ukraine            | Attache  |         |
| Maj                         | Mexico             | Attache  |         |
| Maj                         | Australia          | Attache  |         |
| LtCol                       | China              | Attache  |         |
| Maj                         | China              | Attache  |         |
| Maj                         | Indonesia          | Attache  |         |
| LtCol                       | Japan              | Attache  |         |
| Maj                         | Philippines        | Attache  |         |
| LtCol                       | Singapore          | Attache  |         |
| LtCol                       | Taiwan             | Attache  |         |
| Maj                         | Vietnam            | Attache  |         |
| Maj                         | Bolivia            | Attache  |         |
| Maj                         | Brazil             | Attache  |         |
| Maj                         | Colombia           | Attache  |         |
| LtCol                       | Dominican Republic | Attache  | SDO     |
| Maj                         | Nicaragua          | Attache  |         |
| Col                         | Paraguay           | Attache  | SDO     |
| Legend:                     |                    |          |         |
| Colcolonel                 |                    |          |         |
| LtCollieutenant colonel    |                    |          |         |
| Majmajor                   |                    |          |         |
| SDOSenior Defense Official |                    |          |         |

## Appendix H Locations Of Interagency Personnel Within The Marine Corps

USG Agency
Marine Corps
Organization Assigned
Billet
Notes
DOS
CMC
POLAD
Not Filled
DOS
MARFORPAC
POLAD
DOS
MARFORSOUTH
POLAD
DOS
MARFOREUR/MARFORAFR
POLAD
DOS
MARFORCENT
POLAD
DOS
MARFORCENT Forward
Deputy POLAD
DOS
MCU
State chair
Faculty
DIA
MCU
DIA chair
Faculty
DHS
MCU
DHS chair
Faculty (pending memorandum
of understanding)
DOJ
MCU
FBI chair
Faculty
CIA
MCU
CIA chair
Faculty
Various1
MCU
Students at various colleges
DOS
Marine Corps Security Guard School
DOS instructors
3 billets
DOS
Marine Corps Embassy Security Group
Diplomatic security service agent
1 MCU interagency students came from DOS (2), DIA, DOJ (3), CIA (2), DHS, and National Geospatial-Intelligence (1) in
AY 20112012
MARFOREURUnited States Marine Corps Forces, Europe MARFORPACUnited States Marine Corps Forces, Pacific MARFORSOUTHUnited States Marine Corps Forces, South MCUMarine Corps University POLADpolitical advisor
Legend: AYacademic year CIACentral Intelligence Agency CMCCommandant of the Marine Corps FBIFederal Bureau of Investigation MARFORAFRUnited States Marine Corps Forces, Africa MARFORCENTUnited States Marine Corps Forces,
Central Command

## Appendix I Locations Of Interagency Civilians/Specialists Within The Marine Corps As Of 2014

| Marine Corps Organization Assigned               | Billet                                           |
|--------------------------------------------------|--------------------------------------------------|
| MAGTF Staff Training Program (Marine Corps       |                                                  |
| Combat Development Command)                      |                                                  |
| Interagency/Civil Affairs                        |                                                  |
| Analyst (3 billets)                              |                                                  |
| Provide civil affairs, CMO and interagency       |                                                  |
| expertise in training MAGTF staffs. Work with    |                                                  |
| interagency representatives to develop exercise  |                                                  |
| products ensuring commander's training           |                                                  |
| objectives are met. Observe staff actions        |                                                  |
| during the exercise and provide after action     |                                                  |
| input. Review related doctrine and recommend     |                                                  |
| changes. Provide CMO and interagency input       |                                                  |
| into MAGTF Staff Training Program pamphlets      |                                                  |
| Training and Education Command (Marine           |                                                  |
| Corps Combat Development Command)                |                                                  |
| Interagency Coordinator                          | Responsible for the coordination of Marine Corps |
| interagency training requirements with other USG |                                                  |
| departments                                      |                                                  |

# Appendix J Department Of State, United States Agency For International Development, And Department Of Defense Global Areas Of Responsibility Map

## Appendix K United States Government Departments And Agencies

This appendix alphabetically identifies the major agencies and departments of the Executive Branch of the USG and provides associated Web page links. The sites address such topics as mission, authorities, leadership, structure, functions, interests, strategic communication messages, capabilities, and statistics. It is important to have a general knowledge of the composition of other USG agencies. Make it a practice to review these sites before engaging or requesting interaction with other partners.

## Department Of Agriculture

The United States Department of Agriculture (USDA) develops and executes policy on farming, agriculture, and food. Its aims include meeting the needs of farmers and ranchers, promoting agricultural trade and production, assuring food safety, protecting natural resources, fostering rural communities, and ending hunger in America and abroad. Marines involved in the conduct of an initial host nation assessment may work with USDA personnel in determining crop statistics, growing seasons, and crop substitution strategies. Marines may also provide security for USDA-sponsored insect control efforts. Information can be found at http://www.usda.gov/wps/
portal/usda/usdahome.

## Department Of Commerce

The Department of Commerce is the government agency tasked with improving living standards for all Americans, both domestic and abroad, by promoting economic development and technological innovation. Marines may come in contact with Department of Commerce personnel during disaster relief operations in the continental United States or in initial conflict assessment discussions in a host nation. Information can be found at http:/ /www.commerce.gov/.

