*FM 3-57
Field Manual
No. 3-57
Headquarters
Department of the Army

Washington, D.C., 28 July 2021

Civil Affairs Operations

The Army executes operations across multiple domains and in complex environments. One of the most complex environments is the land domain—partially due to the societal systems (detailed in JP 3-57) woven into the operational environment. The Army refers to these societal systems as operational variables. These operational variables are political, military, economic, social, information, infrastructure, physical environment, and time. Disagreements, perceived grievances, and divergent cultural and political views within these systems may contribute to instability and conflict among the indigenous populations and institutions that can be exploited by our adversaries, or otherwise interfere with military operations. Commanders require situational understanding that is as complete as possible to achieve their desired end states. Propaganda, deception, disinformation, misinformation, and the ability of individuals and groups to influence populations through technologies reflect the increasing speed of interaction. Leaders must consider all factors that make up their operational environment—such as social factors that initiate and sustain conflict and those existing capabilities within the resident population that can be leveraged or enhanced to create stability and reduce conflict. Failure to consider these factors may lead to misunderstandings, miscalculations, and faulty plans that do not address the desired end state and ultimately lead to strategic failure. FM 3-57 describes the history, authorities, role, core competencies, missions, characteristics, principles, and limitations of Army Civil Affairs forces in support of unified land operations. Understanding the operational variables of the operational environment provides the basis for Civil Affairs operations. The operational variables provide a means to develop a comprehensive understanding of an operational environment, independent of threat or enemy activity. Information collection against each of the operational variables (political, military, economic, social, information, infrastructure, physical environment, and time) inherently calls for collectors grounded in understanding the dynamics of civilian populations, government institutions, and civil society organizations in the context of history, geography, and available resources. Military operations require formations that—  Understand baseline conditions in each of the operational variables.  Engage the right sources of leadership and influence.  Take actions to counter or change human perceptions and activities that do not align with mission objectives.  Influence and create changes in the operational variables that support operational end states and goals. Commanders engage with key leaders to mobilize populations to regain control of the civil component of the operational environment. This facilitates a return to or achievement of a safe, secure, and stable environment. Civil Affairs forces, under the authority of these commanders, provide a conditions-based capability that focuses on the civil component to enhance situational understanding, address civil factors that empower achievement of the military objective, and support unified action. The Civil Affairs logic chart (introductory figure) depicts how Civil Affairs forces support the Army strategic goals through the conduct of Civil Affairs operations. Through the engagement and development of civil networks, Civil Affairs forces enable the operational goals of shape, prevent conflict, prevail in large-scale combat operations, and consolidate gains. Civil Affairs operations are nested in unified land operations and executed through decisive action. The logic chart shows how the developed civil knowledge is integrated into the operations processes to—  Enable mission command.  Increase situational understanding.  Refine targeting and effects.  Enable effective information operations.  Enhance freedom of maneuver and preserve combat power.  Achieve increased stability through consolidation of gains. This enhances Army commanders’ abilities to reach the ultimate goals of—  Enabling mission command.  Shaping the operational environment.  Maintaining operating tempo.  Preserving combat power.  Consolidating gains.  Creating effects in the civil component to support the four strategic roles of the Army, which are—  Shape operational environments.  Prevent conflict.  Prevail in large-scale combat operations.  Consolidate gains. FM 3-57 provides Army Civil Affairs capstone doctrine as a foundation for employment of the force during all phases of operations. FM 3-57 contains five chapters and four appendixes. Chapter 1 highlights the roles, authorities core competencies, missions, characteristics, and principles of the Civil Affairs branch. Chapter 2 describes Civil Affairs operations, which establish and enhance shared understanding of the civil component of the operational environment and create effects in military operations. The discussion details the core competencies and missions executed within Civil Affairs operations that enable success across the competition continuum. Chapter 3 focuses on the four Army strategic roles and describes the contribution of Civil Affairs operations to unified land operations within the framework of the four tasks of decisive action. This chapter also describes the interactions between Civil Affairs forces and other organizations and operations in the multi-domain extended battlefield. Finally, this chapter describes the Civil Affairs contribution to achieving enduring objectives during competition through civil network development and enhanced governance. Chapter 4 details the integration of Civil Affairs forces into the Army operations structure, the capabilities of Civil Affairs forces by echelon, and the role of Civil Affairs task forces. Chapter 5 outlines the role of Civil Affairs forces in integrating, coordinating, and synchronizing partners and interorganizational elements to ensure unity of effort in support of joint forces in unified action. Appendix A is a brief history of United States Army Civil Affairs forces, highlighting some critical events during its continuous evolution. Appendix B provides a description of the role Civil Affairs government function specialists and the capabilities they provide in the provision of governmental sector expertise. Appendix C describes the role of Civil Affairs forces in special operations and highlights the role of Civil Affairs forces in unconventional warfare, direct action, counterterrorism, and countering weapons of mass destruction. Appendix D focuses on a variety of symbols and graphic control measures related to Civil Affairs and Civil Affairs missions. FM 3-57 adds or revises the terms listed in the introductory table. Introductory table. New and revised terms Term Acronym Remarks civil engagement CE Revised Army definition civil knowledge integration CKI New Army term, definition, and acronym civil-military integration CMI New Army term, definition, and acronym civil network -- New Army term and definition civil network analysis CNA New Army term, definition, and acronym civil network development CND New Army term, definition, and acronym civil network development and engagement CNDE New Army term, definition, and acronym civil preparation of the battlefield CPB New Army term, definition, and acronym support to civil administration SCA Revised Army definition transitional governance TG New Army term, definition, and acronym

