MCWP 3-33.1 

Marine Air-Ground Task Force 

Civil-Military Operations

U.S. Marine Corps

PCN 143 000106 00

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DEPARTMENT OF THE NAVY

Headquarters United States Marine Corps

Washington, DC 20380-1775

7 April 2003

FOREWORD

The battlefield has become increasingly complex and crowded. Interaction between

military forces and the civilian populace influences operational plans and must be

carefully considered. Integration of civil-military operations (CMO) can help the Marine

air-ground task force (MAGTF) win by shaping the battlespace, enhancing freedom of

action, isolating the enemy, meeting moral obligations to civilians, and providing access

to additional capabilities. CMO can reduce friction that may disrupt MAGTF operations

and create conditions for conflict resolution and the successful transition back to peaceful civilian administration. Ultimately, CMO are tools the commander can use to prevent

conflict, support civil authorities, win battles, and secure peace.

MCWP 3-33.1, Marine Air-Ground Task Force Civil-Military Operations, provides an

overview of CMO doctrine and tasks. This publication is intended for any Marine

involved in the planning and execution of CMO. 

MCWP 3-33.1 supersedes Fleet Marine Force Manual (FMFM) 7-34, MAGTF Civil

Affairs, dated July 1991.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

Publication Control Number: 143 000106 00

DISTRIBUTION A: Approved for public release; distribution is unlimited.
MARINE AIR-GROUND TASK FORCE

CIVIL-MILITARY OPERATIONS

TABLE OF CONTENTS

Chapter 1 Civil Dimension of Military Operations

Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Civil Affairs, Civil Affairs Activities, and Civil-Military 

Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Challenge of Modern Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Act in the National Interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Serve in Expeditionary Environments . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

New Team Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Watched by the World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Tactical Actions May Have Strategic Implications . . . . . . . . . . . . . . . 1-2

Fight Alongside Allies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Account for the Presence of Civilians . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Operate in Uncertainty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Expeditionary Nature of MAGTF Civil-Military Operations . . . . . . . . . . . 1-3

Task-Organizing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Serving as an Initial Entry Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Fighting from the Sea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

External Civil-Military Operations Policy . . . . . . . . . . . . . . . . . . . . . . 1-3

Decentralized Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Interfacing with Civilians. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Operational Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Minimize Civilian Interference; Maximize Civilian Support . . . . . . . 1-4

Meet Legal and Moral Obligations. . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Support the MAGTF Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Win the Fight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Gain Situational Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Enhance Freedom of Action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Isolate the Enemy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Support the Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Employ as a Weapon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Win the Perception Battle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Types of Civil-Military Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Populace and Resources Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6
iv _____________________________________________________________________________________________________ MCWP 3-33.1

Foreign Humanitarian Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Military Civic Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Nation Assistance Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Civil Preparedness and/or Emergency Operations . . . . . . . . . . . . . . . . 1-7

Civil Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Domestic Support Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8

Chapter 2 MAGTF Civil Affairs Support

Units and Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Civil Affairs Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Civil Affairs Detachment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Civil Affairs Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Preplanned Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Contingency Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

MAGTF Civil Affairs Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Dislocated Civilian Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Cultural Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Civilian Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Civil Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

International Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

Public Health. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

Public Works and Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

Public Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

Chapter 3 Integrated Planning

The Role of the MAGTF Civil Affairs Officer. . . . . . . . . . . . . . . . . . . . . . . 3-1

Command and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Command Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

The Battlestaff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Civil Affairs Operations Cell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Civil-Military Operations Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Joint Force Civil Affairs Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Joint Civil-Military Operations Task Force . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Civil Affairs Element’s Priority: Staff Integration . . . . . . . . . . . . . . . . . . . . 3-5

Supported Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Personnel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Counterintelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Fires. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Force Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Reach Back . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7
MAGTF Civil-Military Operations _________________________________________________________________________________ v 

Public Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Staff Judge Advocate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Chaplain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Subordinate Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Civil-Military Operations Planning Principles . . . . . . . . . . . . . . . . . . . . . . . 3-8

Objective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Unity of Effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Restraint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Perseverance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Legitimacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Impartiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Consent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Regional and Cultural Considerations . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Support to Civil Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Combined Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

The Marine Corps Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Mission Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Course of Action Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11

Course of Action War Game . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-12

Course of Action Comparison and Decision . . . . . . . . . . . . . . . . . . . . 3-12

Orders Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-12

Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-13

The Interagency Coordination Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14

United States Government Agency Coordination . . . . . . . . . . . . . . . . 3-14

Facilitation of Effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14

Assessment and Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14

Information Component . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-15

Combatant Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-15

Mutual Objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-15

Other Government Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-16

Nongovernmental Organizations and International 

Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-16

Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-17

Appendices

A Sample Annex G (Civil Affairs). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1

B MAGTF Periodic Civil Affairs Report . . . . . . . . . . . . . . . . . . . . . . . . . . B-1

C Civil-Military Operations Status Report. . . . . . . . . . . . . . . . . . . . . . . . . C-1

D Sample Deployment Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1

E Sample Language and Customs Card . . . . . . . . . . . . . . . . . . . . . . . . . . . E-1

F Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F-1

G References and Related Publications . . . . . . . . . . . . . . . . . . . . . . . . . . . G-1
vi _____________________________________________________________________________________________________ MCWP 3-33.1

Tables

3-1. Marine Corps Planning Process/CMO Integration . . . . . . . . . . . . . . . . 3-13

A-1.Transition Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-20

Figures

3-1. Civil-Military Operations Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

3-2. Request for Support Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
CHAPTER 1

CIVIL DIMENSION OF MILITARY OPERATIONS

Fundamentals 

Military operations are more than the simple application of forces, arms, and equipment. Each operation has a civil dimension. The civil dimension

requires that commanders consider how their

actions affect, and are affected by, noncombatants. 

Civil-military operations (CMO) are the activities of

a commander that establish, maintain, influence, or

exploit relations between military forces, governmental and nongovernmental civilian organizations

and authorities, and the civilian populace in a

friendly, neutral, or hostile operational area in order

to facilitate military operations, to consolidate and

achieve operational US objectives. Civil-military

operations may include performance by military

forces of activities and functions 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, by other

military forces, or by a combination of civil affairs

and other forces. (Joint Publication [JP] 1-02)

CMO apply at the strategic, operational, and tactical

levels of war. Marines deploy across the globe to

support regional engagement strategies. Marines

further national goals through the forward presence of

expeditionary units. Marines are involved in multinational training activities and exercises that contribute

to international cooperation and stability. Marines

respond to complex emergencies, such as natural

disasters that overwhelm civil authorities. Marines

also contribute to peacekeeping and peace enforcement missions and they are prepared to use force and/

or the threat of force to deter conflict. If efforts to

preserve peace fail, focused military capability is

carefully employed to accomplish national objectives

swiftly and with as little loss of life as possible. Once

hostilities conclude, military forces contribute to

stabilization, recovery, and the peaceful transition of

control back to civil authorities.

MAGTFs will operate in close contact with civilians and governments. MAGTFs will need to

carefully develop, nurture, and maintain positive

relations between themselves and the people,

governments, and nongovernmental organizations

(NGOs) in their area of operations (AO). Effective CMO help military commanders meet their

international obligations to civilians and enhance

the effective use of combat power.

Civil Affairs, Civil Affairs Activities, and 

Civil-Military Operations

Civil affairs (CA) is designated Active and

Reserve component forces and units organized,

trained, and equipped specifically to conduct

civil affairs activities and to support civilmilitary operations. (JP 1-02) CA is a term that

only describes designated personnel and distinct

units. CA is not a mission nor an objective, but

is the name of a particular force that helps the

MAGTF commander plan, coordinate, and

conduct CMO. CA units bring expertise that is

not normally available to the MAGTF. CA

elements are organized and equipped specifically to support CMO and to conduct CA activities. CA activities embrace the relationship

between military forces and civil authorities,

and apply particular skills that are normally the

responsibility of civil government. CA activities include public administration, public health,

economic development, and utilities.

CMO build and use relationships with civilians

and other groups to facilitate operational tasks

across the full range of military operations. Any
1-2 ____________________________________________________________________________________________________ MCWP 3-33.1

MAGTF element may participate in the planning

and execution of CMO. Whether a Marine is an

operational planner dealing with a member of a

foreign government, a member of a team working

with an international relief organization or a rifleman at a checkpoint talking with a local farmer,

that Marine is conducting CMO. CMO occur

throughout the planning and execution of military

operations and are not merely an adjunct

specialty that occurs before or after hostilities. 

Challenge of Modern Operations 

Act in the National Interest

Whether demonstrating national commitment

through forward presence, exercising with allies

and strategic partners, engaging in armed combat

or providing relief to victims of a natural catastrophe, all MAGTF operations are designed to

support national objectives and policies. 

Serve in Expeditionary Environments

MAGTFs may operate far from home. The requirements of a major theater war, a smaller-scale

contingency, military operations other than war

(MOOTW) or an important theater engagement

mission may demand that the MAGTFs operate in

varied locations that may not be accustomed or

adapted to US military presence. Wherever

MAGTFs deploy, they will interact with civilians

and civilian organizations.

New Team Members

MAGTFs will have many partners and many of

them will not wear uniforms. MAGTFs will work

with other Services and Active, Reserve, and

National Guard members. MAGTFs will work

increasingly with representatives of various US

Government (USG), international organizations

(IOs), and NGOs who bring capabilities and expertise not usually found in the MAGTF. Many of

these organizations may not have worked together

before and will not be subordinate to a military

commander. They will understand problems from

their perspective and seek to resolve them in a

manner they think fit, often without any obligation

to accept military direction. Extraordinary effort

will be required to establish a unified effort.

Watched by the World

The efforts of the MAGTF will be observed,

commented upon, and selectively portrayed to the

world and perceived differently by many viewers,

some of whom will not necessarily be unbiased.

The perceptions created by MAGTF operations

may result in changes to political realities that

may, in turn, affect the mission. CMO have a

powerful information operations component. Not

only do MAGTF actions matter, but so do the

perceptions they create. 

Tactical Actions May Have

Strategic Implications 

Small, apparently local actions may have strategic

consequences. An event at a single checkpoint

may change the relationship between the MAGTF

and local residents, allied partners, and NGOs, and

may affect public opinion. All Marines must be

aware of their strategic responsibilities. 

Fight Alongside Allies

MAGTF operations will likely involve the forces

of other nations in a multinational, joint or

combined effort. US allies will have different

capabilities, equipment, procedures, and values,

complicating attempts to achieve unity of effort.

Operations must carefully consider the implications of actions taken by all members of the force.

Account for the Presence of Civilians

Civilians are a part of the battlefield. Their

presence, infrastructure, resources, and moral and

physical support may have military significance.

The adversary may deliberately target civilians

and may use civilians as shields or as a base of

support. The MAGTF must always consider the

presence of civilians and its moral and legal

obligations to them.
MAGTF Civil-Military Operations _______________________________________________________________________________ 1-3 

Operate in Uncertainty

All military operations occur in an inherently

uncertain and chaotic environment that is

shaped by continuous human interaction. Civilian populations, organizations, and leaders will

cause much of this uncertainty. The commander

must shape events within this context of unpredictability. CMO help the commander assess the

situation and focus the MAGTF effort and the

efforts of other organizations. Although the

MAGTF may not directly control the efforts of

others, interaction, coordination, and cooperation with agencies external to the MAGTF may

be critical to mission success.

Expeditionary Nature of MAGTF

Civil-Military Operations

Task-Organizing

The Marine Corps operates as MAGTFs,

integrated, combined-arms forces that include

air, ground, and combat service support units

under a single commander. MAGTFs are taskorganized to accomplish a specific mission.

Task organization permits a single commander

to guide the civil-military interactions of the

entire force and to integrate CMO into his

concept of a “single battle.”

Serving as an Initial Entry Force

Marines are prepared to operate anywhere,

providing a joint force enabler in three dimensions—air, land, and sea. MAGTF CMO help

shape the civil dimension of the battlespace for

later MAGTF, joint or international efforts. The

perception the MAGTF creates as the first US

force deployed to an operation will set the stage

for the remainder of the effort. MAGTF CMO

planners must create an information system and

operational architecture that supports the followon deployment of CA elements. MAGTF CMO

cannot be conducted independent of the wide

variety of other governmental and relief agencies

that may already be present in the battlespace. 

Fighting from the Sea

During operations, some Marine forces may

remain aboard amphibious shipping. This

presents both advantages and disadvantages for

CMO. As an advantage, the MAGTF may have

the benefit of a secure and supported location

from which to conduct planning and to begin

initial coordination. The MAGTF may also have

access to shipboard communications links that

supply information and facilitate coordination.

Maritime prepositioning shipping may provide

equipment and supplies. 

As a challenge, the MAGTF must be prepared to

immediately execute CMO as power is rapidly

projected ashore. The MAGTF may not have the

luxury of time and space to build up the CMO

effort. The development of preplanned, prepackaged, on-call CMO support, including supplies,

equipment, and personnel, may be required to

enhance responsiveness. Time and distance

factors may make face-to-face coordination with

civilian agencies difficult. Dedicated personnel

may need to be deployed ashore even while the

MAGTF remains based at sea.

External Civil-Military Operations Policy

When Marines operate as part of a joint task force

(JTF), the joint force commander (JFC) establishes guidance and policies for CMO conducted

within the JTF. The MAGTF contributes to unity

of effort by being responsive to CMO policy

while ensuring its own concerns are considered

and effectively integrated into the overall CMO

effort. Careful coordination, communication, and

liaison will be required.
1-4 ____________________________________________________________________________________________________ MCWP 3-33.1

Decentralized Operations

MAGTF operations may be conducted with

mission type orders that decentralize control and

give subordinate commanders operational flexibility in the face of changing circumstances. A

clear understanding of the mission and the

commander’s intent allows Marines to make

decisions in the absence of orders. Individual and

unit initiative must be tempered with an understanding of the civil affects of their actions.

Interfacing with Civilians

The MAGTF will need to coordinate with a wide

variety of nonmilitary populations, organizations, and leaders. This will impact the manner in

which operations are planned and executed.

Cooperation with civilians, with an understanding

of their needs, can mitigate potential frictions,

and can help keep MAGTF resources focused on

operational objectives. Cooperation may also add

to the capabilities and resources the MAGTF

commander can access. MAGTF CMO consider

the following questions about civilian populations, organizations, and leaders:

O What will they do?

O What does the MAGTF want them to do?

O How can the MAGTF make that happen?

O What does the MAGTF need to know to make

that happen?

Operational Support

CMO support all MAGTF operations. CMO may

also be employed as an economy of force

measure, one that applies limited assets to

prevent or solve operational problems where

benefits outweigh costs. CMO facilitate the

successful management of relations between the

MAGTF and the wide variety of civilians present

on the modern battlefield, helping to effectively

shape the civil dimension of the battlespace.

Minimize Civilian Interference;

Maximize Civilian Support

The MAGTF must assume that civilians will

interfere with operations, generally unintentionally. Planning and execution must account for

this interference by avoiding actions and

locations that are likely to attract interference or

by taking measures to minimize interference. 

The MAGTF must actively seek to use civilian

physical and human resources to operational

advantage. Civilian supplies and logistics

resources, appropriately and legally acquired, can

reduce logistic requirements. Equally important,

by creating a supportive moral environment

among civilian populations and organizations, the

MAGTF gains access to capabilities and information it may lack. This might include language,

cultural, geographic or economic information.

CMO facilitate the collection of information from

civilian sources in support of force protection,

operational planning, and intelligence. Whenever

possible, the MAGTF hopes to make friends and

allies and avoid creating grievances.

Meet Legal and Moral Obligations

Under international law and US policy, the

MAGTF commander has responsibilities to the

civilian populace in his AO. Adhering to these

responsibilities has a positive affect on the

relationship between the MAGTF and civilians.

More importantly, it supports national policy

objectives and its strategy to enhance America’s

security while promoting economic prosperity,

democracy, and human rights abroad. 
MAGTF Civil-Military Operations _______________________________________________________________________________ 1-5 

Support the MAGTF Commander

Overlap of CMO objectives often occurs.

However, military assistance is always done at

the discretion of the MAGTF commander. Efforts

to assist other organizations or groups are

secondary to the military mission. CMO can

support the commander by—

O Recommending actions to the commander to

minimize population interference with military operations.

O Identifying and coordinating acquisition of

local resouces.

O Assisting the commander in meeting legal and

moral obligations to the local population.

O Advising the commander of CMO aspects and

the implications of current and proposed plans

and operations.

Win the Fight

CMO help the MAGTF win the fight at hand and

prepare to win the fight of tomorrow; every

MAGTF element must contribute. CMO help to

understand and win in the civil dimension. 

Gain Situational Awareness 

CA personnel contribute to the commander’s

‘finger-tip feel’ of the battlespace, reducing the

fog in which operations are planned and

conducted and enhancing situational awareness.

Through their interaction with civilians, NGOs,

and IOs, CA personnel provide highly relevant

and timely information to which the MAGTF

may not normally have access. CMO provide

information that supports the commander’s

capability to make decisions, helps identify

opportunities, and provides tactical information

that supports combat operations.