## Department Of Education

The mission of the Department of Education is to promote student achievement and preparation for competition in a global economy by fostering educational excellence and ensuring equal access to educational opportunity. Information can be found at http://www.ed.gov/.

## Department Of Energy

The mission of the Department of Energy (DOE) is to advance the national, economic, and energy security of the United States. The DOE promotes America's energy security by encouraging the development of reliable, clean, and affordable energy. It administers federal funding for scientific research to further the goal of discovery and innovation, to ensure American economic competitiveness, and to improve the quality of life for Americans. The DOE is also tasked with ensuring America's nuclear security and with protecting the environment by providing a responsible resolution to the legacy of nuclear weapons production. Marines may provide security to DOE nuclear scientists conducting nuclear site assistance or nuclear verification inspections. Information can be found at http://energy.gov/.

## Department Of Health And Human Services

The Department of Health and Human Services is the USG's principal agency for protecting the health of all Americans and providing essential human services, especially for those who are least able to help themselves. Agencies of the department conduct health and social science research, work to prevent disease outbreaks, assure food and drug safety, and provide health insurance. Information can be found at http://www.hhs.gov/.

Note: The legal basis for the US Coast
Guard is US Code, Title 14, Coast Guard,
which states that the Coast Guard, as estab-
lished January 28, 1915, "shall be a military
service and a branch of the armed forces of
the United States at all times." Upon the
declaration of war or when the President di-
rects, the Coast Guard operates under the
authority of the Department of the Navy. Day
to day, the Coast Guard is under the direct au-
thority of the Secretary of the Department of
Homeland Security.

## Department Of Homeland Security

Marines have worked closely with several of the organizations within DHS. Specifically, Marines have participated with Customs and Border Protection personnel on counterdrug operations along the southwest border of the United States. Marines have supported FEMA during disaster relief operations, such as Hurricane Katrina in New Orleans, Louisiana. Additionally, Marines work closely with the US Coast Guard on a variety of maritime-related tasks.

## Department Of Housing And Urban Development

The missions of the DHS are to prevent and disrupt terrorist attacks; protect the American people, critical infrastructure, and key resources; and respond to and recover from incidents that do occur. The third largest Cabinet department, DHS
was established by the Homeland Security Act of
2002 (Public Law 107-296), largely in response to the terrorist attacks on September 11, 2001. The new department consolidated 22 executive branch agencies. Through its various subordinate agencies and representatives, DHS maintains a robust international presence. The security of the homeland is directly related to the international, US mission, and combatant command communities and activities. Information can be found at http://www.dhs.gov/index.shtm. Among the 22 organizations that compose DHS, the following are frequently represented/engaged with combatant commands:
 Customs and Border Protection: http://cbp.gov/.  FEMA: http://www.fema.gov/.

The Department of Housing and Urban Development is the federal agency responsible for national policies and programs that address America's housing needs, that improve and develop the Nation's communities, and that enforce fair housing laws. The Department plays a major role in supporting homeownership for lower- and moderate-income families through its mortgage insurance and rent subsidy programs. Information can be found at http://portal.hud.gov/ portal/page/portal/HUD.

 Immigration and Customs Enforcement: http://
www.ice.gov/.
 Transportation Security Administration: http://
www.tsa.gov/.

## Department Of The Interior

 US
Secret
Service:
http://www.secretservice.gov/.
 US Coast Guard: http://uscg.mil/.
The Department of the Interior is the Nation's principal conservation agency. Its mission is to agents in overseas counterdrug operations as well as with FBI personnel conducting a range of investigative tasks overseas.

## Department Of Labor

protect America's natural resources, offer recreation opportunities, conduct scientific research, conserve and protect fish and wildlife, and honor America's trust responsibilities to American Indians, Alaskan Natives, and America's island communities. Marines have provided forces to assist the Department of Interior and state departments of forestry in fighting fires in the continental United States. Marine Corps bases on the east and west coasts have contingency plans to provide firefighting support to states and the USDA. Information can be found at http://www.doi.gov/ index.cfm.

The Department of Labor oversees federal programs for ensuring a strong American workforce. These programs address job training, safe working conditions, minimum hourly wage and overtime pay, employment discrimination, and unemployment insurance. Information can be found at http://www.dol.gov/.

## Department Of Justice Department Of State

The DOS plays the lead role in developing and implementing the President's foreign policy. Major responsibilities include US representation abroad, foreign assistance, foreign military training programs, countering international crime, and a wide assortment of services to US citizens and foreign nationals seeking entrance to the United States. The United States maintains diplomatic relations with approximately 180 countrieseach posted by civilian US foreign service employeesas well as with international organizations. At home, more than 5,000 civil employees carry out the mission of the DOS. Information can be found at http://www.state.gov/. Key subordinate organizations within the DOS for DOD are discussed in the following subparagraphs.

## Bureau Of Political-Military Affairs

The Bureau of Political-Military Affairs is the DOS's principal link to the DOD. This bureau provides policy direction in the areas of international security, security assistance, military operations, defense strategy and plans, and defense trade. Information can be found at http:// www.state.gov/t/pm/.