…you will take every step in your power to preserve tranquility and order in the city and give security to individuals of every class and description-restraining as far as possible, till the restoration of civil government, every species of persecution, insult, or abuse, either from the soldiery to the inhabitants or among each other. General George Washington 19 June 1778 United States (U.S.) forces operate in all domains. The diversity of populations makes the land domain most complex because of its intricate design, which includes cultures, ethnicities, religion, and varied political settings. This complex design is described as the civil component of the operational environment (OE). Civil Affairs (CA) forces are the Army capability responsible for the analysis and evaluation and integration of all civil considerations. War is, and has always been, fought among populations. As such, no military efforts can be divorced from those populations and the effects on those populations. From the early days of U.S. military operations—beginning with the American Revolution and continuing to present day—U.S. Soldiers have been charged with understanding, assisting, or providing governance over indigenous populations and institutions (IPI) in peacetime, war, and post-conflict environments. Following World War II, the U.S. military established military governments in Korea, Japan, and Germany. More recently, CA forces supported civil administrations in Kuwait, Iraq, Afghanistan, and Syria by conducting a broad range of Civil Affairs operations (CAOCAOCentral accounting office, officer), supporting the Department of Defense (DOD) mission, and meeting DOD component responsibilities to the civilian sector. This chapter highlights the policy and directive authorities for CA. This chapter also introduces new taxonomy to describe the role, core competencies, missions, characteristics, and principles of the CA branch. ROLE 1-1. The role of CA is to engage and leverage the civil component of the OE while enhancing, enabling, or providing governance. CA forces accomplish this through the execution of the CA core competencies throughout the range of military operations and across the competition continuum. These CA missions are designed to provide and enable commanders with the capabilities to find, disrupt, and defeat threats within the civil component. Threats in the civil component could be ineffective government, infrastructure degradation, criminal threats, asymmetric threats, and other factors that lead to unstable environments. Through CAOCAOCentral accounting office, officer, CA forces enable mission command, increase situational understanding, preserve combat power, and consolidate gains in support of the strategic objective of establishing a secure and stable OE that is consistent with U.S. interests. CA forces are specifically organized, trained, and resourced to address the civil environment and to integrate civil knowledge, resources, and considerations into decision making during activities that span the competition continuum. AUTHORITIES 1-2. U.S. Army CA forces provide the only CAOCAOCentral accounting office, officer capability to the Army and joint force. The following policy directives establish the basis for the capabilities required of CA forces. D EPARTMENT OF D EFENSE D IRECTIVE 5100.01 1-3. DODDDODDDepartment of Defense directive 5100.01 provides authority and guidance to the U.S. Army to “develop concepts, doctrine, tactics, techniques, and procedures, and organize, train, equip, and provide forces with expeditionary and campaign qualities.” DODDDODDDepartment of Defense directive 5100.01 also specifically states the following requirements for the Army:  Organize, train, and equip forces to conduct support to civil authorities in the U.S. and abroad, to include support for disaster relief, consequence management, mass migration, disease eradication, law enforcement, counter-narcotics, critical infrastructure protection, and response to terrorist attacks. The Army does this in coordination with the other military Services, combatant commands, the National Guard, and United States government (USG) departments and agencies.  Conduct CAOCAOCentral accounting office, officer.  Occupy territories abroad and provide for the initial establishment of a military government pending transfer of this responsibility to other authority. 1-4. DODDDODDDepartment of Defense directive 5100.01 specifies that the United States Special Operations Command (USSOCOM)—in coordination with the military Service chiefs—organize, train, equip, and provide special operations forces (SOF), doctrine, procedures, and equipment for CAOCAOCentral accounting office, officer. D EPARTMENT OF D EFENSE D IRECTIVE 2000.13 1-5. DODDDODDDepartment of Defense directive 2000.13 states that CAOCAOCentral accounting office, officer includes DOD actions that—  Coordinate military activities with other USG departments and agencies, civilian agencies of other governments, host-nation military or paramilitary elements, and nongovernmental organizations (NGOs).  Support stability operations (including activities that establish civil security), provide support to governance, provide essential services, support economic development and infrastructure, and establish civil control for civilian populations in occupied or liberated areas until such control can be returned to civilian or non-U.S. military authority.  Provide assistance outside the range of military operations, when directed, to meet the life-sustaining needs of the civilian population.  Provide expertise in civilian sector functions that normally are the responsibility of civilian authorities. That expertise is applied to implement DOD policies to advise or assist in rehabilitating or restoring civilian sector functions.  Establish and conduct military government until civilian authority or government can be restored.