Enhance Freedom of Action

Effective CMO influences the employment of

forces and helps the commander take maximum

advantage of the available battlespace. CMO help to

extend operations to the fullest breadth feasible by

minimizing political and logistics constraints. CMO

help the commander to shape the battlespace. To

counter CMO, the enemy may be required to

disperse forces over a broad area, resulting in gaps

that the MAGTF can exploit. For example, civil

facilities and assets may allow MAGTF aviation

combat elements to be forward-based, minimizing

flight time to targets, increasing time available to

support ground maneuver or enabling attacks on

deep targets. CMO can make logistics lines of

communication, airfields, and seaports available to

the MAGTF, enhancing support to the force.

Finally, by developing effective links to local

governments and communities, CMO remove these

stresses from subordinate commanders, freeing

them to focus on mission accomplishment.

Isolate the Enemy

CMO can limit the enemy commander’s freedom

of action, denying civilian support to his forces.

These civilians might be within the AO, in neighboring countries or elsewhere within the region.

Enemy forces may attempt to gain logistical

support, information for use as intelligence, and

economic or political support. CMO are

conducted to minimize the support given to the

enemy by solving civil problems, winning the

information fight, and persuading the populace of

the legitamacy of US operations. Aggressive

CMO deny the enemy a support base and an

operational environment by providing the

populace a more attractive alternative than that

offered by the enemy.
1-6 ____________________________________________________________________________________________________ MCWP 3-33.1

Support the Force

Effective CMO bring additional capabilities to the

MAGTF, including assets provided by host nations

(HNs), other government agencies (OGAs), and

NGOs. CMO support sustainment and provide

access to logistics and support capabilities external to

the MAGTF. Supplementing MAGTF resources

allows military capabilities to remain dedicated to

supporting the force. By minimizing the logistics

footprint, CMO reduce force vulnerabilities.

However, integration of external resources may

present new force protection and security challenges.

Employ as a Weapon

Aggressive CMO require the enemy commander

to consider the relationship between his force and

civil populations. CMO can shape the civil

dimension of the battlespace and bring pressure

on an adversary. Coordination of military activities with other governmental or international

efforts can create a positive operational environment for the MAGTF. Likewise, coordinated

CMO can reduce options for the adversary by

reducing access to civilian material assets and

reducing civilian grievances that may be

exploited. Coordinated CMO can also enhance

readiness and force protection by contributing to

the collective protection of friendly vulnerabilities and civilian infrastructure.

Win the Perception Battle 

Information shapes and influences the

battlespace. Crisis, amplified by the connectivity of global communications, will ignite

passions, spark reaction, crystallize beliefs, and

compel people, nations, and organizations to

think and act in accordance with their worldview and in reaction to the media. As a related

element of information operations, CMO put

“meat on the message,” demonstrating in practical ways the MAGTF’s message and countering

disinformation and propaganda. 

Types of Civil-Military Operations

Populace and Resources Control

The MAGTF, usually in conjunction with civil

authorities, will often exercise populace and

resources control (PRC). PRC operations are

designed and conducted to detect, isolate, and

neutralize belligerents. PRC operations provide

security for the civilian population, deny

personnel and material to the enemy, mobilize

civil material resources, and detect and reduce the

effectiveness of enemy agents. Populace control

measures include curfews, movement restrictions,

checkpoints, travel permits, registration cards,

identification cards, rationing, and the

resettlement of dislocated civilians. Resources

control measures include licensing, regulations or

guidelines, checkpoints, ration controls, amnesty

programs, and facility inspections. Successful

PRC mobilizes popul ation and material

resources, denies the enemy ready access to the

population and to internal and external sources of

supply, and provides security for the population.

Foreign nation support (FNS) is the identification, coordination, and acquisition of foreign

nation resources such as supplies, material, and

labor to support military forces and operations.

One means of fulfilling combat service support

requirements is to get appropriate goods and

services locally through FNS. FNS includes

support from countries without mutual agreements or treaties. Alternatively, host-nation

support (HNS) is civil and/or military assistance

rendered by a nation to foreign forces within its

territory during peacetime, crisis or emergencies,

or war based on agreements mutually concluded

between nations (JP 3-57).

Foreign Humanitarian Assistance

The purpose of foreign humanitarian assistance

(FHA) is to relieve or reduce the results of

manmade disasters or other endemic conditions

such as disease, hunger or privation that might
MAGTF Civil-Military Operations _______________________________________________________________________________ 1-7 

present a serious threat to life or loss of property.

It encompasses short-range programs aimed at

ending or alleviating human suffering. It is

designed to supplement or complement the

efforts of the HN civilian authorities or agencies

that have primary responsibilities for providing

relief. MAGTF resources will generally be used

to assist and supplement, not replace, civilian

resources. The guiding principle is to do only

what the civilian authorities or humanitarian

relief organizations cannot do or do what is

mission essential.

Military Civic Action 

Military civic action is the use of preponderantly

indigenous military forces on projects useful to the

local population at all levels in such fields as

education, training, public works, agriculture, transportation, communications, health, sanitation, and

others contributing to economic and social development, which also serve to improve the standing of

military forces with the population. (US forces may

at times advise or engage in military civic actions

in overseas areas.) (JP 1-02) Military civic action

(MCA) involves activities intended to win support

of the local population for the foreign nation and its

military. It is usually part of a comprehensive USG

security assistance program. 

MAGTFs may advise or engage in MCA

overseas. Properly planned, executed, and

promulgated in close cooperation with local

authorities, military, and community leaders,

MCA projects result in popular support for the

MAGTF and its mission. MCA is predominantly

planned as short-term projects. Due to the legal

considerations when providing US resources to

foreign military forces or governments, close

attention to plans and procedures is required by

the Staff Judge Advocate (SJA).

Nation Assistance Operations

Nation assistance is civil and/or military assistance rendered to a nation by foreign forces

within that nation’s territory during peacetime,

crises or emergencies, or war based on agreements mutually concluded between the nations.

Nation assistance programs include, but are not

limited to, security assistance, foreign internal

defense, other US Code Title 10 Department of

Defense (DOD) programs, and activities

performed on a reimbursable basis by Federal

agencies or international organizations. (JP 1-02)

Nation assistance operations support an HN by

promoting sustainable development of responsive institutions. The goal is to promote longterm regional stability. All nation assistance

actions are integrated through the US ambassador’s country plan.

Civil Preparedness and/or 

Emergency Operations

Civil preparedness and/or emergency operations are

those activities and measures undertaken to: (1)

minimize the effects upon the civilian population

caused or which would have been caused by a disaster; (2) deal with the immediate emergency conditions which would be created by any such disaster;

and (3) effect emergency repairs to, or the

emergency restoration of, vital utilities and facilities

destroyed or damaged by any such disaster. Disaster

preparedness is primarily the responsibility of the

civilian government and its agencies. It deals essentially with preparations for the immediate emergency

conditions created by a disaster. (JP 3-57)

Civil Administration

Civil administration support consists of planning,

coordinating, advising, or assisting those activities

that reinforce or restore a civil administration that

supports US and multinational objectives in

friendly or hostile territory. (JP 3-57) Civil administration functions are undertaken by US commanders when directed or approved by the President and/

or the Secretary of Defense. If there is a requirement for civil administration, the MAGTF will

require support via the JFC, to include CA

functional specialists, military judge advocates,
1-8 ____________________________________________________________________________________________________ MCWP 3-33.1

civilian public safety, public administration, and

legal experts. The MAGTF must carefully consider

and coordinate its requirements if there is any

possibility it will perform civil administration.

Domestic Support Operations

Domestic support operations usually occur after a

Presidential declaration of a major disaster and are

designed to supplement the efforts and resources

of state and local governments, and voluntary

organizations. (JP 3-57) The US military normally

responds to domestic emergencies in support of

other Federal agencies; e.g., Federal Emergency

Management Agency (FEMA) or the Department

of Justice. On the other hand, the DOD is the

primary agency or lead Federal Agency responsible for public works and engineering under the

Federal Response Plan. See also Marine Corps

Order (MCO) 3440.7A, Marine Corps Support to

Civil Authorities.
CHAPTER 2

MAGTF CIVIL AFFAIRS SUPPORT

Units and Personnel

CA is designated Active and Reserved component forces and units organized, trained, and

equipped specifically to conduct CA activities

and to support CMO. (JP 1-02) CA is not a

mission nor an objective, but is the name for

designated personnel and units. 

Marine CA units are trained, organized, and

equipped to support the MAGTF commander’s

need to plan, coordinate, and conduct CMO. CA

Marines support MAGTF missions across the full

range of military operations and help the

commander consider the civil implications of his

military mission. CA personnel are an essential

asset by virtue of their training, experience,

cultural awareness, and knowledge of governmental and relief agencies. As special staff

members, CA personnel are the commander’s

principal advisors on civil-military relations. 

Marine CA personnel are planners and executors. As planners, they consider the impact civilians have on military operations and the impact

operations will have on civilians. They help the

commander envision and achieve the desired

operational end state, ensuring the consideration

of civil factors is not overlooked. As executors,

they make assessments and gather information in

the field, directly supervise elements of CMO,

coordinate with a wide variety of civil and

military organizations, and provide advice to

subordinate military commanders or civilian

authorities. They coordinate local labor efforts,

locate HN resources and coordinate their usage,

gather critical information, identify key facilities

and protected targets, deliver information to civilians, and provide assistance to the SJA. 

CA activities are activities performed or

supported by civil affairs that (1) enhance the

relationship between military forces and civil

authorities in areas where military forces are

present; and (2) involve application of CA

functional specialty skills, in areas normally the

responsibility of civil government, to enhance

conduct of CMO. (JP 1-02)

Marine Corps CA units are primarily organized

into civil affairs groups (CAGs), each designed to

support a Marine Expeditionary Force (MEF).

The legal services support section of the force

service support group (FSSG) provides a limited

CA capability. 

Civil Affairs Group

CA units consist of two CAGs that augment the

capability of the MAGTF. CAGs provide a

unique capability to the MAGTF as Selected

Marine Corps Reserve units. When activated,

they are capable of self-administration, but

require logistical support from the MAGTF

command element (CE). The 3d CAG is located

at Camp Pendleton, CA. The 4th CAG is located

at Anacostia, Washington, DC. Within the Active

force, the legal services support section within

the FSSG can provide a limited, interim CA

capability by supporting the MAGTF

commander’s need to plan and coordinate CA

activities before the CAG is activated or in

conjunction with advance CAG personnel.

When activated, the CAG provides CA support to

a MEF. The CAG is organized with a group

headquarters and a number of CA detachments.

The group headquarters is organized into a

command section and staff sections, along with

communications, motor transport, and public
2-2 ____________________________________________________________________________________________________ MCWP 3-33.1

health sections. The group headquarters provides

the nucleus of CA staff support to the MEF CE,

and command and control of subordinate CA

elements. In garrison, the CAG headquarters is

responsible for training and equipping subordinate elements, preparing them for deployment,

and coordinating their support to the operating

forces. It maintains communications with

supported MEFs, advising the MEF commander

and ensuring that plans, exercises, and operations appropriately consider CMO.

CAGs are multipurpose units, equipped with a

variety of skills, expertise, and experience. When

activated, the CAG enhances the ability of the

MAGTF to plan, coordinate, and conduct CMO.

CAGs can accomplish the following tasks in

support of the MAGTF:

O Minimize civilian interference with MAGTF

operations by executing PRC.

O Maximize use of civilian resources in support

of the MAGTF mission.

O Assist the MAGTF commander in meeting his legal and moral obligations to civilian populations.

O Provide limited civilian administration.

O Provide integrated environmental health assessment and planning capabilities.

O Provide for operation of the civil-military

operations center (CMOC) in support of the

MAGTF combat operations center (COC).

O Act as the interface between the MAGTF commander and civilian agencies and organizations, including USG agencies; HN and OGAs;

United Nations (UN) organizations; IOs;

NGOs; the private sector; and displaced persons and refugee associations.

O Coordinate MAGTF CMO with higher, adjacent, and supporting commands.

O Provide cultural and regional expertise in support of MAGTF operations.

O Train and prepare the MAGTF for CMO.

O Ensure an orderly and prompt transition of

CMO responsibilities to other authorities

and agencies.

Civil Affairs Detachment

A CA detachment supports the Marine Expeditionary Brigade (MEB) or a major subordinate

command (MSC) of the MEF. CA detachments

may be organized with a headquarters, international law team, dislocated persons/refugees

team, liaison team, and three general purpose CA

teams. While all CA elements can assist the

MAGTF in planning, coordinating, and executing CMO, the CA detachment is the smallest

element that can execute the more specialized CA

activities without further augmentation.

Civil Affairs Team

A CA team supports the Marine Expeditionary

Unit (MEU) or major subordinate element of the

MEB. A CA team helps the MAGTF plan,

coordinate, and conduct CMO, but cannot

support the full range of CMO functions.

Preplanned Support

As Reserve Component units, the CAGs provide

continuous and worldwide support to the operating forces. Much of this support is provided prior

to CAG unit activation. Preplanned events and

contingencies are usually supported in an incremental fashion. Preplanned events support theater

engagement strategies and Service or joint

exercises. CAGs also support deliberate planning

efforts for standing operational plans and deployments, and review the development of doctrine

and training. 

Many orders and authorization processes are used

for preplanned support. Occasionally, “inactive

duty for training” periods, usually called drills,

can be devoted to types of CA support. With

sufficient advance notice, annual training periods,

generally 2 weeks, can be scheduled to provide

appropriate support. When support is required for

longer periods, a number of overlapping annual

training increments might be planned, providing

continuous support to the commander. Specific
MAGTF Civil-Military Operations _______________________________________________________________________________ 2-3 

missions also may be authorized with Active duty

for special work orders, which are generally

limited to 179 days in a fiscal year but may be

much shorter in duration. Active duty special

work orders are especially useful for regular

commitments, such as billets continuously

involved in theater engagement. 

Schedules and locations for exercises and operations often change. This can jeopardize

preplanned CA deployments and may result in

degraded support. CAG personnel are reservists

and may have a limited ability to respond quickly

to schedule changes. Coordination for funding

and the generation of individual orders are

required to prevent delays. 

Predeployment exercises, such as the Marine

Expeditionary Unit (special operations capable)

MEU(SOC) workups, are prioritized for support.

Supporting CA elements sharpen staff integration by participating in predeployment exercises

with the deploying MAGTF. Preplanned

exercises and deployed support serve as rehearsals and facilitate contingency support. Although

these designated CA elements remain in the US,

they are available for deployment overseas. 

Contingency Support

When activated, the CAGs provide capabilities

normally not resident in the MAGTF. CAGs are

prepared to provide immediate support to

MAGTFs engaged in contingency operations,

generally within less than 72 hours. CA support

is provided by echelon. Each CAG maintains a

list of CA personnel ready to support timesensitive contingency operations. Members

volunteer for assignment. Ideally, at least the

leader of the CA element has participated in the

supported MAGTF’s exercise program. The

CAG supports the deployed echelon by reach

back, using stateside assets to support forwarddeployed elements. Support might include

cultural, economic or political research, and/or

authorized coordination with US-based organizations. Follow-on increments of the CAG

might be subject to involuntary activation such

as Presidential Reserve Callup Authority. And

finally, the entire CAG may be mobilized in

support of a MEF. CA detachments and teams

will often deploy prior to full mobilization of

other reserve component forces.

As Reserve component units, CA elements may

join a MAGTF that is already deeply involved in

planning. The CA officer has a substantial

challenge to begin assisting the MAGTF

commander while preparing his own force for

mission planning and execution. It is vital that the

CA effort be prioritized and rapidly integrated

within the MAGTF concept of operations.

MAGTF Civil Affairs Capabilities

Marine CA elements are not normally required

to plan and conduct CMO at the strategic level;

however, they may execute CMO to support

strategic objectives in the MAGTF’s area of

responsibility. CAGs and CA detachments are

organized to provide a limited number of CA

capabilities to the MAGTF. Marine CA personnel are considered generalists. They are skilled

advisors, planners, coordinators, and supervisors who provide multipurpose support to the

commander. When additional functional

specialty skills are required to support operations, the CA officer will recommend that the

MAGTF commander request external support.

The MAGTF will assume civil sector responsibilities; e.g., public works and utilities, only as a

last resort and will transition those responsibilities to the joint force or civilian authorities as

rapidly as possible. 

CAGs are broadly capable in nine functional

areas. Without additional augmentation, Marine

CA personnel have a limited capability in most
2-4 ____________________________________________________________________________________________________ MCWP 3-33.1

functional areas. Their skills are primarily

focused on initial assessments of functional areas,

which facilitates initial planning and identifies

the need for further expertise. Additional expertise may be sourced from outside the MAGTF. It

may be provided by functional specialists from

US Army CA forces of the US Army Special

Operations Command. It may also be provided by

other USG agencies or by international, nongovernmental or HN organizations. The nine CAG

functional areas follow: 

O Dislocated civilians (DCs).

O Cultural relations.

O Public safety.

O Civilian supply.

O Civil information.

O International law. 

O Public health. 

O Public works and utilities.

O Public communications.

Dislocated Civilian Operations

The five objectives of DC operations are to—

O Reduce the interference with military operations.

O Prevent civilians from becoming combat hazards.

O Prevent the outbreak of disease. 

O Alleviate suffering. 

O Centralize DCs.