The mission of the DOJ is to enforce the law and defend the interests of the United States according to the law, to ensure public safety against threats foreign and domestic, to provide federal leadership in preventing and controlling crime, to seek just punishment for those guilty of unlawful behavior, and to ensure fair and impartial administration of justice for all Americans. The DOJ is made up of 40 component organizations, including the Drug Enforcement Administration, the Federal Bureau of Investigation, the US Marshals, and the Federal Bureau of Prisons. The attorney general is the head of the DOJ and chief law enforcement officer of the federal government. The attorney general represents the United States in legal matters, advises the president and the heads of the executive departments of the government, and occasionally appears in person before the Supreme Court. Information can be found at http://www.justice.gov/. Among the many diverse organizations that compose DOJ, the Drug Enforcement Administration (http:// www.justice.gov/dea/index.shtml) and the Federal Bureau of Investigation (http://www.fbi.gov) are frequently represented at or engaged with combatant commands. Marines have worked alongside Drug Enforcement Administration

## Bureau Of Conflict Stabilization Operations

The Bureau of Conflict Stabilization Operations (CSO) advances US national security objectives by driving integrated efforts to prevent, respond to, and stabilize crises in priority states, setting conditions for long-term peace. The CSO emphasizes solutions guided by local dynamics and actors. The CSO promotes unity of effort, strategic use of scarce resources, and burden-sharing with international partners. The CSO shapes the DOS's ability to be anticipatory and adaptive in meeting the security challenges of the 21st century. Information can be found at http:// www.state.gov/j/cso/.

## Department Of State's Regional And Geographic Bureau

Information pertaining to the Bureau of European and Eurasian Affairs and the Bureau of Near Eastern Affairs can be accessed at http://
www.state.gov/countries/.

## Bureau Of Intelligence And Research

The Bureau of Intelligence and Research (INR)
has a primary mission of harnessing intelligence to serve US diplomacy. Drawing on all-source intelligence, INR provides value-added independent analysis of events to DOS policymakers, ensures that intelligence activities support foreign policy and national security purposes, and serves as the focal point in the DOS for ensuring policy review of sensitive counterintelligence and law enforcement activities. The INR also analyzes geographical and international boundary issues and is a member of the US intelligence community. Information can be found at http://
www.state.gov/s/inr/.

## Humanitarian Information Unit

The INR's Humanitarian Information Unit is another useful source of information concerning countries in a given region. The mission of the Humanitarian Information Unit is to identify, collect, analyze, and disseminate all-source information critical to USG decisionmakers and partners in preparation for and in response to humanitarian emergencies worldwide. It promotes innovative technologies and best practices for humanitarian information management. Information can be found at http://www.state.gov/s/inr/hiu/.

## United States Agency For International Development

United States Agency for International Development is an independent federal government agency that receives overall foreign policy guidance from the Secretary of State. The agency supports long-term and equitable economic growth and advances US foreign policy objectives by supporting economic growth, agriculture, trade, global health, democracy, conflict prevention, and humanitarian assistance. It provides assistance in five regions of the world: sub-Saharan Africa, Asia, Latin America and the Caribbean, Europe and Eurasia, and the Middle East. Information can be found at http://www.usaid.gov/. Other USAID programs/offices of relevance to Marines are discussed in the following subparagraphs.

## Office Of Civilian Military Cooperation

The Office of Civilian Military Cooperation within the Bureau for Democracy, Conflict, and Humanitarian Assistance provides the focal point for USAID interaction with US and foreign militaries and formalizes relationships with the same through coordinated planning, training, education, and exercises. It develops guidelines and standard operating procedures consistent with each organization's mandate. Information can be found at http://www.usaid.gov/work-usaid/partnership-opportunities/us-military/office-civilianmilitary-cooperation.

## Office Of Us Foreign Disaster Assistance

The Office of US Foreign Disaster Assistance is responsible for facilitating and coordinating USG emergency assistance overseas. As part of USAID's Bureau for Democracy, Conflict, and Humanitarian Assistance, this office provides humanitarian assistance to save lives, alleviate human suffering, and reduce the social and economic impact of humanitarian emergencies worldwide. Information can be found at http:// www.usaid.gov/who-we-are/organization/ bureaus/bureau-democracy-conflict-and-humanitarian-assistance/office-us.

## Office Of Transition Initiatives

Management and Mitigation leads USAID's efforts to identify and analyze sources of conflict and fragility and supports early responses to address the causes and consequences of instability and violent conflict. It seeks to integrate conflict mitigation and management into USAID's analysis, strategies, and programs. The primary activities of the Office of Conflict Management and Mitigation with particular relevance to the Marine Corps include creating detailed conflict assessments that map destabilizing patterns and trends in a specific developing country, providing direct support for conflict management programs, and supporting the development of an early warning system that can help focus USAID and USG attention and resources on countries that are at greatest risk for violence. Information can be found at http://www.usaid.gov/who-weare/organization/bureaus/bureau-democracy-conflict-and-humanitarian-assistance/office.

## Department Of Transportation

The mission of the Department of Transportation is to ensure a fast, safe, efficient, accessible, and convenient transportation system that meets America's vital national interests and enhances the quality of life of the American people. Organizations within the Department include the Federal Highway Administration, the Federal Aviation Administration, the National Highway Traffic Safety Administration, the Federal Transit Administration, the Federal Railroad Administration, and the Maritime Administration. Information can be found at http://www.dot.gov/.