The DoD must maintain a capability to conduct a broad range of civil affairs operations necessary to support DoD missions and to meet DoD Component responsibilities to the civilian sector in the operational environment across the range of military operations. DODDDODDDepartment of Defense directive 2000.13, Civil Affairs 15 May 2017 This chapter provides an overview of the civil component and then provides a detailed breakdown on the core competencies and missions nested within CAOCAOCentral accounting office, officer to give supported commanders a better understanding of the capabilities that CA forces provide during operations. OVERVIEW 2-1. Civil affairs operation s are actions planned, coordinated, executed, and assessed to enhance awareness of, and manage the interaction with, the civil component of the operational environment; identify and mitigate underlying causes of instability within civil society; and/or involve the application of functional specialty skills normally the responsibility of civil government (JP 3-57). 2-2. Army CA forces have the strategic objective of establishing and maintaining a secure and stable OE that is consistent with U.S. interests. In order to achieve their strategic objective, Army CA forces execute CAOCAOCentral accounting office, officer across the range of military operations to—  Engage and leverage the civil component (people, organizations, and capabilities) in order to enhance, enable, or provide governance.  Increase situational understanding.  Identify and defeat threats within the civil component.  Consolidate gains. THE CIVIL COMPONENT 2-3. The civil component consists of the populations, political institutions, infrastructure, economic capabilities, public and private civilian resources, and other features of the OE that are tied to the geographic areas and exclusive of the military apparatus of those areas. The civil component of the OE is largely consistent throughout the competition continuum. The civil component exists in the OE before, during, and after all conflicts. As such the civil component of the OE contains many capabilities, threats, and internal vulnerabilities that could affect the mission. C APABILITIES 2-4. The civil capabilities found within an OE depend on factors related to the IPI, government institutions, foreign actors, and natural resources encountered in specific geographic areas. The capabilities and associated resources are internal to all countries and allow for the support of a functioning society. Through proper coordination, U.S. and partner forces work locally to integrate capabilities within the commander’s plan. Capabilities include, but are not limited to, those unique to individual areas and—  Economic outputs.  Communication infrastructure.  Transportation infrastructure.  Local resources.  Civil network capabilities.  Information sharing architecture.  Government capacity.  Political and social structures. 2-5. It is the role of the CA elements and CAOCAOCentral accounting office, officer staff to identify and plan for the integration and protection of civil component capabilities within the commander’s plan. CA staff, at all echelons, analyze civil component capabilities from two distinct perspectives, the degree to which civil component capabilities can—  Sustain civilian security activities without the introduction of U.S. military or civilian resources.  Be leveraged to support U.S. military or civilian objectives. 2-6. CA analysts continuously update the status of civil capabilities during operations as conditions change or as new threats to stability emerge. This analysis feeds into planning of military and civilian operations across the competition continuum. T HREATS 2-7. The civil threats found within an OE are primarily related to the threats to civil security. Civil security takes into consideration the factors of economic, food, health, environmental, personal, community, and political security. Threats within the civil component take many forms. These include, but are not limited to—  Persistent poverty, unemployment, and lack of opportunity.  Hunger and famine.  Deadly infectious diseases, unsafe food, and malnutrition.  Lack of access to basic health care and clean water.  Environmental degradation, resource depletion, and natural disasters.  Physical violence, crime, terrorism, domestic violence, and child labor.  Interethnic, religious, and other identity-based tensions.  Political repression and human rights abuses.  Criminal elements.  Destabilized or failing infrastructure.  Elements aimed at fomenting societal collapse.  Enemy special purpose forces.  Propaganda, deception, misinformation, and disinformation.  At-risk populations.  Other elements or conditions that could lead to a breakdown of society. 2-8. Most threats target social structures within the civil component to destabilize the area. That destabilization can be used to take advantage of the population or to target U.S. and partner forces maneuvering through (and working within) the civil component. 2-9. Identification and reduction of threats is key to operational success within the civil component. The existence of any of these threats to the civil population within an OE is an inherent threat to U.S. military and civilian organizations operating there. Some of these threats may be created or exploited by adversaries specifically to destabilize an area to promote threat objectives or hinder the achievement of U.S. or ally objectives. 2-10. The key to defeating these threats is the promotion of local stabilization and governance capabilities and resources that are developed and leveraged from the CNDE processes. CA elements and staff, at all echelons, working with interorganizational partners, fully identify threats and potential threats before, during, and after military operations. CA commanders are responsible for continuous planning, coordination, and integration of civil and military resources to counter those threats across time and space in the competition continuum. V ULNERABILITIES 2-11. Civil vulnerabilities are those elements within a society that could be exploited by a threat actor or degraded by a natural event. In any given OE, there are specific, pertinent components that drive power dynamics, which can be exploited by external powers as openings to gain access and leverage into a society in order to influence that society. 2-12. The civil vulnerabilities found in an OE depend on a several factors related to resilience. These vulnerabilities are often associated with the ability of populations, government institutions, and foreign actors in the OE to mitigate, prepare for, respond to, or recover from one or more of the typical threats to civil security as discussed above. 2-13. Vulnerabilities vary based on the degree of stability that exists within the specified geographic area (particularly the degree of stability afforded by levels of civil security, civil control, essential services, and critical infrastructure). Lack of resources, lack of public confidence and support, and the activities of internal and/or external individuals or groups who intend to exploit existing vulnerabilities pose great challenges to those responsible for transitioning to governance or maintaining governance. 