DC is a broad term that includes a/an—

O Displaced person: a civilian who is involuntarily outside the national boundaries of his or

her country. (JP 1-02)

O Stateless person: a civilian who has been

denationalized or whose country of origin cannot be determined or who cannot establish a

right to the nationality claimed. (JP 1-02)

O Expellee: a civilian outside the boundaries of

the country of his or her nationality or ethnic

origin who is being forcibly repatriated to that

country or to a third country for political or

other purposes. (JP 1-02)

O Evacuee: a civilian removed from a place of

residence by military direction for reasons of

personal security or the requirements of the

military situation. (JP 1-02)

O Refugee: a person who, by reason of real or

imagined danger, has left their home country or

country of their nationality and is unwilling or

unable to return. (JP 1-02)

The ultimate objective in handling DCs is to

allow them to return to their homes. Control is

the most critical issue in DC operations; therefore, civilian collection points and handling

policies should be established. Movement is

primarily a military police (MP) function. Route

selection, route identification, control and assembly points, and emergency rest areas must be

considered. Whenever possible, evacuation

should be avoided. It may arouse resentment,

complicate control, complicate security, and

unnecessarily expend time and resources.

When accommodating DCs, the following should

be considered: camp size, location, layout, administration, screening, segregation of sexes and

ethnic groups, medical care, sanitation, supply,

transportation, and information dissemination. 

MAGTF CA elements can—

O Provide technical expertise, advice, and assistance in identifying and assessing DC activities, including locations and movement within

the MAGTF AO.

O Develop plans and provide operational oversight and supervision in protecting, caring for,

controlling, processing, and repatriating DCs.

Supervise MAGTF planning and operation of

DC camps. 

O Plan movement control measures, emergency

care, and evacuation of DCs. Coordinate provision of transportation, MP support, military

intelligence screening/interrogation, and medical services as required.
MAGTF Civil-Military Operations _______________________________________________________________________________ 2-5 

O Assist the SJA in advising the commander on

legal and moral responsibilities with respect to

DCs in accordance with US policy and international law.

Cultural Relations

Cultural relations can—

O Provide technical expertise, advice, and assistance on foreign nation social and cultural matters and determine the impact of those matters

on CMO.

O Assist in familiarizing, educating, and training

US personnel in the foreign nation social, cultural, religious, ethnic characteristics, codes of

behavior, and language.

O Advise and assist in locating, preserving, and

protecting significant cultural property. Identify protected targets.

O Develop plans and provide operational oversight and supervision in protecting, preserving, and restoring significant cultural property

and facilities (religious buildings, shrines, and

consecrated places; museums, monuments, art,

archives, and libraries).

O Advise and assist in establishing the technical

requirements for government, community, and

private systems and agencies to protect, preserve, and restore cultural property.

O Assist the process of determining private ownership via property title protection and verification.

O Assist in coordinating foreign nation, IO, NGO,

and USG assistance and resources to support

local government relations as part of CMO.

Public Safety

Public safety can—

O Provide technical expertise, advice, and assistance in identifying and assessing foreign

nations public safety systems, agencies, services, personnel, and resources.

O Determine the capabilities and effectiveness of

public safety systems and the impact of those

systems on CMO.

O Develop plans and provide operational oversight and supervision in rehabilitating or

establishing public safety systems, equipment, and facilities.

O Advise and assist in establishing the technical requirements for government public

safety systems to support government administration (police and law enforcement administration, fire protection, emergency rescue,

and penal systems).

O Advise and assist in rehabilitating, establishing, and maintaining government public safety

systems and agencies.

O Assist in employing public safety resources to

support government administration, CMO, and

military use.

O Assist in coordinating foreign nation, IO, NGO,

and USG assistance and resources to support

local government public health systems as part

of CMO.

Civilian Supply

Civilian supply can—

O Provide technical expertise, advice, and assistance in identifying and assessing public and

commercial supply systems, agencies, services,

personnel, resources, and facilities.

O Determine the capabilities and effectiveness of

civilian supply systems and the impact of those

systems on CMO.

O Determine the availability of local supplies.

O Identify private and public property available

for military use.

O Coordinate the use of government, commercial, and private property, facilities, supplies, equipment, and other resources for

military use, for CMO, and in support of government administration.

O Advise and assist the SJA and contracting officials in foreign nations cultural considerations
2-6 ____________________________________________________________________________________________________ MCWP 3-33.1

when acquiring and using local resources (supplies, equipment, and facilities).

O Establish policies and procedures on custody and

administration of public and private property.

O Assist in coordinating foreign nation, IO, NGO,

and USG assistance and resources to support

local civilian supply needs as part of CMO.

Civil Information

Civil information can—

O Advise and assist in developing and coordinating public relations activities to support and

legitimize the HN government administration. 

O Coordinate with all US and multinational

information activities to provide the “single

voice” message.

O Advise, assist, develop plans, and provide

operational oversight and supervision in the

employment of civil information mass media

(radio, television, print, and newspaper) agencies, both public and private, and resources to

support CMO.

O Assist psychological operations (PSYOP)

forces in planning, developing, and disseminating proclamations, ordinances, and notices.

O Advise and assist the public affairs officer

(PAO) in maintaining cultural awareness while

dealing with the media.

O Recommend information control and civil censorship policies.

International Law

International law can—

O Provide area expertise, advice, and assistance

to the SJA in identifying and assessing HN

legal systems, agencies, services, personnel,

resources, laws, codes, and statutes.

O Determine the capabilities and effectiveness of

legal systems and the impact of those on CMO.

O Assist the SJA in educating and training US

personnel in the HN legal system, obligations,

and consequences.

O Assist the SJA in international law issues.

O Coordinate with the SJA to assist and advise

HN judicial agencies.

O Conduct liaison and monitor the HN judiciary

system to resolve differences in administration

of laws, agreements, and policies.

Public Health

To support public health, MAGTF CA elements

and organic US Navy public health personnel—

O Provide technical expertise, advice, and assistance in identifying and assessing HN public and

private health systems, sanitation systems, agencies, services, personnel, resources, and facilities.

O Determine the capabilities and effectiveness of

health and sanitation systems and the impact of

those systems on CMO.

O Develop plans and provide operational oversight and supervision in rehabilitating or establishing public health systems, agencies,

equipment, and facilities.

O Coordinate with the HN government private

resources for CMO use in support of government administration.

O Advise and assist in establishing the technical

requirements for public health services and

resources to support government administration (clinics, hospitals, pharmacies, food preparation and storage, ambulance transportation,

skilled personnel, and education).

O Advise and assist in rehabilitating, establishing, delivering, and maintaining government

public health systems and agencies.

O Assist in coordinating HN, IOs, NGOs, and USG

assistance and resources to support local government public health systems as part of CMO.

O Advise and assist HN, IOs, NGOs, and US

agencies in preventing, controlling, and treating diseases (education, immunization, and

sanitation). Additionally, preventive medicine

assets can be requested through the chain of

command from either the MEF surgeon (G-4

medical) or from the preventive medicine

assets in the medical battalion of the FSSG. 
MAGTF Civil-Military Operations _______________________________________________________________________________ 2-7 

Public Works and Utilities

Public works and utilities can—

O Provide technical expertise, advice, and assistance in identifying and assessing foreign

nation public and commercial works and utilities systems, agencies, services, and facilities.

O Determine capabilities and effectiveness of

public works and utilities systems and the

impact of those systems on CMO.

O Advise and assist in rehabilitating, establishing,

operating, and maintaining government works

and utilities systems and agencies.

O Assist in coordinating public works and utilities resources to support government administration and CMO.

Public Communications

Public communications can—

O Provide technical expertise, advice, and assistance in identifying and assessing government

and commercial communication systems, agencies, services, personnel, resources, and facilities.

O Determine the capabilities and effectiveness of

communication systems and the impact of

these systems on CMO.

O Advise and assist in rehabilitating, establishing, and maintaining government communications systems and agencies.

O Assist in employing public communications

resources to support government administration

and CMO.

CHAPTER 3

INTEGRATED PLANNING

The Role of the MAGTF

Civil Affairs Officer

The MAGTF CA officer is normally the CAG

commanding officer, CA detachment commander

or CA team leader, and is often dual-hatted

(commander and staff officer). The CA officer

supports the MAGTF commander’s need to plan,

coordinate, and conduct CMO, and is responsible for enhancing the relationship between the

MAGTF, civil authorities, and civilian populations for mission success. Since CA units reside

in the Selected Marine Corps Reserve, the

MAGTF may deploy without a CA officer. When

trained CA personnel are not immediately available, the commander may designate a staff

member to undertake the function. 

The CA officer’s first responsibility is to advise

the MAGTF commander on CMO-related matters

and support operational planning. Next, the CA

officer coordinates CMO with military CA

elements and the civilian organizations within the

AO. Finally, the MAGTF executes CMO. During

execution the MAGTF may require additional

functional expertise. 

The CA officer normally operates under the staff

cognizance of the operations officer (G-3/S-3).

However, when civil-military considerations are a

priority, the MAGTF commander may designate

the CA officer as a member of the special staff. CA

elements also support the plans function and assist

in planning operations. At the MEU, smaller

special-purpose MAGTF or in a major subordinate

element, future planning is the responsibility of the

G-3/S-3. At the Marine forces, MEF, and MEB

levels, the G-5, future operations group, is the

principal staff assistant for future and joint

planning. Like all commanders, the CA officer

positions himself from where he can best influence

the action. As a planner and advisor, he must place

himself to best support the MAGTF planning

effort. Duties include— 

O Serve as a member of the battlestaff.

O Advise the commander of the potential civilian impact on military operations.

O Advise the commander on the potential impact

of military operations on civilian populations.

O Advise the commander on employment of

other military units and US assets that can perform or assist CMO.

O Assist the commander in meeting his legal and

moral obligations to civilian populations under

his control.

O Serve as the commander’s principal interface

with external nonmilitary agencies that may be

operating within the AO. For example, NGOs,

IOs, the USG, and foreign government agencies.

O Advise the commander of changes in the political environment that may change the military

situation.

O Identify CMO goals and objectives to support

the mission and the commander’s intent, and to

develop plans accordingly.

O Coordinate preparation of Annex G to the

operation order (OPORD).

O Employ CA elements to support effective command and control and the scheme of maneuver.

Command and Control 

Command Element 

Marine CA elements primarily facilitate CMO by

assisting the MAGTF commander’s plan and

coordinating efforts for other MAGTF elements

to execute. CA elements are typically initially

assigned to the CE. The CA element may be taskorganized to directly support other MAGTF
3-2 ____________________________________________________________________________________________________ MCWP 3-33.1

elements, usually for particular phases of an

operation and for a limited duration. The operations officer has staff cognizance for CMO and

primary responsibility for CMO integration

within the CE. As the MAGTF operations and

plans staff sections organize for combat, they

form integrated staff cells (ISCs). CA personnel

support the ISCs and the battlestaff.

The Battlestaff 

The battlestaff consists of the principal staff

officers, assistant chief of staff G-1 through G-6,

and designated special staff, including the

MAGTF CA officer. Battlestaff members are the

MEF commander’s primary advisors. They will

closely monitor the areas under their staff cognizance, and provide detailed recommendations,

information, and analysis to the future plans and

future operations cells. As a member of the

battlestaff, the MAGTF CA officer will—

O Assist the commander in developing and

achieving his vision for operations.

O Integrate CA concerns into plans and operations. 

O Recommend priority intelligence requirements

(PIR) to the G-2. 

O Manage the commander’s interface with interagency, IO, NGO, and HN civil agencies.

O Plan, direct, and supervise MEF CA liaisons to

external commands.

O Monitor the battle.

Civil Affairs Operations Cell

The MAGTF CA officer may determine that a

distinct CA operations cell is the most efficient

means to support all of the MAGTF’s ISCs. The

CA operations cell is located in future operations, which leads the MAGTF’s integrated

planning effort. It is useful when limited personnel and facilities prevent the assignment of

dedicated CA elements to each ISC. Instead, the

CA operations cell performs the majority of CA

planning in a central location, while providing

representation in each ISC as continuously as

possible. The CA officer continues to provide

comprehensive support to the battlestaff. The CA

operations cell is not a location for interface with

organizations or persons external to the MAGTF.

That interface takes place primarily in the

CMOC. Tasks include the following:

O Develop concepts and plans for CMO in support of the MAGTF mission. 

O Direct assigned CA elements to support the

future plans, future operations, and current

operations ISCs.

O Recommend CMO-related PIR and other intelligence requirements (IRs) to the G-2/S-2.

O Provide the G-2/S-2 with information gained

from civilians in the AO.

O Provide for limited civil administration of

areas under the commander’s control. 

O Prepare and coordinate Annex G (Civil Affairs)

to the OPORD.

O Advise the commander on employment of military units in support of CA programs.

O Assist the G-4/S-4 in identifying local

goods, services, and facilities available to

support military operations including civilian medical capabilities.

O Assist the G-4/S-4 and the medical officer in

identifying the basic needs of the civilian population in terms of emergency food, shelter,

and health care, and develop programs to satisfy these needs.

O Coordinate with the SJA on the rules of

engagement (ROE) as applied to civilians in

the AO. Recommend changes to the commander to ensure to the maximum extent permissible civilian personal, cultural, and

property rights are safeguarded.

O Coordinate with the comptroller, contracting

officer, and SJA the identification, validation,

payment, and accounting of claims and vouchers. This may include compensation for death,

personal injury, property damage or for public

contractors and vendors.
MAGTF Civil-Military Operations _______________________________________________________________________________ 3-3 

O Plan and implement—in coordination with the

provost marshal (PM) and the SJA—necessary

PRC measures in support of rear area security,

law and order, and to minimize civilian interference with combat operations. Such measures

may include relocations, curfews, and movement restrictions.

O Establish and operate a CMOC for the commander to maintain liaison and coordinate the

operations of OGAs, HN civil authorities, IOs,

and NGOs.

O Identify and recommend protected targets to

G-3/S-3 fires.

O Plan, in coordination with the PAO, public

affairs (PA) and community relations programs

supporting CA objectives. Focus on gaining

and maintaining public understanding, goodwill, and support. 

O Provide for liaison with CA/CMO elements at

higher and adjacent headquarters.

O Assist the G-1/S-1 with coordinating local

labor resources.

O Recommend humanitarian and civil assistance.

Civil-Military Operations Center

During sustained operations, the MAGTF may

establish a CMOC. The CMOC is the focal point

for coordination between the MAGTF and a wide

variety of external organizations, including other

USG agencies, IOs, NGOs, local governmental

leaders, and civilian populations. The CMOC

relays information and recommendations to the

MAGTF CA officer and ISCs. MAGTF CMO are

planned by the battlestaff. The CMOC provides

the interface between the MAGTF and external

organizations. It must minimize disruptions to the

MAGTF staff and facilitate communication and

cooperation with external organizations. Since

external organizations cannot be commanded to

use the CMOC, it must be useful to them to

encourage their participation. The CMOC must

be easily accessible and may be placed beyond

perimeter security; e.g, “outside the wire.” See

figure 3-1.

The CMOC’s location must be known throughout

the MAGTF. With their specialized training and

CMOC

• External to MAGTF staff

• Under direction of CA

officer

• Coordinates with CA

operations cell

Integrated Staff Cells

BATTLESTAFF

SMEs

LNOs

Command

Group

CA Officer

CA

Operations

Future Plans

CMOC

Future

Operations

Current

Operations

LEGEND:

CA = civil affairs

LNO = liaison officer

SME = subject matter expert

Figure 3-1. Civil-Military Operations Center.
3-4 ____________________________________________________________________________________________________ MCWP 3-33.1

focus, CA personnel generally direct CMOC

operation under the guidance of the MAGTF CA

officer. When relationships with civilian organizations require the most senior representation, the

MAGTF commander may designate a deputy

commander or chief of staff as the CMOC director. The CMOC should also be staffed with a

number of functional representatives from the

MAGTF. Depending on the situation, MAGTF

subordinate elements may also be authorized to

establish a local CMOC. 

The CMOC must be organized to promote information exchange between participating organizations,

including those that otherwise will not have a

mechanism for coordination and cooperation.

Agency points of contact, agency capability lists,

daily information summaries, population density,

demographic, and dislocated civilian overlays

should be maintained and displayed in the CMOC.

Depending on the MAGTF mission, certain operational graphics may be inappropriate. When possible, the CMOC can help identify civilian

capabilities that can satisfy civilian requirements,

entirely avoiding the use of MAGTF resources.

More than just a location, the CMOC is a process

that ensures the effective coordination and the

highest possible degree of interagency planning is

achieved, even when the CMOC is no more formal

than the seats of a tactical vehicle. Major CMOC

functions include the following:

O Provide OGAs, IOs, and NGOs with a single,

accessible point of contact for civil-military

activities and matters.

O Facilitate collaborative civil-military efforts

with US and/or allied commands, UN, HN,

and other nonmilitary agencies.

O Act as a clearinghouse for all civilian requests

for support from the MAGTF and the US military. The CMO section attempts to meet civilian

requirements with civilian capabilities via coordination at the CMOC before passing validated

support request to MAGTF (see figure 3-2). 

O Organize outside agency support to reduce or

eliminate redundancy and prioritize relief efforts.

O Request FNS from civilian organizations.

O Maintain maps and charts for collaboration that

depict current and future CA activities and

CMO; current enemy and friendly situations;

current and planned dislocated civilian operations; the status of arts, monuments, and

archives; and other details. Displays should

also be developed that depict important ongoing requirements such as work requests, logistic requirements, DC statistics or situation

report information.

O Assist in the transfer of authority and/or handoff of operations from US military forces to

Department of State, UN, North Atlantic

Treaty Organization (NATO), HN or other

nonmilitary agency control.