The Office of Transition Initiatives (OTI) lays the foundation for long-term development by promoting reconciliation, jump-starting economies, and helping move countries toward democratic reform. The OTI specifically encourages a culture of swift response among its staff and partners. The OTI is funded by a separate transition initiatives budget account with special authorities that allow immediate spending where it is most needed. Some specific OTI project areas with particular relevance to the Marine Corps include supporting community development programs that encourage political participation of traditionally underrepresented groups, funding reintegration of former combatants into their communities, assisting local efforts to fight corruption and promote transparent governance, and encouraging measures to bring the military under civilian control. Information can be found at http:// www.usaid.gov/who-we-are/organization/ bureaus/bureau-democracy-conflict-and-humanitarian-assistance/office-1.

## Department Of Treasury Office Of Conflict Management And Mitigation

The Office of Conflict Management and Mitigation works to assist USAID to prevent, mitigate, and manage the causes and consequences of violent conflict and fragility. The Office of Conflict The Department of the Treasury promotes economic prosperity and the soundness and security of the United States and international financial systems. The Department operates and maintains systems that are critical to the Nation's financial infrastructure, such as producing coin

## Office Of The Director Of National Intelligence

The DNI serves as the head of the intelligence community, overseeing and directing the implementation of the National Intelligence Program and acting as the principal advisor to the President, the NSC, and the Homeland Security Council for intelligence matters related to national security. Working together with the principal deputy DNI and with the assistance of mission managers and four deputy directors, the Office of the DNI strives to effectively integrate foreign, military, and domestic intelligence in defense of the homeland and of United States interests abroad. Information can be found at http:// www.dni.gov/.

and currency, disbursing payments to the American public, collecting taxes, and borrowing funds necessary to run the federal government. The Department works with other federal agencies, foreign governments, and international financial institutions to encourage global economic growth, raise standards of living, and, to the extent possible, predict and prevent economic and financial crises. The Department of Treasury also performs a critical and far-reaching role in enhancing national security by improving the safeguards of America's financial systems, implementing economic sanctions against foreign threats to the United States, and identifying and targeting the financial support networks of national security threats. Information can be found at http://www.treasury.gov/Pages/
default.aspx.

## Appendix L Department Of Homeland Security Organizational Chart Glossary Section I. Acronyms And Abbreviations

3D . . . . . . .diplomacy, development, and defense BSRP. . . . . . . . .Bureau Strategic Resource Plan
ICRC . . . . . . . . International Committee of
the Red Cross
IGO . . . . . . . . intergovernmental organization INR . . . . . . . .Bureau of Intelligence and
Research (DOS)
ISSAF . . . . . . . . International Security Sector
Assessment Framework
JFC . . . . . . . . joint force commander JIACG . . . . .joint interagency coordination group JP. . . . . . . . . joint publication JTF  . . . . . . . . joint task force
CAG . . . . . . . .civil affairs group CDCS . . . . . . . . Country Development
Cooperation Strategy
CJCS . . . . . Chairman of the Joint Chiefs of Staff CMO . . . . . . . .civil-military operations CMOC. . . . . . . . . civil-military operations center COA . . . . . . . . course of action COM . . . . . . . . chief of mission CSO. . . . . . . Bureau of Conflict and Stabilization
Operations (DOS)
MAGTF  . . . . . . . . Marine air-ground task force MCRP . . . . . .Marine Corps reference publication MEF  . . . . . . . . Marine expeditionary force MSRP . . . . . . . . mission strategic resource plan MSSR . . . . . . . .maritime security sector reform NATO . . . . . .North Atlantic Treaty Organization NGO . . . . . . . .nongovernmental organization NSA  . . . . . . . . National Security Agency NSC. . . . . . . . . National Security Council
DHS  . . . . . . . Department of Homeland Security DIA . . . . . . . . Defense Intelligence Agency DIRINT. . . . . . .Director of Intelligence (USMC) DNI . . . . . . . . Director of National Intelligence DOD . . . . . . . . Department of Defense DOE  . . . . . . . . Department of Energy DOJ . . . . . . . . Department of Justice DOS  . . . . . . . . Department of State DSCA . . . . . . defense support of civil authorities
OCHA . . . . . . . . Office for the Coordination of
Humanitarian Affairs
OTI . . . .Office of Transition Initiatives (USAID)
EPLO  . . . . . . . . emergency preparedness
liaison officer
PRC. . . . . . . . . populace and resources control
FEMA . . . . . . . . Federal Emergency
Management Agency
FHA  . . . . . . . .foreign humanitarian assistance
QDDR . . . . . . . . Quadrennial Diplomacy and
Development Review
G-9  . . . . . . . . assistant chief of staff, civil
affairs/civil-military operations
GCC  . . . . . . . geographic combatant commander ICAF . . . . . . . .Interagency Conflict
Assessment Framework
S-9. . . . . . . . .civil affairs/civil-military
operations officer
SAF . . . . . . . .Stability Assessment Framework SecDef. . . . . . . . . Secretary of Defense SIPRNET  . . . . . . . .Secure Internet Protocol
Router Network
UN. . . . . . . . . United Nations UNDP . . . . . . . . United Nations
Development Programme
UNHCR  . . . . .United Nations Office of the High
Commissioner for Refugees
UNICEF . . . . . . United Nations Children's Fund US . . . . . . . . United States
USAID  . . . . . . . .United States Agency for
International Development
USDA . . . . . . . . United States Department
of Agriculture
USG  . . . . . . . . United States Government WHO. . . . . . . . World Health Organization (UN)

## Section Ii: Terms And Definitions

tives relating to the reestablishment or maintenance of stability within a region or host nation. Also called CMO. (JP 1-02) combatant commandA unified or specified command with a broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. (JP 1-02)
assessment1. A continuous process that measures the overall effectiveness of employing joint force capabilities during military operations.