2-14. CA forces, at all echelons, identify, classify, and propose courses of action to reduce vulnerabilities and leverage strengths within the civil component that could affect the overall mission completion. CA forces accomplish this through CND, CR, and CE. These mission tasks are focused by the civil information collection plan. 2-15. CA forces (working with interorganizational partners, IPI, unified action partners and other government entities) will attempt to fully identify the vulnerabilities or potential vulnerabilities. Once military operations begin, CA forces—using all of their core competencies—will continue to identify civil vulnerabilities and strengths within the OE. When large-scale combat operations end, CA forces will execute TG, transferring the OE over to appropriate civil authorities. Once this transition to SCA is complete, CA forces will partner in DOS-led U.S. stabilization efforts to identify civil strengths and vulnerabilities in targeted operational areas during competition before they impact the security of the U.S., its allies, and its partners. CORE COMPETENCIES 2-16. The CA branch provides four core competencies nested within CAOCAOCentral accounting office, officer. CA forces may execute competencies prior to, simultaneously with, or in the absence of other military operations across the conflict continuum and throughout the range of military operations. The CA core competencies are mutually supporting. The missions nested under the core competencies are capabilities executed to accomplish the designated role of the branch. The CA branch has the overall responsibility to perform these missions to—  Enable the commander to visualize the common operational picture.  Consolidate gains.  Extend the culminating point.  Identify civil resources and capabilities.  Understand the civil component of the OE.  Produce effects in the civil component of the OE.  Synchronize, coordinate, and integrate civil knowledge into the warfighting functions and other Army processes. TRANSITIONAL GOVERNANCE 2-17. The introduction of foreign military forces into sovereign territories often has a destabilizing effect on the integrity of local governance structures and their ability to control activities within defined political boundaries. When U.S. forces deploy to remove threat forces from a friendly country (or to defeat the security forces and governance structures of a belligerent country or non-state actor) they must be prepared to assume certain governance responsibilities over newly liberated or occupied territories until those responsibilities are able to be transferred to another authority. In DODDDODDDepartment of Defense directive 5100.01, this military government requirement is listed as the sixth of thirteen specific functions of the Army. In turn, DODDDODDDepartment of Defense directive 2000.13 requires the DOD to maintain a capability to provide expertise in civilian sector functions that normally are the responsibility of civilian authorities. 2-18. According to NSPD-44, while the DOS has the lead for stabilization and reconstruction, the DOD has a requirement to support that effort. DODDDODDDepartment of Defense directive 5100.01 directs the Army to establish military government when occupying enemy territory, and DODDDODDDepartment of Defense directive 2000.13 identifies military government as a directed requirement under CAOCAOCentral accounting office, officer. 2-19. Within its capabilities, and in accordance with international law, the occupying force must maintain an orderly government in the occupied territory and must have, as its ultimate goal, the creation of a legitimate and effective civilian government. 2-20. CA forces conduct TG to assure appropriate control and the continuation of government functions during times of destabilization. CA forces assure the effective transition of governance from civilian control to military control and then back to civilian control as smoothly and efficiently as possible. All CA missions are essential to proper execution of TG, but TG has two primary missions, which are—  Provide transitional military authority.  Provide SCA. 2-21. These missions give the Army the capability to better understand its military government role and to execute the legal responsibilities to the residents of liberated and occupied territories defined by international law and, specifically, the 1954 Hague Convention for the Protection of Cultural Property in the Event of Armed Conflict and the 1899 Convention for the Pacific Settlement of International Disputes. DODDDODDDepartment of Defense directive 5100.01 mandates that the DOD maintains the capability to conduct military government operations. The DOD supports this mandate through TG. 2-22. CA forces providing TG use CMI, and the developed civil networks within the AO to support the establishment of SCA or transitional military authority that will enable the accomplishment of U.S. military objectives. SCA and transitional military authority support the whole of government approach and U.S. diplomatic, informational, military, and economic instruments of national power abroad through execution of governance tasks mandated by U.S. policy and international law. G OVERNMENT E XPERTISE 2-23. CA forces have two distinct areas of expertise which are interrelated:  Governance.  Government functions. 2-24. Governance is the state’s ability to serve the citizens through the rules, processes, and behavior by which interests are articulated, resources are managed, and power is exercised in a society (JP 3-24). Governance speaks to the administration of control by authorities exercising the role of the government. Government functions, however, refers to the structure that is used to conduct governance. That structure includes all the public systems used to create laws, administer justice, provide essential services, and maintain order. Expertise in government functions, therefore, is an expertise in those systems. Expertise in governance, however, is an understanding of how those systems are related and utilized to provide for the needs of a population. Governance 2-25. Officers and noncommissioned officers provide governance expertise, while government function specialties within CA formations are the vehicle for the provision of government function expertise. Further, commanders and unified action partners have access to governmental sector expertise in the form of government function specialists, who have extensive civilian experience in provision of specific civil sectors. 2-26. CA forces provide TG expertise to military commanders to enable and enhance options for interacting with and influencing civil populations and institutions. CA forces execute TG through understanding the civil factors throughout the competition continuum. These civil factors include, but are not limited to—  Security.  Justice.  Reconciliation.  Humanitarian assistance.  Social well-being.  Governance and participation.  Economic stabilization.  Infrastructure.  Culture. 2-27. CA responsibilities to enhance, enable, and provide governance include—  Developing monitoring and evaluation plans for TG.  Providing government function specialists.  Developing civil networks, as necessary, to provide resources, capabilities, and expertise within the stability framework to assist in stabilizing the OE.  Providing instruction, mentorship, and expertise to newly formed government agencies, as required.  Assisting in the development of predictive analysis about government and civil sectors.  Developing and updating running assessments of relevant civil networks (which include features, composition, and structure).  Advising military commanders on civil impacts to military operations and impacts of military operations to the civil component at echelon.  Advising military commanders on integration of CAOCAOCentral accounting office, officer and civil network capabilities into military plans and operations. Government Functions 2-28. CA force structure contains civil sector expertise within each of the focus areas, which fall under the five government function specialty areas (depicted in figure 2-1). Technically qualified and experienced individuals, known as CA government function specialists, advise, enable, and assist commanders and their direct civilian counterparts with stabilizing and providing governance expertise for the OE until appropriate civilian control is possible. Within their area of specialization, they possess the critical skills necessary to establish, support, or reestablish capability and capacity, as well as understand the regional and local impact of culture on that capability.