Joint Force Civil Affairs Staff

During joint operations, a regionally oriented CA

staff provided by US Special Operations

Command will normally support the JFC. US

Army CA commands are aligned with one of four

geographic combatant commands (Pacific

Command, Central Command, European

Command, Southern Command). They provide

CMO staff augmentation to component and joint

theater staff, as required. They may develop the

combatant commander’s policy for CA activities, which the MAGTF supports at the operational and tactical levels. The MAGTF CA staff

may require a liaison to this staff.

Joint Civil-Military Operations

Task Force

Depending upon the mission, the JFC may

consolidate assets capable of performing CMO

under a subordinate JTF, a CMO JTF or a joint

special operations task force. With appropriate

augmentation, the MAGTF could be assigned the

role of CMO JTF. Whenever an element is established having CMO responsibilities and authority
MAGTF Civil-Military Operations _______________________________________________________________________________ 3-5 

across the joint operations area, the MAGTF CA

element must establish liaison.

Civil Affairs Element’s Priority:

Staff Integration

Importantly, CA brings a different perspective to

the Marine Corps Planning Process (MCPP).

While other staff members look inward to the

battlespace, the CA element looks outward.

Immediately upon assignment, the CA element’s

priority is staff integration. 

Supported Commander

The MAGTF commander ensures that the civil

implications of the military mission are considered. He actively considers CMO as part of his

single-battle concept, using the planning process

to integrate CMO and using civil-military input

as part of the decisionmaking process. CMO can

provide additional capabilities that can be applied

to the mission and can minimize friction that

would otherwise slow the tempo of operations.

Personnel

The personnel section includes CMO considerations when it establishes appropriate standards

of conduct between MAGTF personnel and the

local civilian population. G-1/S-1, contracting,

and CA personnel will coordinate and develop

MAGTF policy regarding recruitment, hiring,

and payment of civilian workers. MP operations

in the AO should be mutually supportive when

integrated with HN security forces.

Intelligence

CMO are a consumer of intelligence and a

provider of information. Information of value to

the MAGTF commander will be available

through the intellectual, operational, and cultural

resources found in government agencies, NGOs,

commercial interests, and academia. CA elements

can help obtain this information. Information

about civil factors may be essential to the

commander, including identifying key civilian

leaders, their support for US operations, and how

they might be influenced.

Validated

Support

Request

NO:

Support

not

Available

YES:

FRAGO

Issued

IOs

NGO

OGAs

HN Agencies

Supporting

Unit

CMO

Section

CMOC

MAGTF

CA Operations Cell

Future

Plans

Future

Operations

Current

Operations

Support

Request

LEGEND:

CA = civil affairs

CMO = civil-military operations

CMOC = civil-military operations center

FRAGO = fragmentary order

HN = host nation

IO = international organization

NGO = nongovernmental organization

OGA = other government agency

Figure 3-2. Request for Support Flow.
3-6 ____________________________________________________________________________________________________ MCWP 3-33.1

The information requirements for CMO will

challenge the intelligence process. CA elements

must interact with the intelligence cycle, in part

by recommending PIR and other IR to the staff.

CMO also produce information that must be

provided to MAGTF G-2/S-2. This information

supports the commander’s situational awareness

and will be fused with other sources, adding to

the common operational picture shared by all

joint force elements.

The intelligence function must be prepared to

provide information or intelligence to a number

of civilian agencies. This information may be

critical in gaining the cooperation of organizations. Providing information is one of the means

by which it is demonstrated that working with the

MAGTF is beneficial and helps the MAGTF gain

trust and cooperation.

Counterintelligence

CMO and counterintelligence (CI) are separate

but mutually supporting. CMO provide information that CI personnel use to plan and execute

human intelligence operations. CI personnel

support the civil-military interface, ensuring that

critical information is not made available to

adversaries. CI participation in the design and

operation of the CMOC and of DC centers is of

great value in minimizing the risks of enemy

exploitation. This will be challenging since the

exchange of information between the MAGTF

and a wide variety of external agencies will often

be important for mission accomplishment. Generally, a complete ban on information exchange

will not be acceptable.

The separation between CMO and intelligence

must be maintained. CMO will be made less

effective or impossible if they are seen as a

cover for intelligence operations. CA personnel

may be more likely to be targeted if they are

perceived as intelligence operatives. Most CI

information will come from conducting periodic

and thorough debriefings of personnel involved

in CMO. This information must be passed on

the MAGTF G-2/S-2.

Operations

The G-3/S-3 has staff cognizance over CMO. As

with all other MAGTF capabilities, the operations officer integrates CMO into the singlebattle concept. The civil dimension of the

battlespace changes constantly and can be influenced by the MAGTF and its enemies. The

operations officer ensures that MAGTF operations take maximum advantage of CMO to

support mission accomplishment, while

minimizing friction and the negative impact of

enemy CMO. The MAGTF CA officer must

provide concise and considered input to the

commander and the operations officer.

The operations officer must consider the actions

of external organizations in the battlespace, many

of them civilian. CA elements can help the operations officer coordinate and integrate the actions

of IOs, NGOs, and OGAs through the CMOC.

Fires

MAGTF fire support planners and coordinators

must consider CMO. CA elements may provide

input to the target list and the protected target list.

The target list contains those targets the

commander intends to engage with supporting

arms. The protected target list consists of targets

requiring special consideration such as religious

buildings, schools or monuments important to the

civil populace. The protected target list will be

published by the MAGTF or the joint force and

may be directed by the President and/or Secretary of Defense. It may have law of armed

conflict implications. Measures should be established so that protected targets are engaged only

when necessary and with the minimum amount of

damage required for mission accomplishment.

This may involve specifying the types of

weapons/munitions that may be used on a target.

CA personnel may also sit on the targeting board

as a check against unnecessary engagement of
MAGTF Civil-Military Operations _______________________________________________________________________________ 3-7 

targets. The MAGTF must use caution when

targeting infrastructure since it may be required

later for successful transition and redeployment

of the MAGTF. 

Force Protection

Force protection and CMO are mutually supporting. Effective CMO enhance the legitimacy of

MAGTF operations. CMO increase the support

civilian populations and organizations provide to

the MAGTF and decrease the support civilians

might provide to the adversary. CMO encourage

civilian populations to cooperate with MAGTF

operations. The local population should understand how US intervention benefits their lives.

Force protection may also support CMO by

providing force protection training to CA

elements. The MAGTF may also need to assist

civilian agencies in developing force protection

strategies of their own. 

Logistics

Many MAGTF logistics capabilities can be duplicated and expanded upon by civilian organizations; e.g., water purification and long-haul

transport. The MAGTF brings command and

control to CMO, ensuring the effective employment of limited resources in the face of competing

demands. When MAGTF assets are used as

“muscle,” they should be employed primarily to

enable more extensive efforts by external agencies.

This facilitation might include efforts such as

control of air and seaports, material and cargo

handling or the repair of critical transportation

infrastructure. CMO may also facilitate MAGTF

access to civilian resources by identifying sources

and providing information on appropriate personal

and business practices. This expands the range of

operations the commander can support, and

enables increased operational tempo. The G-4/S-4,

in consultation with the MAGTF medical officer,

will also help determine policy for the use of

military health service capabilities and resources in

support of civilian populations.

Plans

The CA staff will support planning by identifying CMO objectives and additional requirements

for elements to support CMO. The CA staff also

ensures that CMO supports the commander’s

intent and is synchronized within the operation.

The CA staff will take the lead when coordinating with external civilian agencies.

Communications

MAGTF communications elements must be

prepared to provide communications pathways

between the MAGTF and a wide variety of external organizations. Many will be civilian and will

not have access to military communications.

Effective communications are required for

planning and external coordination.

Reach Back

Much of the information needed to advise the

commander and support CMO planning can be

provided to the MAGTF via reach back. This

process collects, checks, and deconflicts information from a location in the rear and pushes

material forward in a usable format for use in the

field. Reach back minimizes the footprint of

forces deployed in the AO and takes advantage of

substantial information resources not available in

the field. It also takes advantage of better

communication methods, including face-to-face

coordination, between Marines and external

organizations that might not be available in an

expeditionary environment. Deployed MAGTF

CA elements can be supported by the CAGs via

reach back. Similarly, CA elements on station at

sea can take advantage of the command, control

and communications, computers, and intelligence capabilities of the amphibious force to

push tailored information to CA elements ashore.

Public Affairs

PA and CMO are mutually supportive. Coordination and staff interaction between CA and PA
3-8 ____________________________________________________________________________________________________ MCWP 3-33.1

elements are required to ensure that the activities

of one staff element do not conflict with or

complicate the work of another. PA and CMO

personnel may disseminate information to local

populations. However, PA elements have the

responsibility to deal with media outlets.

Staff Judge Advocate

The SJA is the commander’s principal legal

advisor. CMO may make substantial demands

upon the SJA beyond his usual responsibilities,

including the commander’s requirement for

assistance with contract and international law

issues. The international law section of the CAG

can support SJA subject matter experts in a

variety of topics.

Chaplain

Chaplains are of enormous value in CMO. The

chaplain’s primary responsibility will be to support

the Marines and Sailors of the MAGTF. Peace

operations and FHA are especially challenging for

personnel who may be under exceptional stress,

faced with great tragedy, and constrained with potentially complicated ROE. Chaplains assist the

commander to strengthen the moral and spiritual

well-being of personnel under his command to

strengthen operational readiness and mission

capability. This support to the commander may be

critical, as the actions of individual Marines, even

though under great stress, may have strategic implications during CMO.

Chaplains may also provide important support

directly to operations. First, their presence among

units of the MAGTF demonstrates core US

principles to civilians, enhancing the legitimacy

of effort and gaining cooperation. Second, they

may be able to establish channels of communications with civilian religious leaders, supplementing communication and coordination efforts of

the commander and his staff. Finally, during

certain operations, they may be available to

minister directly to civilians, calming them and

gaining their cooperation. At no time should the

chaplain’s support to civilians be executed

without the knowledge and support of the

commander. The chaplain may be an important

source of information to the commander on the

overall attitude of the population. See also,

MCWP 6-12, Religious Ministry Support in the

U.S. Marine Corps, and JP 1-05, Religious Ministry Support for Joint Operations.

Subordinate Units

As the mission requires, subordinate units

execute CMO as planned and directed by the

MAGTF commander. These units may require

dedicated CA elements. The MAGTF CA officer

should recommend appropriate employment of

CA personnel to support the entire force.

Civil-Military Operations

Planning Principles

Objective

All CMO should be directed toward a clearly

defined, decisive, and attainable objective. Effective CMO focus the efforts of the MAGTF and

all other governmental and nongovernmental

agencies on a common objective. Common

objectives help ensure that unity of effort is

maintained. Objectives should clearly state what

will constitute mission success and should

consider what might cause the operation to be

terminated before this success is achieved.

Changes in political objectives may affect operational objectives. 

Unity of Effort

All CMO should achieve common purpose and

direction through unity of effort. While the

MAGTF does not exercise command and control

over external agencies, it can use communication,

coordination, and liaison to help focus the overall

CMO effort. The goal is to achieve unity of effort

among all agencies by identifying common goals

and coordinating the means to achieve them.
MAGTF Civil-Military Operations _______________________________________________________________________________ 3-9 

Security

Security enhances freedom of action by reducing vulnerability to hostile acts, influence or

surprise. The inherent right of self-defense

against hostile acts or hostile intent applies in all

operations. However, the principle of security

presents unique challenges to CMO, which

inherently depends on human interaction and

communication. Unit force protection must be

carefully considered, as well as the degree to

which civilian facilities and agencies will be

provided with protection.

Restraint

Military capabilities must be applied prudently.

Judicious use of force is necessary, carefully

balancing the need for security, the conduct of

operations, and the political objective.

Commanders at all levels must ensure their

personnel know and understand the ROE and are

quickly informed of changes. ROE during CMO

are generally more restrictive, detailed, and sensitive to political concerns.

Perseverance

Prepare for the measured, protracted application

of military capability in support of strategic aims.

Some peace operations may require years to

achieve the desired results. It is important to

assess possible responses to a crisis in terms of

each option’s impact on the achievement of the

long-term political objective. Often the patient,

resolute, and persistent pursuit of national goals

and objectives, for as long as necessary to

achieve them, is the requirement for success.

Legitimacy

Legitimate use of force will convince the adversary that it is unwise and ultimately wrong to

seek conflict. CMO must contribute to the real

and perceived legitimacy of our operations. The

operation must be legally and morally correct,

supporting internationally agreed upon objectives while employing acceptable means. The

MAGTF should anticipate how adversaries might

misrepresent its actions to affect local and international opinion. 

Impartiality

Crisis often includes conflicts between people,

parties, and organizations. These factions may

be parties involved in an armed conflict;

religious, ethnic or regional groups battling over

power and resources; or political leaders and

organizations seeking to enhance their power,

prestige or position. Whenever possible, CMO

observe strict impartiality, leaving all but armed

conflicts to be resolved by local methods

without outside interference. The perception of

impartiality is at least as important as actions.

During planning and execution the MAGTF

should consider whether its actions may be

inadvertently perceived as favoring one or

another of competing individuals and parties,

and take steps to counter negative impressions.

Consent

Almost exclusively, interactions with civilians

are based on their consent. CMO may be specifically tasked to provide support to a civil

organization such as an HN and its agencies.

The relief agencies the MAGTF interact with

are not subject to its directions and may

actively work to demonstrate their independence from the military. Representatives of

other USG agencies often operate outside of the

MAGTF chain of command. Even when law

permits us to require certain actions of civilian

populations, a campaign to obtain their consent

will greatly enhance the MAGTF ability to

achieve its objectives. 
3-10 ___________________________________________________________________________________________________ MCWP 3-33.1

Regional and Cultural Considerations

MAGTF plans and actions must take into account

the goals, norms, and values of the people with

whom they work, never assuming that they are

the same as the MAGTF. MAGTF expectations

of other people and organizations may not be met

if they are taken for granted that others will act

the same, and for the same reasons. 

Support to Civil Authority

Some CMO, such as consequence management

or FHA, will place the MAGTF in direct support

of civilian leaders and agencies. Operations

within the US will take the lead from the designated lead Federal Agency. Abroad, CMO may

support an HN government. These operations

will be closely coordinated with and may be

directed by the ambassador, chief of mission or

the UN.

Combined Action

CMO are most effective when they embrace

people and their institutions. The cooperative

inclusion of local organizations and authorities can

strengthen the MAGTF. For example, MPs are

more effective when teamed with HN civil police.

Operational planners are wise to consult with local

authorities when making decisions. In each case,

actions taken with the participation of respected

local individuals and institutions will enhance the

legitimacy of MAGTF operations. The MAGTF

should always operate from a basis of partnership

and mutual respect.

The Marine Corps Planning Process

The MCPP is a flexible system that supports

decisionmaking by the commander and helps to

convey his decisions to all members of the force.

Depending on the time and staff resources available, it can be detailed or it may be abbreviated.

Its tenets are top-down planning, a single battle

concept, and integrated planning. CMO must be

consistently considered throughout the MCPP. As

SMEs tasked to help the commander plan,

coordinate, and execute CMO, it is essential that

CA personnel use the MCPP. The CA staff helps

ensure the commander considers critical civilmilitary concerns, while not overburdening him

with nonessential inputs.

When dedicated CA personnel are not available,

the commander should identify this shortfall and

request support from higher headquarters. The

commander should always consider the civilmilitary implications of his mission and its

accomplishment. The MCPP is organized into six

steps: mission analysis, course of action (COA)

development, COA war game, COA comparison/

decision, orders development, and transition.

Mission Analysis

Mission analysis reviews and analyzes all available information, including orders and guidance

from higher headquarters. It drives the remainder

of the MCPP, so it is essential that civil considerations be identified at this stage. Mission analysis begins with the commander’s orientation.

Critical CMO inputs will include political, social,

and cultural characteristics of the AO. Information from nonmilitary sources, such as NGOs,

IOs, OGAs, businesses, and academia will be

important. CA personnel can support the

commander’s orientation by gathering information from nonmilitary sources. The CA staff

should be especially alert for civil considerations

identified in guidance from higher headquarters,

including restraints and constraints. The CA staff

should help the commander identify friendly and

enemy centers of gravity. 

For example, the MAGTF’s cohesiveness with

allies, coalition partners, and the citizens of the

HN may be identified as a center of gravity. This

will help the staff develop a concept of operations

that protects these sources of strength from
MAGTF Civil-Military Operations ______________________________________________________________________________ 3-11 

enemy disinformation campaigns and helps limit

our own potentially negative actions. Depending

on the mission, civil considerations may help

define the operational end state. The CA staff

may begin to determine milestones that will help

evaluate the operation, adjusting it as necessary.

The CA staff may also recommend commander’s

critical information requirements, elements of

information that the commander determines are

essential to maintaining situational awareness,

making decisions, and developing plans.

During the mission analysis process, civilmilitary factors are considered as the commander

and staff identify specified, implied, and essential tasks, as well as constraints and restraints. CA

personnel are especially valuable during the

identification of implied tasks. Their special

focus and experience aid them in planning for

civil-military considerations. Similarly, the CA

staff may recommend additional constraints and

restraints. Restraints limit the force’s freedom of

action, including directions to avoid damaging

key civilian infrastructure or limiting the type of

weapons that may be used in populated areas.

Constraints are things the force must do, such as

conducting DC operations or providing medical

attention to civilians.