2. Determination of the progress toward accomplishing a task, creating a condition, or achieving an objective. 3. Analysis of the security, effectiveness, and potential of an existing or planned intelligence activity. 4. Judgment of the motives, qualifications, and characteristics of present or prospective employees or "agents." (JP 1-02)
conflict preventionA peace operation employing complementary diplomatic, civil, and, when necessary, military means, to monitor and identify the causes of conflict, and take timely action to prevent the occurrence, escalation, or resumption of hostilities. (JP 1-02)
chief of missionThe principal officer (the ambassador) in charge of a diplomatic facility of the United States, including any individual assigned to be temporarily in charge of such a facility. The chief of mission is the personal representative of the President to the country of accreditation. The chief of mission is responsible for the direction, coordination, and supervision of all US Government executive branch employees in that country (except those under the command of a US area military commander). The security of the diplomatic post is the chief of mission's direct responsibility. Also called COM. (JP 1-02)
country teamThe senior, in-country, United States coordinating and supervising body, headed by the chief of the United States diplomatic mission, and composed of the senior member of each represented United States department or agency, as desired by the chief of the United States diplomatic mission. (JP 1-02)
civil affairsDesignated Active and Reserve Component forces and units organized, trained, and equipped specifically to conduct civil affairs operations and to support civil-military operations. Also called CA. See also civil-military operations. (JP 1-02)
defense support of civil authoritiesSupport provided by US Federal military forces, Department of Defense civilians, Department of Defense contract personnel, Department of Defense component assets, and National Guard forces (when the Secretary of Defense, in coordination with the governors of the affected states, elects and requests to use those forces in Title 32, United States Code, status) in response to requests for assistance from civil authorities for domestic emergencies, law enforcement support, and other domestic activities, or from qualifying entities for special events. Also called **DSCA**. (JP 1-02)
civil-military cooperationThe coordination and cooperation, in support of the mission, between the NATO Commander and civil actors, including the national population and local authorities, as well as international, national and non-governmental organizations and agencies. (AAP-6) civil-military operationsActivities of a commander performed by designated civil affairs or other military forces that establish, maintain, influence, or exploit relations between military forces, indigenous populations, and institutions, by directly supporting the attainment of objecemergency preparedness liaison officerA senior reserve officer who represents their Service at the appropriate joint field office conducting planning and coordination responsibilities in support of civil authorities. Also called **EPLO**.