If America’s armed forces have fought fewer than a dozen major conventional wars in over two centuries, they have, during that same period, engaged in several hundred military undertakings that would today be characterized as stability operations. The US Military’s Experience in Stability Operations, 1789-2005: Global War on Terrorism Occasional Paper 15 Dr. Lawrence A. Yates According to ADP 3-0, unified land operations describes how the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. The goal of unified land operations is to establish conditions that achieve the end state of the joint force command by applying land power as part of a unified action to defeat the enemy. This chapter details CA support to the Army’s strategic roles as addressed through unified land operations and executed through decisive action. The strategic roles clarify the enduring reasons for which the U.S. Army is organized, trained, and equipped. Strategic roles are not tasks assigned to subordinate units nor are they phases. Strategic tasks should not be confused with the joint phasing construct. The civil population impacts every aspect of military operations. Failure to plan and failure to leverage the IPI within the OE will lead to failure of the military mission and failure to achieve the desired end state. CIVIL AFFAIRS CONTRIBUTION TO OPERATIONS 3-1. The CA capability is vital to all operation types—across the competition continuum, in crisis or conflict—to achieve the required effects and the desired end states of the commander. Land operations disrupt routine life patterns of civilians who can dramatically impact military operations. It is critical for CA forces to be involved in the planning, development, and execution of appropriate civil controls. This protects civilians throughout military operations, reduces civilian casualties during consolidation of gains, and minimizes negative impacts on maneuver forces during large-scale combat operations. 3-2. In addition, large-scale ground combat often disrupts lines of communications and access to basic needs and essential services. There are few uninhabited places in which the Army is likely to fight so, Army forces must plan to conduct the minimum-essential stability operations tasks (providing security, food, water, shelter, and medical treatment) as an integral part of large-scale ground combat. 3-3. Before, during, and after large-scale ground combat, CA forces neutralize or disrupt adversaries by leveraging civil networks, resources, capabilities, and relevant populations. The civil knowledge derived from CNDE enables the situational understanding of the OE for the commander, enables visualization of the battlefield for the commander, and increases the lethality of the unit through targeting processes. 3-4. The Army generates CA forces to plan, direct, and execute CAOCAOCentral accounting office, officer. Each CA unit and staff section applies the CA core competencies, which are nested within CAOCAOCentral accounting office, officer, to virtual, cognitive, temporal, and physical operations across the competition continuum. ARMY STRATEGIC ROLES 3-5. The Army accomplishes its mission by supporting the joint force with unified land operations, thus fulfilling the four strategic roles of—  Shape OEs.  Prevent conflict.  Prevail in large-scale ground combat.  Consolidate gains. 3-6. CA forces engage and leverage civil networks (people, organizations, and capabilities) to produce desired effects and defeat threats in the civil component. These support the strategic objective of establishing a secure and stable OE that is consistent with U.S. interests. CA forces support the Army’s strategic roles by performing four core competencies of TG, CNDE, CKI, and CMI in support of unified land operations as executed through the elements of decisive action. 3-7. CA supports the strategic roles by—  Conducting TG to improve and/or implement governance. This supports military objectives across the competition continuum—such as interagency-led stabilization efforts, or DOD-led endeavors in post-conflict or post-crisis environments. TG conducted by CA forces supports the whole of government approach as well as U.S. diplomatic, informational, military, and economic instruments of national power abroad through execution of governance tasks mandated by U.S. policy and international law. TG supports military objectives across the competition continuum.  Providing commanders with options to find, disrupt, and defeat threats in the civil component; extending command and control; enabling freedom of movement and maneuver; and leveraging available resources in the civil component. This is accomplished by engaging civil networks to build friendly networks, influence neutral networks, classify unknown networks, and degrade threat networks.  Integrating civil knowledge gained through CNDE, CR, and other information collection methods to enhance situational understanding for the supported commander, provide inputs to operations and targeting processes, and provide detailed mission planning to units at all echelons.  Conducting CMI to establish, maintain, influence, or leverage relations between military forces, partners, IPI, and other non-military entities. This is done by directly supporting the achievement of objectives related to the reestablishment or maintenance of stability within a region or HN. CMI is essential to effective partnerships between U.S. forces, HNs and partner nations, unified action partners, multinational forces, NGOs, international organizations, the interagency, and the private sector. CMI enables unified action and supports unity of effort based on the commander’s mission goals. S HAPE 3-8. Shaping the OE helps set the conditions for successful theater operations. Shaping operations are designed to dissuade or deter adversaries, assure friends, and set conditions for contingency plans. CA forces support the shaping activities of the commander through conducting CAOCAOCentral accounting office, officer, enabling unified action, and providing an added stabilizing effect on the OE. Shaping activities precede operation order activation and continue through and after an operation order is terminated, with the intent of enhancing international legitimacy and gaining multinational cooperation. CAOCAOCentral accounting office, officer, through its support of the elements of decisive action, enable—  Building civil networks through CNDE.  