During mission analysis, the CA staff begins

development of the CMO estimate, which is a

summary of all civil-military factors that may

affect mission accomplishment. The CMO

estimate supports decisionmaking throughout the

planning process and subsequent execution of the

mission. It is maintained and continuously

refined throughout the operation. Depending on

the level of command and the time available, the

CMO estimate may be as informal as an oral

briefing or as formal as a detailed written

document. The CA staff identifies resource shortfalls during mission analysis. This includes the

requirement for additional functional specialists,

translators, liaisons or SMEs.

The most important product of mission analysis

will be the mission statement, accompanied by a

refined statement of commander’s intent and

commander’s planning guidance. The mission

statement is the commander’s answer to the fundamental question “What do I want to do?” In operations with a large civil-military component, the

mission statement from higher headquarters may

allow the MAGTF commander considerable

latitude in defining the MAGTF mission statement. For example, the higher mission statement

may be phrased as “Support the Government of”

or “Provide FHA to.” The CA staff works along

with other staff sections to refine this guidance and

produce a MAGTF mission statement that is

achievable and that notifies higher headquarters of

the specific limits to MAGTF capabilities and

intentions. During combat operations, CMO may

be an element of the MAGTF’s battlespace

shaping actions, which will set conditions for

decisive action. Once the mission statement is

written, the MAGTF staff begins to develop COAs

that will solve the now clearly stated problem.

Course of Action Development

COA development generates options that meet

the requirements of the mission, the

commander’s intent, and the commander’s

planning guidance. In essence, COA development suggests answers to the commander’s

question “How do I want to do it?” These options

will be compared and weighed to ensure they are

suitable, feasible, and complete. After wargaming, the commander will eventually select one

COA for further planning and execution. During

the development stage, the CA staff must identify

COAs that require CMO support. At this point

the staff will also begin to consider the task

organization required to support each COA.

During operations that are CMO intensive, such

as FHA, the commander might explore whether

or not the MAGTF will directly accomplish

specific functions or instead concentrate on facilitating the operations of other agencies.
3-12 ___________________________________________________________________________________________________ MCWP 3-33.1

Developed COAs are briefed to the commander.

This brief may include initial estimates of

supportability from subordinate commanders and

staff estimates, including those provided by the

CA staff. The CA staff estimate will briefly

summarize the civil-military aspects of the situation that influence each COA and how each of

the CMO aspects of the COA are vulnerable to

enemy efforts. The CMO estimate will identify

those COA that are supportable or not supportable, with regard to assets available and civilmilitary impact in the AO. 

Course of Action War Game

COA wargaming involves a detailed assessment of

each approved COA as it pertains to the enemy and

the battlespace. The CMO considerations of each

COA are contained within this battlespace evaluation. The CA staff can be especially valuable in

considering the possible actions of civilian populations and organizations, the impact of military

forces, and enemy CMO efforts, since wargaming

relies heavily on the operational experience and

judgment of the commander and his staff. As the

staff evaluates each COA against enemy COA, the

CA staff must consider the likely civilian actions

and reactions to MAGTF operations. 

Course of Action Comparison and Decision

During the course of wargaming, the staff

(including CA staff) will record the advantages and disadvantages of each COA, and

identify possible branch plans and sequels. For

example, a particular COA may direct DC

traffic along key lines of communication that

may disrupt operations. A branch plan will be

required to resolve this source of friction.

Wargaming might also indicate that MAGTF

operations are vulnerable to enemy CMO, in

that they might be portrayed in a negative light

to an undecided civilian population. In this

case, the COA might require either modification or supporting civil information or PSYOP

efforts. COA wargaming may also indicate

requirements for additional communication,

coordination, and liaison with civilian organizations. The COA war game will help refine

the CA staff estimate of supportability. 

During COA comparison and decision, the

commander evaluates all friendly COAs and selects

the one that will best accomplish the mission. The

commander may also refine the mission statement

(including his commanders intent and essential

tasks) and identify any branches of the chosen

COA for further staff attention. The MAGTF CA

officer supports a COA both as a staff officer and

as a subordinate commander. As a staff officer, he

provides his expertise to indicate which of the

various COAs is most likely to achieve success

with regard to civil-military concerns. As a

commander, the CA officer might provide such an

estimate in terms of the CA personnel available to

support the various COAs.

Orders Development

The orders development step in the MCPP

enables the commander to communicate his

decisions and intent across the MAGTF. Development includes detailed planning of the basic

order and necessary annexes and appendices.

Throughout development, it is important to

consider that the output will be given to

commanders and other members of the force who

may not have participated in the previous

planning process. Therefore, the approved order

or plan must contain enough information to guide

required actions, while enabling effective

independent decisionmaking as opportunities and

threats arise during the operation.

The CA staff is typically responsible for preparing Annex G (Civil Affairs) to the OPORD,

along with appropriate appendices (see Appendix A). The CA staff assists in orders reconciliation, ensuring that the basic order and all the

annexes and appendixes are complete and in

agreement. The orders development process may

also include the preparation of branch plans;

guiding actions to be taken in the event of likely
MAGTF Civil-Military Operations ______________________________________________________________________________ 3-13 

incidents during operations. The OPORD should

also deliberate CA-related reporting requirements (see appendices B and C). Once the

OPORD is developed, it must be transitioned to

the force for execution.

Transition

The transition process provides a shift from

planning to execution. It enhances the situational

awareness of those who will execute the order,

maintains the intent of the commander’s concept of

operations, and promotes unity of effort. The transition process may include transition briefs, transition

drills, and/or confirmation briefs. The CA staff may

participate in any of these efforts, ensuring that

those who will execute the order know and understand the actions they must accomplish.

The MAGTF CA officer may have dual responsibilities during transition, serving as a member of

the staff and as a commander. First, he must ensure

that all MAGTF elements are prepared to execute

the order. Second, he must ensure his subordinate

CA elements are specifically prepared and

equipped for any tasks they are required to execute.

Participation of all CA elements in planning is

essential. Table 3-1 illustrates CMO integration

into the MCPP. Appendix D provides a sample

deployment checklist.

Table 3-1. Marine Corps Planning Process/CMO Integration.

Step CMO Concern Continuing Actions

1. Mission Analysis Support commander’s battlespace area evaluation. Update political, cultural, social information. Identify and evaluate 

external civilian organizations.

Identify centers of gravity. Analyze/determine critical vulnerabilities.

Identify constraints/restraints. Same.

Recommend CMO Commander’s critical information 

requirements (CCIR).

Identify and forward requests for information.

Identify MAGTF and CMO tasks. Same.

Initiate CMO staff estimate. Update/refine.

Draft mission statement. Forward.

Present mission analysis. Update/refine.

2. COA Development Develop one or more COA. Ensure suitability, feasibility, acceptability, completeness.

Consider required task organization. 

Brief COA. Consider enemy COA.

Initial estimate of supportability.

Initial CMO staff estimate.

Select COA for wargaming. Same.

Develop commander’s evaluation criteria. Impact of civilians on each COA.

Impact of each COA on civilians.

Political/informational considerations.

3. COA War Game War game each COA. Consider “what if?”

Record advantages/disadvantages of each COA.

Identify additional tasks.

Identify branches and sequels.

Identify tasking for CA element; e.g., supported units, liaison 

requirements.

Identify MAGTF elements requiring CA support.

Refine CMO staff estimate. Same.

Refine CMO estimate of supportability. Same.
3-14 ___________________________________________________________________________________________________ MCWP 3-33.1

The Interagency Coordination Process

MAGTF operations are increasingly likely to be

conducted in an interagency environment. OGAs,

IOs, and NGOs will often be involved in a crisis

before the arrival of the MAGTF. Interagency

coordination forges a vital link between the

military and the economic, political, diplomatic,

humanitarian, and informational entities of the

USG, the HN, and NGOs. Effective communication and cooperation enables access to capabilities and resources not typically under MAGTF

control. Synchronization of efforts leads to

synergy with the application of each capability

adding to the effectiveness of the others. 

United States Government

Agency Coordination

CMO and the missions they support are complex

and may require the effective coordination of

many USG agencies. Detailed coordination

develops and maintains a common framework for

planning and an understanding of common

purpose. Many agencies have unique skills,

resources, and experience. Cooperation and

coordination based on respect and moral purpose,

can unify the effort. To facilitate coordination, a

clear chain of command should be defined. 

Facilitation of Effort

CMO are best used to facilitate the efforts of

other organizations. For example, there may be a

requirement to feed a group of civilians. The

MAGTF could task the combat service support

element with this mission, providing not only the

food but also the logistics to deliver it. Preferably, however, MAGTF CA personnel might

identify an agency with available food stocks,

and perhaps another with logistics capabilities.

By coordinating their activities, and perhaps by

providing enabling capabilities such as security,

communications, and air or seaport access, the

mission is accomplished without unnecessary use

of military resources. By developing and advertising simple procedures and points of contact,

the MAGTF enables other agencies, many with

substantial resources, to meet requirements with

minimum use of MAGTF resources. Whenever

possible, CMO seek synergy; the combination of

efforts and resources, which has a combined

effect greater than those same resources if left to

work in isolation.

Assessment and Analysis

CA personnel can assist the MAGTF in assessing social, cultural, and economic factors.

They can provide the commander with area

Table 3-1. Marine Corps Planning Process/CMO Integration (Continued).

4. COA Comparison/

Decision

Recommend COA from CMO perspective. Warning order to CA elements.

Identify commander’s changes to COA. Identify branches/sequels requiring further development.

Same.

Support preparation of concept of operations. Same.

5. Orders 

Development

Develop Annex G, Civil Affairs. Develop supporting plans; e.g., DC Operations, CMOC 

Operations, legal claims.

Reconcile all portions of order. Develop outline fragmentary orders for branches.

Compare with higher, adjacent orders.

Identify, correct gaps and deficiencies.

6. Transition Transition from planners to executor. Same.
MAGTF Civil-Military Operations ______________________________________________________________________________ 3-15 

assessments that can provide a basis for developing guidance and for planning. They can

analyze the role of other agencies and recommend COAs that synchronize CMO.

Information Component

CMO are inherently suited to support the battle

for influence. At the ground level, actions

between the MAGTF and civilian organizations

put deeds into words, providing positive, tangible examples of US intentions. Conversely, when

MAGTF interactions with civilians can be

portrayed in a negative light by an adversary,

there can be no doubt that they will be. The information component of CMO must not merely be

anticipated, it must be aggressively exploited. It

will help win public support, solidify coalitions,

support diplomacy, and isolate the enemy.

Popular support contributes to the success of

CMO. The importance of coordinating CMO

with PA and PSYOP cannot be overstressed.

Information released through any one of these

channels potentially affects all audiences.

Combatant Commander

Within a theater, the geographic combatant

commander is the focal point for planning and

implementing regional military strategies that

require interagenc y coordination. The

geographic combatant commander’s civil

counterpart in a particular country is the US

ambassador, who usually has overall direction,

coordination, and supervision of USG activities and personnel in that nation. His authority

does not extend to military forces assigned to

the combatant commander. The ambassador

chairs the country team, which includes the

ranking representatives of embassy sections and

other USG agencies operating within a country.

Close coordination among the combatant

commander and the ambassador and country

team is essential and must complement the

coordination achieved at the policy level

between the various agencies involved.

When the UN, NATO or other IO establishes a

mandate for a particular operation, a senior civilian coordinator is often appointed, such as a UN

special representative. The international community may also designate a lead agency to coordinate the activities of civilian organizations. This

lead agency and its partners may operate under

legal agreements with HN governments. In any

case, US military forces will need to establish

methods of communicating and coordinating with

these international structures while also conducting coordination among US agencies.

Mutual Objectives

Successful interagency operations bring together

the interests of multiple agencies, departments,

and organizations. Interagency partners are

unlikely to be under the command of the

MAGTF, and there may be a wide interpretation

of the desired goal. In the interagency environment, communication and coordination often

replace command and control. The interagency

process must establish common objectives and

polices. Organizations must also develop mechanisms to share a common operational picture. A

mutual appreciation of planned and current

operations can help prevent problems and may

lead to better opportunities for mutual support.

Across the full range of military operations, any

MAGTF effort is likely to be an interagency

operation conducted in support of US national

interests. The relationship between military and

civil authorities is based on mutual trust and

confidence. A strong interagency relationship is

often the difference between the success and

failure. Communication and coordination

complements command and control in the interagency process.
3-16 ___________________________________________________________________________________________________ MCWP 3-33.1

To establish mutual objectives and achieve effective coordination, the MAGTF may—

O Identify all agencies and organizations that are

or should be involved in the operation.

O Identify the resources of each participant to

reduce duplication of effort and increase coherence in the collective effort.

O Determine mutually supportable objectives for

the operation.

O Define the desired end state and exit criteria.

O Define the types of information that can and

cannot be exchanged. Establish agreed upon

formats for data and develop means to share

information useful to everyone.

O Plan for the transition of responsibilities to

agencies with long-term duties and interests.

O Establish an interagency hierarchy when possible.

O Solicit from each agency, department or organization a clear understanding of the role that

each plays.

O Define COAs for both military operations and

agency activities.

O Identify potential obstacles to the collective

effort arising from conflicting departmental or

agency priorities.

O Maximize the mission’s assets to support the

long-term goals of the enterprise.

O Establish interagency assessment teams.

In addition to the HN government, the MAGTF

will generally operate alongside three different

types of civilian agencies: OGAs, NGOs, and IOs.

Other Government Agencies

Many organizations in the USG are structured

and equipped to apply resources to resolve crisis,

including diplomatic, economic, and informational. Careful communication and coordination

are required to ensure mutual support between

the MAGTF and these agencies.

Nongovernmental Organizations

and International Organizations

NGOs and IOs are likely to be working wherever

the MAGTF operates. Where long-term problems

precede a deepening crisis, NGOs/IOs are

frequently on the scene long before US forces

arrive. They are often willing to operate in highrisk areas and will likely remain after military

forces have departed. Generally these organizations are guided by three principles: humanity,

impartiality, and neutrality. NGOs and IOs are

flexible, grassroots-focused, and involved in

many diverse activities such as education, public

health, technical projects, relief activities, refugee

assistance, public policy, and development

programs. They often refer to their efforts in a

crisis as a “response.” The military refers to them

as an “operation.”

These relief agencies may have substantial

resources and can respond quickly and effectively

to crises. They can help limit the resources that a

commander would otherwise have to devote to an

operation. Their extensive and long-term involvement, local contacts, and experience in various

nations also make these organizations valuable

sources of information about local and regional

governments and civilian attitudes toward the

operation. The large number of lives they affect

and the resources they provide make them key

centers for communication and coordination. They

must be factored into the commander’s assessment of conditions and resources and integrated

into the MAGTF concept of operations. 

NGOs are voluntary organizations. They write

their own charter and missions and are legally

different from governmental and international

agencies. NGOs are funded by private donors,

IOs, and governments. While not answerable to

profit-making institutions, they are accountable to

their various donors for their resources. NGOs
MAGTF Civil-Military Operations ______________________________________________________________________________ 3-17 

vary from long-standing organizations with

substantial staffs and budgets, to charities

operated by local community organizations.

Properly conducted, the relationship between

military forces and NGOs is neither supported

nor supporting, but rather an associate or partnership relationship. 

Inherent differences between the cultures and

organization of military forces and NGOs present

challenges to successful cooperation.

To protect their freedom to operate, NGOs are

likely to be hesitant to identify too closely with the

MAGTF. Collaboration or perceived collaboration

with military forces may endanger both the

missions of NGOs and the lives of their field staff,

especially when a particular response or operation

has strong political or military implications.

NGOs often operate without detailed planning.

This is a by-product of their small staffs, limited

ability to assess the situation prior to arrival on

location, and inability to prejudge the degree to

which donors will provide resources. However,

NGOs can also reorient their efforts and assets

with great agility.

Finally, the MAGTF may not be able to share

information, especially about future plans or

operations. Cooperation that identifies common

objectives and establishes a clear understanding

of what information can and cannot be shared is

beneficial to all parties.

International organizations are established by

intergovernmental agreements. They operate at the

international level and are chartered by organizations such as the UN, the Organization for Security

and Cooperation in Europe or the European

Commission’s Humanitarian Office. Some IOs

that are likely to be active during a crisis include

the United Nation’s High Commissioner for

Refugees and the World Food Programme (WFP).

The International Committee of the Red Cross is

also an IO. While IOs conduct operations very

much like NGOs, their support may be detailed to

a designated civilian agency.

At the strategic level, countries work together in

various ways to achieve agreement on policy.

However, in the field, commanders and staffs

must devote personal effort to develop effective

mechanisms to create consensus among external

organizations and achieve unity of purpose. 

Domestic Operations

Military operations inside the US and its territories are limited by law and regulation. However,

military assistance may be requested when situations require resources beyond civil capabilities.

Guidance and direction for the command and

control of these operations vary depending on the

mission and support to be provided, but generally follow a similar pattern. The Federal

Response Plan outlines how Federal agencies,

including the DOD, assist State and local

agencies that request assistance when a major

disaster or emergency overwhelms their ability to

respond effectively. Additional DOD directives

(DODDs), memoranda of understanding, and

agreements provide details for military response

for particular missions. For example, DODD

3025.1, Military Support to Civil Authorities. See

also MCO 3440.7A, Marine Corps Support to

Civil Authorities.