(JP 1-02)
the Department of Defense. See also interagency coordination. (JP 1-02)
evaluationIn intelligence usage, appraisal of an item of information in terms of credibility, reliability, pertinence, and accuracy. (JP 1-02)
interagency coordinationWithin the context of Department of Defense involvement, the coordination that occurs between elements of Department of Defense, and engaged US Government agencies and departments for the purpose of achieving an objective. (JP 1-02)
foreign humanitarian assistanceDepartment of Defense activities conducted outside the United States and its territories to directly relieve or reduce human suffering, disease, hunger, or privation. Also called FHA. (JP 1-02) homeland defenseThe protection of United States sovereignty, territory, domestic population, and critical infrastructure against external threats and aggression or other threats as directed by the President. Also called HD. (JP 1-02)
intergovernmental organizationAn organization created by a formal agreement between two or more governments on a global, regional, or functional basis to protect and promote national interests shared by member states. Also called IGO. (JP 1-02) intermediate objectiveIn land warfare, an area or feature between the line of departure and an objective which must be seized and/or held. (AAP-6)
host nationA nation which receives the forces and/or supplies of allied nations and/or NATO organizations to be located on, to operate in, or to transit through its territory. Also called HN. (JP 1-02) humanitarian and civic assistanceAssistance to the local populace, specifically authorized by Title 10, United States Code, Section 401, and funded under separate authorities, provided by predominantly United States forces in conjunction with military operations. (JP 1-02)
interorganizational coordinationThe interaction that occurs among elements of the Department of Defense; engaged United States Government agencies; state, territorial, local, and tribal agencies; foreign military forces and government agencies; intergovernmental organizations; nongovernmental organizations; and the private sector. (JP 1-02)
indicatorIn intelligence usage, an item of information which reflects the intention or capability of an adversary to adopt or reject a course of action. (JP 1-02)
joint force commanderA general term applied to a combatant commander, subunified commander, or joint task force commander authorized to exercise combatant command (command authority) or operational control over a joint force. Also called JFC. (JP 1-02)
instruments of national powerAll of the means available to the government in its pursuit of national objectives. They are expressed as diplomatic, economic, informational and military. (JP 1-02)
joint interagency coordination groupA staff group that establishes regular, timely, and collaborative working relationships between civilian and military operational planners. Also called JIACG. (JP 1-02)
intelligence communityAll departments or agencies of a government that are concerned with intelligence activity, either in an oversight, managerial, support, or participatory role. (JP 1-02) interagencyOf or pertaining to United States Government agencies and departments, including Military DepartmentOne of the departments within the Department of Defense created by the National Security Act of 1947, which are the Department of the Army, the Department of the Navy, and the Department of the Air Force. (JP 1-02)
and opinion makers, and by broadening the dialogue between American citizens and institutions and their counterparts abroad. 2. In peace building, civilian agency efforts to promote an understanding of the reconstruction efforts, rule of law, and civic responsibility through public affairs and international public diplomacy operations. (JP 1-02)
monitoring1. The act of listening, carrying out surveillance on, and/or recording the emissions of one's own or Allied forces for the purpose of maintaining and improving procedural standards and security, or for reference, as applicable. 2. The act of listening, carrying out surveillance on, and/or recording of enemy emissions for intelligence purposes. 3. The act of detecting the presence of radiation and the measurement thereof with radiation measuring instruments. (AAP-6)
riskProbability and severity of loss linked to hazards. (JP 1-02) The chance of hazard or bad consequences resulting in exposure to possible injury or loss. Risk level is expressed in terms of hazard probability or severity. (MCRP 5-12C) SECRET Internet Protocol Router Network The worldwide SECRET-level packet switch network that uses high-speed internet protocol routers and high-capacity Defense Information Systems Network circuitry. Also called SIPRNET. (JP 1-02)
nongovernmental organizationA private, self-governing, not-for-profit organization dedicated to alleviating human suffering; and/or promoting education, health care, economic development, environmental protection, human rights, and conflict resolution; and/or encouraging the establishment of democratic institutions and civil society. Also called NGO. (JP 1-02)
objective1. The clearly defined, decisive, and attainable goal toward which every operation is directed. 2. The specific target of the action taken which is essential to the commander's plan. (JP
1-02)
security assistanceGroup of programs authorized by the Foreign Assistance Act of 1961, as amended, and the Arms Export Control Act of 1976, as amended, or other related statutes by which the United States provides defense articles, military training, and other defense-related services, by grant, loan, credit, or cash sales in furtherance of national policies and objectives. Security assistance is an element of security cooperation funded and authorized by Department of State to be administered by Department of Defense/Defense Security Cooperation Agency. Also called SA. See also security cooperation. (JP 1-02)
populace and resources controlControl measures that assist host nation governments or de facto authorities in retaining control over their population centers, thus precluding complicating problems that may hinder joint mission accomplishment. Populace and resources control measures seek to identify, reduce, relocate, or access population resources that may impede or otherwise threaten joint operation success. Also called PRC. (MCRP 5-12C)
security cooperationAll Department of Defense interactions with foreign defense establishments to build defense relationships that promote specific US security interests, develop allied and friendly military capabilities for selfdefense and multinational operations, and provide US forces with peacetime and contingency access to a host nation. See also **security assistance**. (JP
1-02)
public diplomacy1. Those overt international public information activities of the United States Government designed to promote United States foreign policy objectives by seeking to understand, inform, and influence foreign audiences unified actionThe synchronization, coordination, and/or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort. (JP 1-02)
security force assistanceThe Department of Defense activities that contribute to unified action by the US Government to support the development of the capacity and capability of foreign security forces and their supporting institutions.

(JP 1-02)
unity of commandThe operation of all forces under a single responsible commander who has the requisite authority to direct and employ those forces in pursuit of a common purpose. (JP 1-02).

security sector reformA comprehensive set of programs and activities undertaken to improve the way a host nation provides safety, security, and justice. (JP 1-02)
unity of effortCoordination and cooperation toward common objectives, even if the participants are not necessarily part of the same command or organization, which is the product of successful unified action. (JP 1-02)
strategyA prudent idea or set of ideas for employing the instruments of national power in a synchronized and integrated fashion to achieve theater, national, and/or multinational objectives. (JP 1-02)

## References And Related Publications Federal Publications

Executive Order
10973
Administration of Foreign Assistance and Related Functions
Public Laws
87-194
Foreign Assistance Act
107-296
Homeland Security Act of 2002
111-352
GPRA [Government Performance and Results Act] Modernization Act of 2010
United States Code
Title 10
Armed Forces
Title 14
Coast Guard
Title 18
Crimes and Criminal Procedure
Title 36
Patriotic and National Observances, Ceremonies, and Organizations
Title 42
The Public Health and Welfare

Presidential Policy Directive
1
Organization of the National Security Council System Other Publications General Assembly Resolution 46/182, Strengthening of the Coordination of Humanitarian Emergency Assistance of the United Nations National Security Strategy National Strategy for Physical Protection of Critical Infrastructures and Key Assets National Strategy for Counterterrorism The Quadrennial Diplomacy and Development Review (QDDR): Leading Through Civilian Power