Conducting preparation of the environment.  Providing U.S. forces with peacetime and contingency access.  Mitigating conditions that could lead to a crisis.  Setting the conditions for stability through TG.  Setting the conditions for civil security through TG, CMI, and CNDE.  Increasing governance capacity and capability through SCA.  Improving information exchange and intelligence sharing through the collaborative fusion of civil and threat information through CKI and CMI.  Developing allies and friendly military capabilities for self-defense and multinational operations in conjunction with inter-organizational partners.  Shaping perceptions and influencing the behavior of adversaries and allies.  Increasing situational understanding of the civil component for the commander in exercise of command and control. P REVENT 3-9. Prevent operations include all activities to deter an adversary’s undesirable actions and cease deterioration of a situation in a manner that is contrary to U.S. interests. These activities are an extension of shaping operations. These activities are designed to prevent adversary opportunities to further exploit positions of relative advantage by raising the potential costs, to adversaries, of continuing activities that threaten U.S. interests. 3-10. Prevent activities enable the joint force to gain positions of relative advantage prior to potential combat operations. Prevent activities are weighted toward actions to protect friendly forces, assets, and partners, and to indicate U.S. intent to execute subsequent phases of a planned operation. 3-11. During operations to prevent, CA forces provide or enable stability and prevention of future conflict by supporting Army forces in the performance of the following activities:  Developing and executing flexible deterrent options and flexible response options.  Enabling the Army to conduct reception, staging, onward movement, and integration; tailor forces; and project power through CNDE and CMI.  Increasing information collection through CNDE and CKI to provide detection, focus relevant collection on named areas of interest, and recognize early warnings and threat indicators to the civil component.  Building friendly civil networks, influencing neutral civil networks, and degrading threat networks in the civil component.  Integrating friendly civil networks into operations to—  Increase governance capacity and capability through TG.  Disrupt threats in the civil component.  Increase freedom of action for U.S. forces.  Create multiple dilemmas to obstruct and disrupt threat actors. L ARGE -S CALE C OMBAT O PERATIONS 3-12. The execution of large-scale combat operations involves the combination of offense, defense, and stability operations tasks. Army forces defeat enemy organizations, control terrain, protect populations, and preserve joint force and unified action partner freedom of movement as part of the joint team. During large-scale combat operations, it is imperative to plan for civil considerations because they are a key piece of every operation. CA forces conduct CAOCAOCentral accounting office, officer in support of decisive action to enable the following components of large-scale combat operations:  Situational understanding through CKI to—  Effect enhanced decision making of the commander.  Enable command and control.  Inform warfighting functions.  Stability within the civil component, through TG, focused through the five USG stability sectors.  Targeting.  Reduction of civil interference through TG, CNDE, and CMI.  Enablement of freedom of maneuver through TG, CNDE, and CMI.  Preservation of combat power.  Creation of multiple dilemmas. C ONSOLIDATE G AINS 3-13. CA forces secure the victory by consolidating gains. Army operations to consolidate gains include activities to convert any temporary operational success into an enduring success and to set the conditions for a sustainable security environment—allowing for a transition of control to other legitimate authorities. Consolidation of gains is an integral and continuous part of armed conflict, and it is necessary for achieving success across the competition continuum. Army forces deliberately plan to consolidate gains during all phases of an operation. Early and effective consolidation activities are a form of exploitation conducted while other operations are ongoing, and they enable the achievement of lasting favorable outcomes in the shortest time span. CA forces enable consolidation of gains through developing and leveraging of civil networks. These networks have capabilities and resources that can be used to reestablish a sustainable security environment that will allow commanders to use fewer military resources. 3-14. Army forces consolidate gains by executing area security and stability operations tasks (focused through the five USG stability sectors) when the operational emphasis in an AO shifts from large-scale combat operations. Consolidating gains enables a transition from the occupation of a territory and control of populations by Army forces—that occurred as a result of military operations—to the transfer of control to civil authorities. Activities to consolidate gains continue through all phases of a military operation. 3-15. CA forces must evaluate the capability and capacity of the HN to provide services. These forces must also determine the ability of other USG agencies, international agencies, NGOs, and contractors to provide support. CA forces, as required, will lead and direct these identified capabilities and capacities until the proper civilian control is enacted. The goal is to address sources of conflict or friction, foster resilience of the HN, and create conditions that enable sustainable peace and security. CA forces conduct CAOCAOCentral accounting office, officer in support of the elements of decisive action to—  Conduct SCA and transitional military authority during transitions across the competition continuum.  Enable situational understanding through CNDE and CKI.  Establish security, create stability, and reduce civil interference through CNDE, CMI, and PRC.  Provide essential services (such as restoration or development) through TG.  Prevent future conflict.  Enable area security through CNDE by the identification of civil network resources, capabilities, and capacities that can be utilized.  Support stability operations tasks.  Influence local and regional audiences.  Plan and execute measures to transition from area security to civil security.