Depending on the type of emergency, a civil

command and control focal point for Federal

response will be established. The FEMA has

primary responsibility for coordinating Federal

emergency preparedness, planning, management,

and disaster assistance functions. Acting for the

President, the FEMA will appoint a Federal

coordinating officer who is responsible for

coordinating Federal disaster assistance to States

and territories. Plans for other emergencies designate a distinct lead Federal agency. For example,
3-18 ___________________________________________________________________________________________________ MCWP 3-33.1

the Attorney General is responsible for the

management of the Federal response to civil

disturbance. In any case, the Federal manager

may request military resources from the DOD. 

The Secretary of Defense retains approval authority for military involvement in domestic support

operations. Typically, a military official will be

specifically designated as the defense coordinating officer to orchestrate defense department

support on-scene. Upon assignment, military

forces will usually be formed into a JTF. This task

force is typically placed in support of the Federal

coordinating officer or the lead Federal agency. 
Page number

CLASSIFICATION

APPENDIX A

SAMPLE ANNEX G (CIVIL AFFAIRS)

This appendix contains a sample annex G (Civil Affairs) for MAGTF operations. It is generic and

should be adjusted for the particular operation to be supported. Careful attention must be paid to the

classification of this annex and individual paragraphs to share this document or appropriate portions

with other agencies. Appendices to annex G are not mandated by joint or Marine Corps doctrine, but

are used as necessary. These appendices are suggested as useful guides. 

CLASSIFICATION

Copy no. ____ of ____ copies

OFFICIAL DESIGNATION OF COMMAND

PLACE OF ISSUE

Date/time group

Message reference number 

ANNEX G TO OPERATION ORDER OR PLAN (Number)

(Operation CODEWORD) (U)

CIVIL AFFAIRS (U)

(U) REFERENCES: Cite references necessary for a complete understanding of this

annex.

a. (U) Map.

b. (U) OPORD.

c. (U) Applicable operation/concept plan.

1. (U) Situation

a. (U) General. Refer to basic plan and other annexes, as appropriate. Summarize

the situation as it applies to civilian populace in the battlespace and the intentions and 

capabilities of the government, if any. Do not repeat information contained in the general 

situation paragraph of the basic OPORD or plan or detailed information in the appendices. 

Emphasize areas affecting displaced persons, government stability, and destruction or 

degradation of civilian infrastructure. Consider the support of the government by the 

populace, and the probable reaction of the populace towards US intervention. Consider the 

civil impact of MAGTF operations in the battlespace and elsewhere in the region. 
A-2 ___________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

(1) (U) Establish the legal basis for, and expected scope of, CMO in this 

operation and include identification of pertinent international and civil-military 

agreements. 

For example, the MAGTF will meet legal and moral obligations to the civilian 

populace in the area of influence. Operations will be planned to cause the 

minimum suffering for noncombatants. It is US policy that operations must meet, 

and if possible exceed, the ROE, laws of warfare, and the Geneva Convention.

(2) (U) State the purpose of this annex, which normally is to provide instructions 

for guiding all relationships between the military force and civil organizations, 

authorities, and inhabitants in the AO. 

For example, this annex with supporting appendices identifies CMO for all 

phases of the operation, and guides all relationships between the MAGTF and civil 

authorities, inhabitants, IOs and NGOs, and third country nationals (TCNs). When 

the MAGTF is employed as an enabling force for larger, follow-on forces, CMO 

may be directed towards obtaining and reporting an accurate assessment of the 

current civil-military situation, and creating an information infrastructure to 

support future CMO.

b. (U) Enemy. Refer to annex B (Intelligence). Assess the impact of enemy 

capabilities and probable COA on the civil-military situation, with particular emphasis 

on identifying requirements for CMO. Consider the potential for enemy disruption of 

MAGTF CMO and the potential for the presentation of MAGTF operations to the 

local and world populace in a negative light. Summarize the expected civil-military 

situation, including government institutions, customs, and attitudes of the population, 

and availability of indigenous resources. Consider the effects of climate and terrain on 

CMO. Consider prevailing sociological conditions, including ethnic, religious, 

language or cultural tendencies that may present obstacles to effective MAGTF 

operations and CMO.

c. (U) Friendly. State the CA functions to be performed by civilian authorities of the 

US and allied governments in the AO. Identify local indigenous assets available to 

support and assist in CMO. Identify elements providing staff augmentation and 

expertise to the MAGTF. State location and capability of CMOC if established.

(1) (U) Identify unified commander’s structure for CMO. Restate policy and 

direction for the conduct of CMO.

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CLASSIFICATION
MAGTF Civil-Military Operations ______________________________________________________________________________ A-3 

CLASSIFICATION

(2) (U) Identify senior operational commander’s structure for CMO. Include 

commander naval forces when he is the supported commander. Restate mission for 

the conduct of CMO.

(3) (U) Consider OGA plans and activities in the battlespace. Consider 

Department of State (DOS)/American Embassy (AMEMB) guidance and activities. 

DOS/AMEMB provides general information on US and other TCNs in the AO, and 

provides information on the requirements of international law, agreements, 

principles or policies that apply to the MAGTF. This may include status-of-force 

agreement, staging and basing rights, logistical support or purchasing rights. 

Identify non-DOS US agencies and personnel with experience in the AO. This may 

include agencies operating from within the AMEMB, such as Federal Bureau of 

Investigation (FBI), Department of Justice (DOJ), Naval Criminal Investigative 

Service (NCIS), and United States Department of Agriculture (USDA).

d. (U) Assumptions. List the basic assumptions upon which CMO planning is 

based. Consider assumptions concerning US policy, international and civil-military 

agreements, enemy COAs, and availability of HN resources. Consider making 

appropriate assumptions about NGO COAs. Consider the need and opportunity to 

plan and/or to execute CMO during each planned phase of the operation.

2. (U) Mission. State the mission to be accomplished by CMO in support of the 

operations envisaged in the basic plan.

For example, on order, conduct CMO to support MAGTF operations as identified in 

the basic plan. Enhance MAGTF freedom of action. Prevent civilian interference with 

the MAGTF’s military mission. Identify and coordinate civilian resources that support 

MAGTF’s operations. Deny a supportive operational environment to the enemy, 

especially to asymmetric threats. Be prepared to support mass casualty operations 

and consequence management. Desired end state typically includes a stable and secure 

environment permitting redeployment of the MAGTF from the AO and/or a return to 

amphibious shipping.

3. (U) Execution. Include alternative plans. Use appendixes to provide long, detailed 

guidance.

a. (U) Concept of the Operations. Summarize how the commander visualizes the 

execution of CMO from beginning to end of the operation. Describe how CMO will 

support the MAGTF’s operational mission.

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CLASSIFICATION
A-4 ___________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

(1) (U) Time-phasing of the operation.

(2) (U) Include the principal types of CMO to be performed. Consider describing 

the concept for PRC, FNS, FHA, military civil assistance, and domestic support 

operations. (The MAGTF is not capable of the execution of civil administration 

with organic assets.) 

(3) (U) Deployment and employment of assets and elements in CMO support.

(4) (U) Scope and duration, to include post-conflict operations. Consider 

pre-operation, immediate, sustained, and redeployment requirements.

(5) (U) Clear and concise end states for CMO that describe the successful 

completion of each phase and COA.

(6) (U) Function and operation of the CMOC, if established. 

b. (U) Tasks. List the tasks assigned to each element of the MAGTF in separate 

numbered subparagraphs. Tasks should reflect the task organization in the basic plan. 

Each task should be a concise statement of a mission to be performed.

(1) (U) Command element: When directed, establish a CMOC to 

provide an accessible point of contact and to serve as an interface between the 

MAGTF and civilian organizations, leaders, and the population. 

(2) (U) Ground combat element: Execute CMO within assigned boundaries 

to minimize civilian interference and maximize civilian support for MAGTF 

operations. Provide security to designated CMO. Be prepared to establish a “911” 

system for emergency support of designated external agencies and organizations. 

Be prepared to provide representation to the CMOC when established.

(3) (U) Aviation combat element: Execute CMO within assigned boundaries in 

order to minimize civilian interference and maximize civilian support for MAGTF 

operations. Provide representation to the CMOC when established. Be prepared to 

support MAGTF CMO when directed. Be prepared to support ground combat element response operations. 

(4) (U) Combat service support element: Execute CMO within assigned 

boundaries to minimize civilian interference and maximize civilian support for 

MAGTF operations. Be prepared to support the establishment of the CMOC. 

Be prepared to provide representation and planning support to the CMOC. Be 

prepared to conduct mass casualty operations. Be prepared to provide FHA. Be 

prepared to establish DC camps. Be prepared to support validated requests by the 

HN, NGOs, and allies for logistics support.

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ______________________________________________________________________________ A-5 

CLASSIFICATION

(5) (U) Civil affairs element: Consider describing in terms of CA functions to be 

performed; DCs, cultural relations, public safety, civilian supply, civil information, 

legal, public health, public works and utilities, public communications.

(6) (U) Psychological operations element:

(7) (U) Military police element:

(8) (U) Staff Judge Advocate:

(9) (U) Public affairs officer:

(10) (U) Contracting officer:

(11) (U) Environmental health/US Army Medical Research Institute of 

Infectious Diseases (USAMRID) element:

(12) (U) MAGTF surgeon:

(13) (U) Counterintelligence:

c. (U) Coordinating Instructions. List the instructions common to two or more 

elements of the MAGTF. Areas or events requiring coordination include but are not 

limited to:

(1) (U) Establishment of CMO boundaries.

(2) (U) Liaison arrangements with allied forces and between subordinate commands.

(3) (U) Claims policies, in consonance with legal policies.

(4) (U) Liaison and coordination with USG agencies. This includes coordination 

of IO.

(5) (U) Liaison and coordination with host country, other friendly countries, 

governments, and NGO’s.

(6) (U) PSYOP support to CMO.

(7) (U) CMO will be planned centrally and executed locally.

(8) Use non-MAGTF resources to support CMO whenever possible.

Page number

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A-6 ___________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

(9) (U) Direction on providing medical support to external agencies 

and individuals.

(10) (U) Units will avoid establishing positions in the vicinity of civilian 

locations. Under no circumstances allow hostile forces to create an incident that 

requires you to fire into civilian locations. When the situation demands it, include 

civilian locations within your defensive scheme of maneuver.

(11) (U) Commanders will attempt to coordinate with civilian authorities within 

their zones, and make every effort to be responsive to their needs.

(12) (U) Every effort will be made to interact with civilians through their own 

authorities.

(13) (U) Displaced persons routes and camps will be planned to avoid MAGTF 

high-value targets.

(14) (U) Establish measures to protect religious, culturally significant, and other 

specified properties (see appendix 2).

(15) (U) Barrier plans must be approved by MAGTF commanding officer, and 

will be coordinated with HN government.

(16) (U) When CA assets are assigned below the CE, the supported element 

provides support, to include communications and logistics requirements.

d. (U) Commander’s Critical Information Requirements. Identify information on 

friendly, enemy, and civilian activities in the battlespace that the commander deems as 

critical for the conduct of CMO.

(1) (U) Report any US or enemy violation of international law.

(2) (U) Report any groups of 50 or more DCs as a spot report.

4. (U) Administration and Logistics

a. (U) Military Resource Requirements. State any applicable requirements to 

maintain military equipment and supplies for support of CMO. (Refer to annex D, 

[Logistics].)

b. (U) Civilian Personnel. Estimate the local civilian labor required and available 

to support military operations. (Refer to annex E [Personnel].)

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ______________________________________________________________________________ A-7 

CLASSIFICATION

c. (U) Civilian Facilities and Supplies. Estimate the local civilian facilities and 

supplies required and available to support the operation. (Refer to annex D 

[Logistics].)

d. (U) Reports. Establish any necessary administrative reporting requirements.

(1) (U) Report location of CMOC and provide daily CMOC report when 

established below the CE level.

(2) (U) Locate, record, and report names of potential translators.

5. (U) Command and Control. Indicate the difference, if any, between the command 

channels for the conduct of CMO and the command relationships established in annex J. 

Specify command relationships and logistics of CMO efforts and forces (emphasize 

difference between efforts and forces). Include any changes or transitions between 

command and control organizations and the time of the expected shift. Identify all 

agreements and memorandums of understanding used and those requiring development.

a. (U) CMO are a command responsibility at all levels.

b. (U) The G-3/S-3 operations officer (or MAGTF CA officer) has staff cognizance 

over all CA activities and planning.

c. (U) The CA officer is generally located with the landing force operations center.

d. (U) When assigned an operational role, CA personnel are generally 

established in a location that facilitates interface with civilian authorities and has 

reliable communications with the supported commander. This is usually in the vicinity 

of the main command post. CA personnel may also be assigned to the forward CE, if 

inserted. They may be assigned to support subordinate elements when appropriate.

e. (U) Location of a CMOC is to be determined, generally in a location that 

provides adequate access and security for all parties (civilian and military) while

ensuring adequate operational security and force protection.

Page number

CLASSIFICATION
A-8 ___________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

APPENDIXES:

1 – Information Requirements

2 – Protected Target Guidance

3 – CMOC Operations

4 – Transition Matrix)

OFFICIAL:

/s/

Name

Rank and Service

Title

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ______________________________________________________________________________ A-9 

CLASSIFICATION

Copy no. ____ of ____ copies

OFFICIAL DESIGNATION OF COMMAND

PLACE OF ISSUE

Date/time group

Message reference number

APPENDIX 1 TO ANNEX G TO OPERATION ORDER OR PLAN (Number) 

(Operation CODEWORD) (U)

INFORMATION REQUIREMENTS (U) 

1. (U) Availability of US Personnel Experienced in AO

a. (U) US law enforcement/Government; e.g., FBI, NCIS, Drug Enforcement 

Administration (DEA), United States Agency for International Development 

(USAID), Office of Foreign Disaster Assistance (OFDA).

b. (U) US business leaders.

2. (U) Civil Authority

a. (U) Perceived legitimacy of national and local police forces by civilian populace.

(1) (U) By urban populace.

(2) (U) By rural populace.

b. (U) Location of civil authority headquarters. Names and method to contact 

commanders.

(1) (U) Local government.

(2) (U) Police forces.

(3) (U) Fire services.

(4) (U) Hospitals/medical services.

(5) (U) Public works and sanitation.

(6) (U) Emergency management operations centers.

Page number

CLASSIFICATION
A-10 _________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

c. (U) Availability of identity rosters, photos. Description or samples of 

identification cards.

d. (U) Attitude of local authorities towards US intervention.

e. (U) Location of government facilities in AO.

f. (U) NGOs/IOs operating in AO.

(1) (U) In-country headquarters locations, points of contact, methods of contact.

(2) (U) Worldwide headquarters, points of contact, methods of contact.

(3) (U) Missions, capabilities, experience of organizations operating in AO.

g. (U) Hospitals.

(1) (U) Names, locations, capacity.

(2) (U) Specialties, adequacy, condition.

h. (U) Water supply.

(1) (U) Type and location of source.

(2) (U) Delivery methods.

(3) (U) Treatment plants.

(4) (U) Storage facilities.

(5) (U) Average consumption by industry, agriculture.

(6) (U) Total system, capacity. 

i. (U) Food distribution centers.

(1) (U) Location.

(2) (U) Projected stocks.

(3) (U) Managers/NGO operators.

j. (U) Engineer/construction facilities and equipment.

(1) (U) Location and type.

(2) (U) Stocks of construction equipment and materials.

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ____________________________________________________________________________ A-11 

CLASSIFICATION

k. (U) Sociological and cultural makeup of the populace.

(1) (U) Languages/dialects.

(a) (U) Spoken.

(b) (U) Written.

(c) (U) Literacy rate.

(2) (U) Customs.

(3) (U) Typical diet, prevalent medical concerns.

(4) (U) Basic physical condition.

l. (U) History of past foreign/US military involvement on AO.

m. (U) Existing treaties, status of forces agreement with US.

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

OFFICIAL:

/s/

Name

Rank and Service

Title

Page number

CLASSIFICATION
A-12 _________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

Copy no. ____ of ____ copies

OFFICIAL DESIGNATION OF COMMAND

PLACE OF ISSUE

Date/time group

Message reference number

APPENDIX 2 TO ANNEX G TO OPERATION ORDER OR PLAN (Number)

(Operation CODEWORD) (U)

PROTECTED TARGET GUIDANCE (U)

1. (U) General

a. (U) This appendix provides guidance for commanders and fire support planners 

to assist in the development of the MAGTF protected targets list. Protected targets 

are those locations that the law of war deems exempt from fires of combatant forces 

because of cultural, religious or population support functions. MAGTF planners will 

consider the cultural, economic, political, and informational aspects of all operations.

b. (U) Deliberate targeting avoids the following types of facilities due to their 

cultural, economic, and social significance:

(1) (U) Religious facilities.

(2) (U) Cultural and historic institutions, to include museums, art galleries, and 

commemorative parks.

(3) (U) Nonmilitary schools.

(4) (U) Hospitals, clinics, and medical treatment and supply facilities.

c. (U) MAGTF planners will consider establishing the following as protected 

targets, due to their population support functions and the potential impact of the their 

destruction on post-hostility reconstruction:

(1) (U) Water supply facilities.

(2) (U) Electric power generation and control facilities.

(3) (U) Waste water treatment facilities.

d. (U) MAGTF planners will consider establishing archival and recordkeeping 

facilities such as libraries as protected targets, due to their unique value in 

re-establishing post-hostility public order and economic stability.