## Department Of Defense Issuances

Department of Defense Directives (DODDs)
1100.20
Support and Services for Eligible Organizations and Activities Outside the Department of Defense
2000.13
Civil Affairs
3000.07
Irregular Warfare (IW)
3020.40
DOD Policy and Responsibilities for Critical Infrastructure
3025.18
Defense Support of Civil Authorities (DSCA)
5100.01
Functions of the Department of Defense and Its Major Components
5100.46
Foreign Disaster Relief (FDR)
5111.13
Assistant Secretary of Defense for Homeland Defense and Americas' Security
Affairs (ASD[HD&ASA])
5132.03
DOD Policy and Responsibilities Relating to Security Cooperation
| 5158.04                                                                       | United States Transportation Command (USTRANSCOM)                           |
|-------------------------------------------------------------------------------|-----------------------------------------------------------------------------|
| 5205.75                                                                       | DoD Operations at U.S. Embassies                                            |
| Department of Defense Instruction (DODI)                                      |                                                                             |
| 1000.17                                                                       | Detail of DOD Personnel to Duty Outside the Department of Defense           |
| 3000.05                                                                       | Stability Operations                                                        |
| 4000.19                                                                       | SupportAgreements                                                           |
| C-5105.81 Implementing Instructions for DOD Operations at U.S. Embassies (U)  |                                                                             |
| 8110.01                                                                       | Multinational Information Sharing Networks Implementation                   |
| 8220.02                                                                       | Information and Communications Technology (ICT) Capabilities for Support of |
| Stabilization and Reconstruction, Disaster Relief, and Humanitarian and Civic |                                                                             |
| Assistance Operations                                                         |                                                                             |

## Other Publications Department Of Defense Information Sharing Strategy Chairman Of The Joint Chiefs Of Staff Instructions (Cjcsis)

| 2700.01E                                                                | International Military Agreements for Rationalization, Standardization, and Interoperability    |
|-------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|
| (RSI) Between the United States, its Allies, and Other Friendly Nations |                                                                                                 |
| 3125.01                                                                 | Defense Response to Chemical, Biological, Radiological and Nuclear (CBRN) Incidents in          |
| the Homeland                                                            |                                                                                                 |
| 3210.06                                                                 | Irregular Warfare                                                                               |
| 3214.01                                                                 | Defense Support for Chemical, Biological, Radiological, and Nuclear Incidents on Foreign        |
| Territory                                                               |                                                                                                 |
| 3710.01                                                                 | DOD Counterdrug Support                                                                         |
| 5715.01                                                                 | Joint Staff Participation in Interagency Affairs                                                |

## Joint Publications (Jps)

| 1      | Doctrine for the Armed Forces of the United States                         |
|--------|----------------------------------------------------------------------------|
| 2-0    | Joint Intelligence                                                         |
| 2-01   | Joint and National Intelligence Support to Military Operations             |
| 2-01.3 | Joint Intelligence Preparation of the Operational Environment              |
| 2-03   | Geospatial Intelligence Support to Joint Operations                        |
| 3-0    | Joint Operations                                                           |
| 3-05   | Special Operations                                                         |
| 3-07   | Stability Operations                                                       |
| 3-07.2 | Antiterrorism                                                              |
| 3-07.3 | Peace Operations                                                           |
| 3-07.4 | Joint Counterdrug Operations                                               |
| 3-08   | Interorganizational Coordination During Joint Operations                   |
| 3-11   | Operations in Chemical, Biological, Radiological, and Nuclear Environments |
| 3-13   | Information Operations                                                     |
| 3-16   | Multinational Operations                                                   |
| 3-22   | Foreign Internal Defense                                                   |
| 3-24   | Counterinsurgency Operations                                               |
| 3-27   | Homeland Defense                                                           |
| 3-28   | Defense Support of Civil Authorities                 |
|--------|------------------------------------------------------|
| 3-29   | Foreign Humanitarian Assistance                      |
| 3-57   | Civil-Military Operations                            |
| 3-61   | Public Affairs                                       |
| 3-68   | Noncombatant Evacuation Operations                   |
| 4-0    | Joint Logistics                                      |
| 4-01   | Joint Doctrine for the Defense Transportation System |
| 4-02   | Health Service Support                               |
| 4-05   | Joint Mobilization Planning                          |
| 5-0    | Joint Operation Planning                             |

## Joint Warfighting Center Publications

Commander's Handbook for the Joint Interagency Coordination Group Commander's Handbook for Strategic Communication and Communication Strategy Interagency, Intergovernmental, Nongovernmental and Private Sector Coordination (A Joint Force Operational Perspective) Focus Paper #3 (2nd Ed.)

## Army Publications

Field Manual (FM)
3-07
Stability

## Graphic Training Aid (Gta) 90-01-020 Dsca HandbookTactical Level Commander And Staff Toolkit Marine Corps Publications

Marine Corps Doctrinal Publication (MCDP)
5
Planning
Marine Corps Warfighting Publications (MCWPs)
3-33.1
Marine Air-Ground Task Force Civil-Military Operations
3-33.3
Marine Corps Public Affairs
3-33.5
Insurgencies and Countering Insurgencies
3-33.8
Multi-Service Tactics, Techniques, and Procedures for Conducting Peace Operations
(Peace Ops)
3-36.2
Multi-Service Tactics, Techniques, and Procedures for Defense Support of Civil Authorities
and Integrating with National Guard Civil Support
3-37.7
Multi-Service Tactics, Techniques, and Procedures for Weapons of Mass
Destruction-Elimination Operations
3-40.4
Marine Air-Ground Task Force Information Operations
4-1
Logistics Operations
4-11.1
Health Service Support Operations
5-1
Marine Corps Planning Process
Marine Corps Reference Publications (MCRPs)
2-3A
Intelligence Preparation of the Battlefield/Battlespace
3-33.1A
Civil Affairs Tactics, Techniques, and Procedures
3-37C
Flame, Riot Control Agents and Herbicide Operations
Marine Corps Interim Publication (MCIP)
3-33.02
Maritime Stability Operations
Marine Corps Orders (MCOs)
3440.7B
Domestic Support Operations
3501.36A
Marine Corps Critical Infrastructure Program (MCCIP)

## Other Publications Marine Corps Service Campaign Plan

The United States Marine Corps: America's Expeditionary Force in Readiness. United States Marine Corps Center for Irregular Warfare Integration Division (CIWID). Marine Corps Irregular Warfare Capability Based Assessment Final Report.