Intelligence about civil considerations may be as critical as intelligence about enemy forces. ADP 5-0, The Operations Process This chapter describes the CA role in Army operations through CAOCAOCentral accounting office, officer planning, design, and capabilities within the operational framework and defines its integration into the Army’s operational structure. CA Soldiers, elements, and units are assigned to, have a command relationship with, or provide support to Army, joint force, coalition, and U.S. government civilian headquarters at the tactical, operational, and strategic levels. This chapter focuses on the CA role in Army operations. CA leaders and CAOCAOCentral accounting office, officer planners must clearly understand the Army operations structure, planning, and orders production. They must understand the mechanics that underlie Army operations and the manner in which civil knowledge and CAOCAOCentral accounting office, officer are integrated into the commander’s intent, planning guidance, and CONOPS. OVERVIEW 4-1. The operations structure consists of the operations process, combat power, and the operational framework. This is the Army’s common construct for unified land operations. It allows Army leaders to organize efforts rapidly, effectively, and in a manner commonly understood across the Army. The operations process provides a broadly defined approach to developing and executing operations. The warfighting functions provide a common organization for critical functions. The operational framework provides Army leaders with conceptual options for arraying forces and visualizing and describing operations. 4-2. Planning is the art and science of understanding a situation, envisioning a desired future, and laying out effective ways of bringing that future about. Well-considered and developed plans lead to success. Plans for military operations are based on an imperfect understanding and uncertainty of how the military situation will evolve once the operation has started. CAOCAOCentral accounting office, officer is one tool a commander uses to enhance understanding of the OE. 4-3. A plan does not guarantee mission success. Instead, a well-developed plan ensures the consideration of multiple competing factors within the OE, adherence to the commander’s mission and intent, and the ability for leaders and Soldiers to be flexible and adaptable during implementation. In the military, decisive actions demand a flexible approach to operations that adapts methods to each situation. An effective planning process structures the thinking of commanders and staffs while supporting their insight, creativity, and initiative. Following this type of planning process—whether for offensive, defensive, stability, or DSCA operations—offers the best opportunity for mission success. CIVIL AFFAIRS ROLE IN THE OPERATIONS PROCESS 4-4. Commanders organize forces according to purpose by determining whether each unit’s operation will be decisive, shaping, or sustaining. These decisions form the basis of the CONOPS of the commander through the MDMP and METT-TC analysis. Through the MDMP and evaluation of METT-TC variables, the CAOCAOCentral accounting office, officer planner recommends the allocation of CA forces in support of operations. During MDMP, the CAOCAOCentral accounting office, officer staff integrates civil knowledge into the process to enhance the understanding of the OE in which they are planning operations. This information is then shared with the commander and staff for that OE. At each stage of MDMP there are specific inputs for civil considerations of the OE which help to drive the decision-making process. C IVIL K NOWLEDGE I NTEGRATION I NPUT TO THE M ILITARY D ECISION -M AKING P ROCESS 4-5. The organic or attached CAOCAOCentral accounting office, officer staff at maneuver and maneuver support units are responsible for the integration of civil knowledge into the MDMP. Civil knowledge that is an output from the CNDE and CKI processes flows to the CAOCAOCentral accounting office, officer staff elements from the supporting CA units and teams. The CAOCAOCentral accounting office, officer staff then ensures that actionable civil knowledge is applied throughout the MDMP to synchronize, coordinate, and integrate civilian capabilities and activities with all other staff processes to promote unity of effort in the development of the commander’s plan. 4-6. Through CNDE and CKI, CA personnel develop civil information and knowledge. Through CKI, that knowledge is assessed for operational relevance and integrated into the MDMP. A greater understanding of the interests, functions, capabilities, and vulnerabilities of the resident population, government institutions, and interorganizational partners allow for more precise courses of action for the commander as a guide for mission planning. Figure 4-1 shows where those inputs fit into the MDMP. Step in MDMP Inputs Outputs Step 1 Receipt of Mission  Higher headquarters’ plan or order of a new mission anticipated by the commander.  Open source resources.  Initial estimate.  Initial guidance from commander.  Initial allocation of time.  Review of area study. Step 2 Mission Analysis  Higher headquarters’ plan or order.  Higher headquarters’ knowledge and intelligence products.  Knowledge products from other organizations.  Army design methodology products.  Civil considerations from the area study.  CA input to restated mission statement.  Identifications of mission and operational variables and potential centers of gravity.  Trend verification.  Civil vulnerability identification.  Layered geospatial information.  Civil information for the common  Problem statement.  Mission statement.  Initial assessment.  Initial commander’s intent.  Initial planning guidance.  Initial CCIRs and critical information.  Updated IPB and running estimates.  Initial CAOCAOCentral accounting office, officer running estimate.  Assumptions.  Restated mission statement.  Identification of civil information requirements. operational picture. Step 3 Course of Action Development  Mission statement.  Initial commander’s intent, planning guidance, CCIRs, and critical information.  Updated IPB and running estimates.  Assumptions.  CAOCAOCentral accounting office, officer running estimate.  Continued and refined center of gravity analysis.  CAOCAOCentral accounting office, officer statements and sketches such as—  Tentative task organization.  Tactical tasks assigned to CA forces.  Broad concept of operations.  CAOCAOCentral accounting office, officer concept of support.  Revised planning guidance.  Updated CAOCAOCentral accounting office, officer running estimate.  Updated assumptions.  Identification of MOEs and MOPs.  Identification of center of gravity.  Initial civil information collection plan. Step in MDMP Inputs Outputs Step 4 Course of Action Analysis  Refined and updated center of gravity analysis.  Updated running estimates.  Revised planning guidance.  Course of action statements and sketches.  Updated assumptions.  Updated CAOCAOCentral accounting office, officer running estimate.  Tactical tasks assigned to CA forces.  Civil information collection requirements.  Refined courses of action.  Potential decision points.  Civil considerations for wargaming.  War game results.  Initial assessment measures.  Updated assumptions.  Refined civil information collection plan. Step 5 Course of Action Comparison  Center of gravity analysis.  Updated running estimate  Refined courses of action.  Evaluation criteria.  War game results.  Updated assumptions.  Civil considerations from initial  Evaluated courses of action.  Recommended courses of action.  Updated running estimates.  Updated CAOCAOCentral accounting office, officer running estimate.  Updated assumptions. assessment.  CAOCAOCentral accounting office, officer concept of support. Step 6 Course of Action Approval  Updated running estimates.  Evaluated courses of action.  Recommended course of action.  Updated assumptions.  Commander-selected course of action and any modifications.  Refined commander’s intent, CCIRs, and critical information.  Updated assumptions.  Commander-selected course of action  Approved OPLAN or OPORD that— Step 7 Production, Dissemination, and Transition of Orders with any modifications.  Refined commander’s intent, CCIRs, and critical information.  Updated assumptions.  Refined CAOCAOCentral accounting office, officer concept of support.  Tasks to CA forces.  Civil information collection requirements.  Produces Annex K.  Assists in the production of Annex V.  Understanding of plan or order by subordinates.  Revised civil information collection plan.  Any CA-specific FRAGORDs.  Updated restricted target list.  Updated no-fire area.