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ____________________________________________________________________________ A-13 

CLASSIFICATION

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

OFFICIAL:

/s/

Name

Rank and Service

Title

Page number

CLASSIFICATION
A-14 _________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

Copy no. ____ of ____ copies

OFFICIAL DESIGNATION OF COMMAND

PLACE OF ISSUE

Date/time group

Message reference number

APPENDIX 3 TO ANNEX G TO OPERATION ORDER OR PLAN (Number)

(Operation CODEWORD) (U)

CIVIL MILITARY OPERATIONS CENTER OPERATIONS (U)

(U) REFERENCES:

a. (U) Relevant OPORD.

b. (U) Maps and Overlays.

1. (U) Situation. Include governmental, international, and NGOs present in the AO.

2. (U) Mission. On order the MAGTF establishes a CMOC ashore to facilitate 

communication, coordination between the MAGTF and external civilian organizations and 

populations. Facilitate communications and coordination between civilian 

organizations to minimize the requirements for MAGTF personnel, equipment, and 

supplies by coordinating and facilitating the usage of non-MAGTF resources. Minimize 

the use of MAGTF resources to meet civilian requirements, including the demands on the 

time of commanders and staffs. Maximize civilian support for MAGTF operations. Assist 

the MAGTF to meet the commander’s legal and moral obligations to civilians in the 

MAGTF AO.

3. (U) Execution

a. (U) Concept of CMO. The CMOC is intended to provide “one-stop shopping” for 

interface between the MAGTF and civilians. 

(1) (U) The term civilian includes—

(a) (U) Other US and allied government agencies; e.g., NATO, USAID, 

OFDA, FEMA.

(b) (U) HN security/law enforcement agencies.

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ____________________________________________________________________________ A-15 

CLASSIFICATION

(c) (U) HN nonmilitary agencies; e.g., religious, relief efforts.

(d) (U) HN political bodies; e.g., governor, mayor, emergency 

operations center.

(e) (U) IOs; e.g., United Nations High Commissioner for Refugees, 

International Committee of the Red Cross and Red Crescent.

(f) (U) NGOs; e.g., Oxford Famine Relief, Islamic African Relief Agency, 

Doctors without Borders.

(g) (U) Civilian inhabitants of the AO.

(2) (U) The functions the CMOC provides may include the following:

(a) (U) Validating civilian requests for support from MAGTF including—

1 (U) Security escort.

2 (U) Command, control, and communications support.

3 (U) Engineer support/civil engineering.

4 (U) Provide daily situation and security briefs to civilian agencies (not

intended to replace the joint information bureau).

5 (U) Promulgate and explain MAGTF policies to civilian agencies/

HN (command continues to show personal respect to senior political

structures).

6 (U) Host/convene planning sessions among multiple agencies with

differing skills, interests.

7 (U) Administer and issue identification cards/passes to validated

agencies and personnel.

8 (U) Develop/promulgate “911” system for response to civilian 

security contingencies.

9 (U) Coordinate access to airport, air traffic control, ramp space, 

materials handling equipment, maintenance facilities, and equipment.

Page number

CLASSIFICATION
A-16 _________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

10 (U) Coordinate seaport access, mooring locations, pilot/tug support,

pier space, cargo handling, and materials handling equipment assets.

11 (U) Frequency management.

12 (U) Validate and process civilian requests for space available 

transport on military aircraft/sealift (passenger and cargo).

(b) (U) Tasks

1 (U) Command element: Establish CMOC.

2 (U) Combat service support element: Provide required facilities to

maintain a 24-hour CMOC. Provide logistics and embarkation planning

representatives.

3 (U) Aviation combat element: Be prepared to support airfield 

operations and strategic lift tasking and requirements.

4 (U) Ground combat element: Provide planning representatives to 

coordinate security escort for civilian operations.

(c) (U) Coordinating Instructions: Major subordinate elements may 

establish local CMOCs in zone.

4. (U) Administration and Logistics

a. (U) Equipment required by priority:

(1) (U) Tentage:

(a) (U) Operations tent.

(b) (U) Briefing tent.

(2) (U) Communications:

(a) (U) Wire to supported COC.

(b) (U) Very high frequency/high frequency/cell phone to assessment 

personnel.

(c) (U) Plain old telephone system (access to combatant commander/JTF 

J-5, as required).

(d) (U) Facsimile capability.

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CLASSIFICATION
MAGTF Civil-Military Operations ____________________________________________________________________________ A-17 

CLASSIFICATION

(e) (U) Local area network to MAGTF/Marine Corps forces operations 

centers.

(f) (U) Local area network/wide area network to AMEMB.

(g) (U) Nonsecure internet protocol router network/Internet access.

(h) (U) Defense Switched Network access.

(i) (U) Secure telephone unit-III.

(3) (U) Transportation: 

(a) (U) Any 4-wheel drive.

(b) (U) Any M998 (4 seat, high back).

(c) (U) Civilian vehicle.

(d) (U) Eight plus passenger vehicle.

(4) (U) Manning (as available): (Note: Notional only)

(a) (U) Director (policy, future operations).

(b) (U) Deputy director (next 24 hours).

(c) (U) Operations chief (current operations, communications guard).

(d) (U) Administrative assistant (security, driver).

(e) (U) Log planner (surface/air transport).

(f) (U) Force protection planner (security planning).

(5) (U) Command and Control.

(a) (U) CMOC location: Located in vicinity of MAGTF operations center, 

allowing for simplest coordination. Walking distance best, outside protective 

wire of operations center. Allows use of field wire communications. For FHA 

and noncombatant evacuation operation missions, CMOC may be the combat 

service support element’s combat service support operations center.

Page number

CLASSIFICATION
A-18 _________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

(b) (U) Information Management. (Example)

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

OFFICIAL:

/s/

Name

Rank and Service

Title

Asset Matrix

Name of Organization Mission Assets Contact

International Committee of the 

Red Cross

Repatriation 35 large lorries, 4 contract 

interpreters

International Maritime 

Satellite System 

World Food Programme 

(WFP)

Dislocated civilian feeding 12 large lorries, 120 tons 

wheat flour

Internet address www.wfp.org

Page number

CLASSIFICATION
MAGTF Civil-Military Operations ____________________________________________________________________________ A-19 

CLASSIFICATION

Copy no. ____ of ____ copies

OFFICIAL DESIGNATION OF COMMAND

PLACE OF ISSUE

Date/time group

Message reference number

APPENDIX 4 TO ANNEX G TO OPERATION ORDER OR PLAN (Number) (U)

(Operation CODEWORD) (U)

TRANSITION MATRIX (U)

(U) REFERENCES:

a. (U) Relevant OPORD.

b. (U) Maps and overlays.

1. (U) The transition matrix (table A-1) is a planning and coordination tool. 

It is primarily useful for communication between the MAGTF and external organizations 

and should be designed or modified so that it can be shared among all appropriate 

agencies. It should usually be posted at the CMOC. The transition matrix is a working 

document. CMO planners should expect that it will require frequent updating and 

dissemination as operations progress.

2. (U) The transition matrix should be prepared to support MAGTF and CMO 

concepts of operations with respect to timelines and responsibilities.

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

OFFICIAL:

/s/

Name

Rank and Service

Title

Page number

CLASSIFICATION
A-20 _________________________________________________________________________________________________ MCWP 3-33.1

Table A-1. Transition Matrix.

Transition Week 1 Week 2 Week 3 Week 4

Camp

Management

Registration USMC UNHCR

Shelter Tents USMC USMC/UNHCR UNHCR/OXFAM

Blankets/Sleeping USMC HCR/UNICEF

Bags USMC

Cots USMC USMC/UNHCR UNHCR/OXFAM

Table/Chairs USMC USMC/UNHCR UNHCR/OXFAM

Flooring USMC USMC/UNHCR UNHCR

Shower Facilities USMC USMC/UNHCR OXFAM

Sanitation Portable Toilet USMC UNHCR/Contractor

Contracting USMC

Sanitation/Supplies USMC UNHCR/Contractor

Contracting USMC

Preventive 

Medicine

USMC UNICEF/NGO

Training/Education USMC UNICEF/NGO

Water Source USMC USMC/UNHCR

Pumps/Access USMC USMC/UNHCR

Testing/Training USMC USMC/UNHCR

Source USMC/WFP USMC/WFP WFP

Education for

Recipients

USMC UNICEF/AICF AICF/UNICEF

Specialized Foods USMC UNICEF/AICF AICF/UNICEF

Health Services Providers USMC USMC/UNICEF MSF/UNICEF

Equipment and

Supplies

USMC USMC/UNICEF MSF/UNICEF

Preventative

Medicine

USMC USMC/UNICEF MSF/UNICEF

Training USMC USMC/UNICEF MSF/UNICEF

Infrastructure Power USMC USMC/UNHCR

Communications USMC USMC/UNHCR

Fuel Supply/Dump USMC USMC/Contractor

Road Improvement USMC USMC/WFP/UNHCR

Warehousing USMC USMC/WFP/

UNHCR

WFP

Transportation Vehicles USMC USMC/UN/NGO

Drivers USMC USMC/UN/NGO

Maintenance USMC USMC/UN/NGO

Security Convoys USMC USMC

Logistics Supply all Classes USMC USMC/WFP/

UNHCR

WFP/UNHCR

Contracts USMC USMC/WFP/UNHCR WFP

Port Operations USMC/UN SMC/WFP/

UNHCR

WFP

Airport Operations USMC/UN USMC/WFP WFP
MAGTF Civil-Military Operations ____________________________________________________________________________ A-21 

Table A-1. Transition Matrix (Continued).

Transition Week 1 Week 2 Week 3 Week 4

Security Internal Physical 

Security

USMC USMC/UNHCR

Information USMC USMC/UN

S&E Self Policing USMC USMC

Convoy USMC USMC

Port Operations USMC USMC/WFP

Airport Operations USMC USMC/WFP

Information Collecting and

Gathering

USMC USMC/UNHCR UNHCR

Dissemination USMC USMC/UNHCR UNHCR

System to Address

Issues

USMC USMC/UNHCR UNHCR

CMOC Physical Premises USMC USMC/MNF/UN

Comms

Infrastructure

USMC USMC/UN

Admin Support USMC USMC/UN

Joint Logistics 

Center

USMC/WFP/UN WFP/UNHCR/UNICEF

Education School Tents USMC UNICEF

Psycho-Social Care UNICEF

Communications Radio Network/

Connectivity

USMC/UN USMC/WFP/UNHCR

Telecommunication USMC/UN USMC/WFP/UNHCR

Non Food Items Cooking Utensils USMC UNHCR/UNICEF/NGO

Jerry Cans USMC UNHCR/UNICEF/NGO

Household Items USMC UNHCR/UNICEF/NGO

Environmental

Protection

Host Population Health UN/USMC/WFP/UNICEF

Nutrition UN/USMC/WFP/UNICEF

Education UN/USMC/WFP/UNICEF

Water/Sanitation UN/USMC/WFP/UNICEF

Local Admin 

Support

UN/USMC/WFP/UNICEF

Contingency

Planning

Preparedness Profile

Contingency Scenarios

Program Issues

Response Procedures

LEGEND:

AICF = Action Internationale Contre la Faim (International Action Against Hunger)

MNF = Multinational force

MSF = Medicins San Frontiers (“Doctors without Borders”)

NGO = nongovernmental organization

OXFAM = Oxford Committee for Famine Relief

UNICEF = United Nations International Children’s Emergency Fund

UNHCR = United Nations Office of the High Commissioner for Refugees

USMC = United States Marine Corps

WFP = World Food Programme

Page number

CLASSIFICATION

APPENDIX B

MAGTF PERIODIC CIVIL AFFAIRS REPORT

This report provides a timely summary of significant CMO in the AO. This report is

usually unclassified.

CLASSIFICATION

Copy no. ____ of ____ copies

ISSUING HEADQUARTERS

PLACE OF ISSUE (may be in code)

Date/time group

PERIODIC CIVIL AFFAIRS REPORT (Number) (U)

PERIOD COVERED: date and time to date and time

REFERENCES: List maps (serial number, sheets, edition, scale) or charts.

1. (U) Civil Affairs Situation at End of Period. Location of CA units 

and major activities of each; any important changes in CA operational zones or areas; 

principal incidents and events since last report. Indicated on map or overlay annex 

whenever possible.

2. (U) Governmental Affairs. Use annexes as necessary.

a. (U) Civil administration.

b. (U) Legal.

c. (U) Public safety.

d. (U) Public health.

e. (U) Public welfare.

f. (U) Public education.

g. (U) Labor.

h. (U) Public finance.

i. (U) Civil defense.
B-2 ___________________________________________________________________________________________________ MCWP 3-33.1

CLASSIFICATION

3. (U) Economics. Use annexes as necessary and practicable.

a. (U) Economics and commerce.

b. (U) Food and agriculture.

c. (U) Property control.

d. (U) Civilian supply.

4. (U) Public facilities. Use annexes as necessary.

a. (U) Public works and utilities.

b. (U) Public transportation.

c. (U) Public communications.

5. (U) Special Functions

a. (U) Civil information.

b. (U) Dislocated civilians.

c. (U) Arts, monuments, and archives.

d. (U) Cultural affairs.

6. (U) Miscellaneous. Indicate any special recommendations and requests, such as special CA personnel problems existing or anticipated; requisition of additional units; 

recommendations for lifting of controls and restrictions; recommendations for troop 

indoctrination and other matters not properly covered in the paragraphs above.

ACKNOWLEDGE RECEIPT

Name

Rank and Service

Title

Authentication:

Annexes:

Distribution:

Page number

CLASSIFICATION
APPENDIX C

CIVIL-MILITARY OPERATIONS STATUS REPORT

The CMO status report is a joint format. It is appropriate for use by any echelon of

command. During joint operations it may be required by the JFC. When used within

MAGTF elements, it may be abbreviated as required. It is generally used to provide a

status of the CA and civilian-military cooperation and relations situation. (See FM 41-10,

Civil Affairs Operations.)

TITLE: CIVIL-MILITARY OPERATIONS STATUS REPORT NUMBER: 

C015 {UNITED STATES MESSAGE TEXT FORMAT# B991}

LINE 1 - DATE-TIME GROUP

LINE 2 - UNIT (Unit making report)

LINE 3 - LIAISON (Establishment of and changes in liaison arrangements between civil and military personnel)

LINE 4 - CONTROL (Establishment and changes in location, status, activity of control nodes and in the CMO AO)

LINE 5 - AREA OF OPERATIONS (CMO AO name)

LINE 6 - US CIVILIANS (Total number of US civilians in AO)

LINE 7 - THIRD COUNTRY (Total number of third country civilians in AO) 

LINE 8 - FOREIGN NATION (Total number of foreign nation civilians in AO)

LINE 9 - TOTAL CIVILIAN POPULATION (Total civilian population in the AO)

LINE 10 - MALES UNDER 16 (Total number of dislocated males under 16 years of age)

LINE 11 - UNACCOMPANIED MALES UNDER 16 (Total number of dislocated unaccompanied males under 16 years of age)

LINE 12 - MALES OVER 60 (Total number of dislocated males over 60 years of age)

LINE 13 - MARRIED MALES (Total number of dislocated married males)

LINE 14 - SINGLE MALES (Total number of dislocated single males)

LINE 15 - FEMALES UNDER 16 (Total number of dislocated females under 16 years of age)

LINE 16 - UNACCOMPANIED FEMALES UNDER 16 (Total number of dislocated unaccompanied females under 16 years of age)

LINE 17 - FEMALES OVER 60 (Total number of females over 60 years of age)

LINE 18 - MARRIED FEMALES (Total number of dislocated married females)

LINE 19 - SINGLE FEMALES (Total number of dislocated single females)

LINE 20 - DISLOCATED MALES (Total number of dislocated males in AO)

LINE 21 - DISLOCATED FEMALES (Total number of dislocated males in AO)
C-2 ___________________________________________________________________________________________________ MCWP 3-33.1

LINE 22 - TOTAL MALES AND FEMALES (Total number of dislocated males and females in AO)

LINE 23 - CONTROLLED (Total number of DCs in controlled movement)

LINE 24 - UNCONTROLLED (Total number of DCs in uncontrolled movement)

LINE 25 - MANPOWER (Changes in civilian manpower indicate changes/shortages in labor availability)

LINE 26 - PUBLIC ADMINISTRATION (Changes in capability to continue essential functions)

LINE 27 - LEGAL (Changes in status of legal accommodations and accords)

LINE 28 - INTELLIGENCE (Changes in civilian attitude; identification of collaborators, agents, and dissident elements; espionage, 

sabotage, and political subversion)

LINE 29 - LAW AND ORDER (Changes in civilian law and order)

LINE 30 - PUBLIC HEALTH (Changes in status of public health)

LINE 31 - SUPPLY (Changes in status of civilian supplies)

LINE 32 - TRANSPORTATION (Changes in status of the civil transportation system)

LINE 33 - DRINKING WATER (Water potability status; potable, local only; non-potable; to US standards, as applicable)

LINE 34 - WATER PRODUCTION (Adequacy of the water production capability; adequate, not adequate or none, as applicable)

LINE 35 - SEWAGE TREATMENT (Status of sewage treatment; adequate, not adequate or none, as applicable)

LINE 36 - REFUSE (Status of refuse collection adequate, not adequate or none as applicable)

LINE 37 - RADIO (Status of the radio capability using operational, nonoperational or unknown) 

LINE 38 - TELEVISION (Status of the television capability using operational, nonoperational or unknown)

LINE 39 - NEWSPAPER (Status of the newspaper capability using operational, nonoperational or unknown)

LINE 40 - POSTAL (Status of the postal capability using operational, nonoperational or unknown)

LINE 41 - TELEPHONE (DTG) (Status of the telephone capability using operational, nonoperational or unknown)

LINE 42 - TELEGRAPH (Status of the telegraph capability using operational, nonoperational or unknown)

LINE 43 - TELETYPE (Status of the teletype capability using operational, nonoperational or unknown)

LINE 44 - ELECTRIC NAVIGATION SYSTEM (Status of the electric navigation system using operational, nonoperational or 

unknown)

LINE 45 - WORD OF MOUTH (Status of word of mouth communications using operational, nonoperational or unknown)

LINE 46 - EMERGENCY SERVICES (Incidents affecting civilian community, critical events, and assistance provided US forces)

LINE 47 - SHORTAGES (Changes or shortages in community support [water shortages, quarantines, road restrictions, curfews])

LINE 48 - SUPPORT RECEIVED (Changes in support received from civilian community)

LINE 49 - PSYOP (Changes in enemy PSYOP actions targeted at civilian community)

LINE 50 - PROTECTED PROPERTY (Changes in status of arts, monuments, archives, and protected targets)

LINE 51 - CULTURE (Changes in local civil, social, cultural, religious, and ethnic characteristics)

LINE 52 - RECOMMENDATIONS (Narrative summary and recommendations concerning the status of CMO activities)

LINE 53 - NARRATIVE (Free text for information required clarification of report)

LINE 54 - AUTHENTICATION (Report authentication)
APPENDIX D

SAMPLE DEPLOYMENT CHECKLIST

Step 1: Pre-Operation

O Begin information gathering.