## United Nations Publications

Convention on the Safety of United Nations and Associated Personnel.

Guidelines for Humanitarian Organizations on Interacting with Military, Non-State Armed Actors and
Other Security Actors in Iraq.
Guidelines for the Interaction and Coordination of Humanitarian Actors and Military Actors
in Afghanistan.
Inter-Agency Standing Committee. Civil-Military Guidelines and Reference for Complex
Emergencies. 2008.
United Nations High Commission for Refugees Handbook for Emergencies. 2007.

UN Office for the Coordination of Humanitarian Affairs (OCHA). General guidance for interaction
between United Nations personnel and military and other representatives of the belligerent parties in
the context of the crisis in Iraq, UN Office for the Coordination of Humanitarian Affairs.
UN Office for the Coordination of Humanitarian Affairs (OCHA). Guidelines on the Use of Military
and Civil Defence Assets in Disaster Relief"Oslo Guidelines."
UN Office for the Coordination of Humanitarian Affairs (OCHA). United Nations Civil-Military
Coordination Officer Field Handbook. 2008.
United Nations Development Programme. Human Development Report. United Nations Humanitarian Civil-Military Coordination Concept. United Nations Security Council Resolution 1973, Lybia.

## United States Agency For International Development Publications

USAID Primer: What We Do and How We Do It.

Field Operations Guide for Disaster Assistance and Response, Version 4.0. 2005.
Joint Strategic Plan, United States Agency for International Development and United States
Department of State, FY 20142017.

## Miscellaneous

Dobbins, James; Jones, Seth G.; Crane, Keith; DeGrasse, Beth Cole. The Beginner's Guide to
Nation-Building. Santa Monica, California: Rand Corporation, Rand National Security Research Division, 2007.
Charter of the United Nations and Statute of the International Court of Justice. San Francisco,
California, 1945.
Center for Strategic and International Studies (CSIS). U.S. Strategy in Afghanistan and Pakistan.
Speaker: Michele Flournoy, Under Secretary for Policy, U.S. Department of Defense. April 21, 2009.
Frandsen, Grey. A Guide to NGOs: A Primer About Private, Voluntary, Non-governmental
Organizations that Operate in Humanitarian Emergencies Globally; With Case Studies for the Countries Afghanistan and Iraq. Bethesda, Maryland: Center for Disaster and Humanitarian Assistance Medicine, 2002.
Perito, Robert M, ed., *Guide for Participants in Peace, Stability, and Relief Operations*. Washington,
DC: United States Institute of Peace Press, 2007.
Cole, Beth, et al., *Guiding Principles for Stabilization and Reconstruction*. Washington, DC: United
States Institute of Peace Press and United States Army Peacekeeping and Stability Operations
Institute, 2009.
Interagency Conflict Assessment Framework. Washington, DC: Office of the Coordinator for
Reconstruction and Stabilization, US Department of State, 2008.
Interagency Management of Complex Crisis Operations Handbook. Washington, DC: National Defense
University, 2003.

## Maritime Security Sector Reform *(Mssr) Guide*, 2010.

Measuring Progress in Conflict Environments (MPICE) A Metrics Framework. United States Institute of
Peace Press. Washington, DC, 2010.
The Montreux Document on Pertinent International Legal Obligations and Good Practices for States
Related to Operations of Private Military and Security Companies During Armed Conflict. Geneva,
Switzerland: International Committee of the Red Cross, 2009.
North Atlantic Treaty. 1949.

Joint Special Operations University. Special Operations Forces Interagency Counterterrorism Reference
Manual. 3d Ed. MacDill Air Force Base, FL: The JSOU Press, 2013.
The SIPRI Military Expenditure Database. Stockholm International Peace Research Institute.

US Department of State *Foreign Affairs Manual*. U.S. Government Counterinsurgency Guide, United States Government Interagency Counterinsurgency Initiative, January 2009.

## To Our Readers

Changes: Readers of this publication are encouraged to submit suggestions and changes to Doctrine Control Branch via e-mail: doctrine@usmc.mil. Suggestions and changes must include the following information:

- Location of change
Publication number and title Current page number Paragraph number (if applicable)
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- Nature of change
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Additional copies: If this publication is not an electronic only distribution, a printed copy may be obtained from Marine Corps Logistics Base, Albany, GA 31704-5001, by following the instructions in MCBul 5600, Marine Corps Doctrinal Publications Status. An electronic copy may be obtained from the United States Marine Corps Doctrine web page: https://homeport.usmc.mil/sites/mcdoctrine/SitePages/Home.aspx