P Identify and request information required or

desired for planning.

P Explore systems that failed and led to the

present operation.

P Explore systems that succeeded previously

and that might be regenerated efficiently.

P Deploy a forward liaison element to develop

information requirements.

O Prepare the force.

P Educate Marines in the civil-military context of

the operation to include language. (See Appendix E for sample language and customs card.) 

P Prepare leaders and individual Marines to

make effective decisions based on civil-military considerations.

P Prepare Marines to support information operations.

P Establish coordination and communication channels with external civilian organizations.

Step 2: Arrival in the Area of Operations

O Perform CMO to support MAGTF deployment.

O Validate, update, and disseminate CMO estimate of the situation.

P Perform area assessments to validate area studies.

P Recommend adjustments to the force task organization to support CMO, including CA elements.

O Prioritize the CMO effort appropriately to

the mission.

P Identify what is immediately necessary.

P Accomplish what is immediately possible,

enhancing MAGTF legitimacy, civil support, and force protection. 

P Enhance the legitimacy of the HN government.

O Define specific desired end states and refine plans.

O Confirm communication and coordination channels.

P Higher, adjacent, and supporting CMO and

CA elements.

P Civilian agencies in the AO.

P Reach back elements.

Step 3: Sustainable Operations

O Perform CMO to support the MAGTF.

O Repair/create social, cultural or physical (when

authorized) infrastructure that will support

long-term success. 

P Conduct DC operations; move DCs to locations where they can be supported by other

agencies or move the agencies to DC centers.

P Develop civilian capabilities that can assume

responsibility for civil concerns after

MAGTF redeployment.

P Be cautious in simply recreating systems that

previously existed; they failed and led to the

MAGTF’s introduction. Fix problems.

O Complete planning for transition of responsibilities to external agencies.

O Enhance the legitimacy of governments and

agencies that will provide support after the

MAGTF redeploys.

O Facilitate the repatriation of civilians.

O Process claims against the MAGTF.

Step 4: Redeployment

O Perform CMO to support MAGTF redeployment.

O Transition civil responsibilities back to civilian organizations.

OVER

ENGLISH

How are you? (M)

Hello

Yes/No

Now

Goodbye

Please

Thank you

Bathroom

To eat

To drink

Food

That way

To the right

To the left

Outside

Inside

North

South

East

West

Safe

Friend

Enemy

Doctor

Hospital

Pistol

Rifle

Man

Woman

ALBANIAN

Si Je? (F) Si Jeni?

Tungjatjeta

Po/Jo

Tani

Lamtunire

Ju lutem

Ju falem nderit

Nevojtore

Ha

Pi

Ushqim

Ande

Djathtas

Majtas

Jashte

Brenda

Veri

Jug

Lindje

Perendim

Kasaforte

Mik

Armik

Mjek

Spital

Revolver

Pushke

Burre

Grua

PRONUNCIATION

Si JAY/JAYnee?

ToonjAHyehtah

Poh/Yoh

THAN-ee

LahmtoomEER

yoo IOOtehm

yoo fAHlehm ndEHree

NAYvoTORay

HA

PEE

OOSHkim

AN-day

DYAT-tas

MAJ-tas

YASH-tay

BRENda

VAIRee

Yug

LINDyay

PerENdim

KasahFORtay

Meek

ahrmEEK

Myeck

SPEEtal

rehvohlvERr

pOOshk

BOORay

GROOah

Religion: 85% Muslim 10% Greek Orthodox

Family/clan MORE IMPORTANT than town/country/religion.

Nod of head UP AND DOWN means "NO".

Shaking head from SIDE TO SIDE means "YES".

RULES FOR BEHAVIOR WITH CIVILIANS

Do smile!!!! KEEP MILITARY BEARING.

Do treat civilians with respect and dignity.

Do show respect for all religions.

Do shake hands upon meeting and departing.

Do allow civilians to stand within one foot of you.

Do respect their cultures and traditions.

Do not turn down a request directly. Suggest you will ask your OIC and try to help.

Do not directly disagree about politics or religion.

Do not photograph civilians, especially women, without their permission.

Do not discuss operational details with civilians, including US media.

APPENDIX E

SAMPLE LANGUAGE AND CUSTOMS CARD

APPENDIX F

GLOSSARY

Section I. Acronyms

AICF . . . . . . . . . . . . Action Internationale Contre

La Faim (International

Action Against Hunger)

AMEMB . . . . . . . . . . . . . . . . American Embassy

AO. . . . . . . . . . . . . . . . . . . . . . .area of operations

CA. . . . . . . . . . . . . . . . . . . . . . . . . . . . civil affairs

CAG . . . . . . . . . . . . . . . . . . . . .civil affairs group

CCIR . . . . . . . . . . . . . . . . . . commander’s critical

information requirements

CE . . . . . . . . . . . . . . . . . . . . . . command element

CI . . . . . . . . . . . . . . . . . . . . . .counterintelligence

CMO . . . . . . . . . . . . . . . .civil-military operations

CMOC. . . . . . . . . civil-military operations center

COA . . . . . . . . . . . . . . . . . . . . . . course of action

COC . . . . . . . . . . . . . . . combat operations center

DC. . . . . . . . . . . . . . . . . . . . . . dislocated civilian

DEA . . . . . . . Drug Enforcement Administration

DOD . . . . . . . . . . . . . . . . Department of Defense

DODD. . . . . . . . Department of Defense directive

DOJ . . . . . . . . . . . . . . . . . . Department of Justice

DOS . . . . . . . . . . . . . . . . . . . Department of State

FBI . . . . . . . . . . .Federal Bureau of Investigation

FEMA . . . . . . . . . . . . . . . . . . Federal Emergency

Management Agency

FHA . . . . . . . . . .foreign humanitarian assistance

FNS . . . . . . . . . . . . . . . . . . foreign nation support

FRAGO. . . . . . . . . . . . . . . . . . .fragmentary order

FSSG. . . . . . . . . . . . . force service support group

G-1 . . . . . manpower or personnel officer (major

subordinate commands and 

larger organizations)

G-2 . . . . . intelligence officer (major subordinate

commands and larger organizations

G-3 . . . . . . operations officer (major subordinate

commands and larger organizations

G-4 . . . . . . . . logistics officer (major subordinate

commands and larger 

organizations

G-5 . . . . . . . . . . plans officer (major subordinate

commands and larger 

organizations

G-6 . . .communications and information systems

 officer (major subordinate commands

and larger organizations)

HN. . . . . . . . . . . . . . . . . . . . . . . . . . . . host nation

HNS . . . . . . . . . . . . . . . . . . . .host-nation support

IO . . . . . . . . . . . . . . . . international organization

IR . . . . . . . . . . . . . . . . . .intelligence requirement

ISC . . . . . . . . . . . . . . . . . . . . .integrated staff cell

J-5 . . . . . . . . . . . . . . . . . plans officer (joint staff)

JFC . . . . . . . . . . . . . . . . . . joint force commander

JP. . . . . . . . . . . . . . . . . . . . . . . . . joint publication

JTF . . . . . . . . . . . . . . . . . . . . . . . . joint task force

LNO . . . . . . . . . . . . . . . . . . . . . . . . liaison officer

MAGTF . . . . . . . . . Marine air-ground task force

MCA . . . . . . . . . . . . . . . . . . . military civic action

MCO . . . . . . . . . . . . . . . . . . . Marine Corps order

MCPP . . . . . . . . . Marine Corps Planning Process

MEB . . . . . . . . . . .Marine Expeditionary Brigade

MEF . . . . . . . . . . . . Marine Expeditionary Force

MEU . . . . . . . . . . . . . Marine Expeditionary Unit

MEU(SOC) . . . . . . . . Marine Expeditionary Unit

(special operations capable)

MOOTW. . . . . . . . . . . . military operations other

than war

MP. . . . . . . . . . . . . . . . . . . . . . . . . military police

MPF . . . . . . . . . . . maritime prepositioning force

MSC . . . . . . . . . . . . major subordinate command

MSF . . . . . . . . . . . . . . .Medicins Sans Frontieres

(“Doctors Without Borders”)
F-2 ____________________________________________________________________________________________________ MCWP 3-33.1

NATO . . . . . . North Atlantic Treaty Organization

NCIS . . . . . . . . . . . . Naval Criminal Investigative

Service

NGO . . . . . . . . . . .nongovernmental organization

OFDA . . . . Office of Foreign Disaster Assistance

OGA . . . . . . . . . . . . . . .other government agency

OPORD. . . . . . . . . . . . . . . . . . . . . operation order

OXFAM . . . . . . . Oxford Committee for Famine

Relief

PA . . . . . . . . . . . . . . . . . . . . . . . . . . public affairs

PAO . . . . . . . . . . . . . . . . . . .public affairs officer

PIR . . . . . . . . . priority intelligence requirements

PM. . . . . . . . . . . . . . . . . . . . . . . . provost marshal

PRC. . . . . . . . . . . populace and resources control

PSYOP . . . . . . . . . . . . . psychological operations

ROE . . . . . . . . . . . . . . . . . . . rules of engagement

S-1. . . . . . . manpower or personnel officer (units

and organizations below the major

subordinate command level)

S-2. . intelligence officer (units and organizations

below the major subordinate

command level)

S-3. . . operations officer (units and organizations

below the major subordinate 

command level)

S-4. . . . . logistics officer (units and organizations

below the major subordinate

command level)

SJA . . . . . . . . . . . . . . . . . . . Staff Judge Advocate

SME . . . . . . . . . . . . . . . . . . subject matter expert

TCN . . . . . . . . . . . . . . . . . .third country national

UN. . . . . . . . . . . . . . . . . . . . . . . . . United Nations

UNHCR . . . . .United Nations Office of the High

Commissioner for Refugees

UNICEF . . . . . . . . . United Nations International

Children’s Emergency Fund

US . . . . . . . . . . . . . . . . . . . . . . . . . . United States

USAID . . . . . . . . . . . . . United States Agency for

International Development

USAMRID . . . . . . . US Army Medical Research 

of Infectious Diseases

USDA . . . . . . . . . . . . . United States Department

of Agriculture

USG . . . . . . . . . . . . . . United States Government

USMC . . . . . . . . . . . . United States Marine Corps

WFP . . . . . . . . . . . . . . . World Food Programme
MAGTF Civil-Military Operations _______________________________________________________________________________ F-3 

Section II. Definitions

civil affairs—Designated Active and Reserve

component forces and units organized, trained,

and equipped specifically to conduct civil affairs

activities and to support civil-military operations. (JP 1-02)

civil affairs activities—Activities performed or

supported by civil affairs that (1) enhance the relationship between military forces and civil authorities in areas where military forces are present; and

(2) involve application of civil affairs functional

specialty skills, in areas normally the responsibility of civil government, to enhance conduct of

civil-military operations. (JP 1-02)

civil-military operations—The activities of a

commander that establish, maintain, influence, or

exploit relations between military forces, governmental and nongovernmental civilian organizations and authorities, and the civilian populace in a

friendly, neutral, or hostile operational area in

order to facilitate military operations, to consolidate and achieve operational US objectives. Civilmilitary operations may include performance by

military forces of activities and functions 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, by other military forces, or by a combination of civil affairs and other forces. Also

called CMO. (JP 1-02) 

civil-military operations center—An ad hoc

organization, normally established by the geographic combatant commander or subordinate joint

force commander, to assist in the coordination of

activities of engaged military forces, and other

United States Government agencies, nongovernmental organizations, and regional and international organizations. There is no established

structure, and its size and composition are situation dependent. Also called CMOC. (JP 1-02)

dislocated civilian—A broad term that includes a

displaced person, a stateless person, an evacuee, an

expellee, or a refugee. Also called DC. (JP 1-02)

displaced person—A civilian who is involuntarily outside the national boundaries of his or her

country. (JP 1-02)

end state—The set of required conditions that

defines achievement of the commander’s objectives. (JP 1-02)

evacuee—A civilian removed from a place of residence by military direction for reasons of personal

security or the requirements of the military situation. (JP 1-02)

foreign humanitarian assistance—Programs

conducted to relieve or reduce the results of natural

or manmade disasters or other endemic conditions

such as human pain, disease, hunger, or privation

that might present a serious threat to life or that

can result in great damage to or loss of property.

Foreign humanitarian assistance (FHA) provided

by US forces is limited in scope and duration. The

foreign assistance provided is designed to supplement or complement the efforts of the host nation

civil authorities or agencies that may have the primary responsibility for providing FHA. FHA operations are those conducted outside the United

States, its territories, and possessions. Also called

FHA. (JP 1-02)

host nation—A nation that receives the forces

and/or supplies of allied nations, coalition partners, and/or NATO organizations to be located

on, to operate in, or to transit through its territory. Also called HN. (JP 1-02)

interagency coordination—Within the context of

Department of Defense involvement, the coordination that occurs between elements of Department

of Defense, and engages US Government agencies, nongovernmental organizations, and regional
F-4 ____________________________________________________________________________________________________ MCWP 3-33.1

and international organizations for the purpose of

accomplishing an objective. (JP 1-02)

international organizations—Organizations with

global mandates, generally funded by contributions from national governments. Examples

include the International Committee of the Red

Cross, the International Organization for Migration, and the United Nation agencies. (JP 1-02)

military civic action—The use of preponderantly

indigenous military forces on projects useful to the

local population at all levels in such fields as education, training, public works, agriculture, transportation, communications, health, sanitation, and

others contributing to economic and social development, which would also serve to improve the

standing of the military forces with the population. (US forces may at timed advise or engage in

military civic actions in overseas areas.) (JP 1-02)

nation assistance—Civil and/or military assistance rendered to a nation by foreign forces within

that nation’s territory during peacetime, crises or

emergencies, or war based on agreements mutually concluded between nations. Nation assistance

programs include, but are not limited to, security

assistance, foreign internal defense, other US Code

title 10 (DOD) programs, and activities performed

on a reimbursable basis by Federal agencies or

international organizations. (JP 1-02)

nongovernmental organizations—Transnational

organizations of private citizens that maintain a

consultative status with the Economic and Social

Council of the United Nations. Nongovernmental

organizations may be professional associations,

foundations, multinational businesses, or simply

groups with a common interest in humanitarian

assistance activities (development and relief).

“Nongovernmental organizations” is a term normally used by non-United States organizations.

Also called NGO’s. (JP 1-02)

reach back—The ability to exploit resources,

capabilities expertise, etc., not physically located

in the theater or a joint operations area, when

established. (MCRP 5-12C)

refugee—A person who, by reason of real or

imagined danger, has left their home country or

country of their nationality and is unwilling or

unable to return. (JP 1-02)
APPENDIX G

REFERENCES AND RELATED PUBLICATIONS

Department of Defense Directives (DODDs)

2000.1 Civil Affairs

3025.1 Military Support to Civil Authorities

Joint Publications (JPs)

1-02 Department of Defense Dictionary of Military and Associated Terms

1-05 Religious Ministry Support for Joint Operations

3-07.6 Joint Tactics, Techniques, and Procedures for Foreign Humanitarian Assistance

3-57 Joint Doctrine for Civilian-Military Operations

Marine Corps Doctrine Publications (MCDPs)

1 Warfighting

1-2 Campaigning

Marine Corps Warfighting Publications (MCWPs)

5-1 Marine Corps Planning Process

6-12 Religious Ministry Support in the U.S. Marine Corps

Marine Corps Order (MCO)

3440.7A Marine Corps Support to Civil Authorities

Army Field Manual (FM)

27-10 The Law of Land Warfare

41-10 Civil Affairs Operations

Miscellaneous 

Law of Land Warfare

Geneva Convention