Commitment to interorganizational cooperation can facilitate cooperation in areas of common interest, promote a common operational picture, and enable sharing of critical information and resources. JP 3-08, Interorganizational Cooperation Unified action is the synchronization, coordination, and/or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort (JP 1). Unity of effort is coordination and cooperation toward common objectives, even if the participants are not necessarily part of the same command or organization, which is the product of successful unified action (JP 1). Unified action partners are those military forces, governmental organizations and NGOs, and elements of the private sector with which Army forces plan, coordinate, synchronize, and integrate during the conduct of operations. Military forces play a key role in unified action before, during, and after operations. OVERVIEW 5-1. CA plays an integral role in the coordination of military actions with unified action partners. CA forces can provide for better local governance (thereby, relieving commanders of the burden of civil security and civil control), develop networks, share information with interagency and interorganizational partners, and integrate civilian and military actions. CA forces contribute to unified actions through integration, coordination, and synchronization with interorganizational partners, joint forces, and interagency partners. INTERORGANIZATIONAL COOPERATION 5-2. Interorganizational cooperation refers to the interaction that occurs among elements of the Department of Defense; participating United States Government departments and agencies; state, territorial, local, and tribal agencies; foreign military forces and government agencies; international organizations; nongovernmental organizations; and the private sector (JP 3-08). The proper execution of interorganizational cooperation leads to unity of effort through identifying common objectives and building a common understanding. CA forces are integral to this effort through their mandate to interact with civilian populations, organizations, and agencies. Inter-organizational cooperation refers to the interactions between DOD, participating USG departments and agencies, and:  Domestic governments such as—  State.  Territorial.  Local.  Tribal.  Multinational Elements, including—  Foreign military forces.  Foreign government agencies.  International organizations.  NGOs.  The private sector, including—  Multinational corporations.  Academia.  Operational contract support. 5-3. CA forces form a critical point in the interaction between U.S. forces and interorganizational partners. This is due to the training that CA forces receive in governance and governmental sector expertise, regional expertise, cultural understanding, and language capabilities. CA forces utilize this interaction to help create a common understanding of the OE. Interorganizational partners can provide local information which may be available through military channels. This information highlights—  Historical perspectives and insight.  Local cultural practices.  Local political structure, political aims of various parties, and the roles of key leaders, which are used to corroborate information provided by Service intelligence and non-intelligence organizations.  Security situation.  Role and capabilities of the host-nation government. 5-4. Through development of local civil networks, CA elements are able to increase the capabilities of local governance and add to the common understanding that is essential to unified action. Through CKI and CMI, CA forces collect civil information, produce civil knowledge products, and integrate and share those products in order to increase shared understanding and integrate, coordinate, and synchronize all elements to achieve unity of effort. Through TG, CA elements are able to build local governance capacity in order to enable strengthened local efforts leading to more capable and reliable interorganizational partners. 5-5. One of the most important elements for interorganizational cooperation is a CMOC. The CMOC is the meeting place of stakeholders. It may be physical, virtual, or conducted collaboratively through online networks, or by intermediates (as NGOs may be reluctant to conduct coordination meetings in settings managed by the military). At the joint level the CMOC is formed to:  Execute the CMO guidance of the JFC.  Provide liaison with departments, agencies, and organizations.  Provide a forum for organizations that want to discuss CMO issues and raise concerns, yet maintain their neutrality. Many of these organizations consider the CMOC as a venue for stakeholder discussions but not a stakeholder decision-making forum.  Receive, validate, and action requests for support from NGOs, international organizations, and the private sector. The CMOC then forwards these requests to the joint force for action.

The history of U.S. Army CA—known as Military Government prior to 1959—can best be described as one of continuous evolution. From its ad hoc origins in the immediate aftermath of World War I, the Army professionalized CA as a reserve branch (1955) and a regular Army branch (2006). This brief history provides a short overview of U.S. Army CA. While it highlights critical events, it is not comprehensive. A-1. Since its creation in the early Republic, the U.S. Army conducted roles and functions similar to CA (Military Government). Examples include the Lewis and Clark Expedition (1804 to 1806), Major General Winfield Scott’s occupation of Mexico City (1847 to 1848), post-Civil War Reconstruction in the American South (1865 to 1877), and the Philippine-American War (1899 to 1913). A-2. During the Civil War, the Army implemented General Orders No. 100 (1863), otherwise known as the Lieber Code. It provided the U.S. Army with guidelines that regulated the just treatment of civilians and property in the occupied South. Post-war, General Orders No. 100 served as the foundation for the development of laws dictating how the U.S. Army operated in occupied territory. The U.S. Army codified these laws in the Rules of Land Warfare (1914), later revised as FM 27-10, then FM 6-27. As important as the Lieber Code was, it was just another step toward developing formal CA (Military Government) structure, doctrine, and training. Obsolete Publications section of the references for this FM. A-3. The true beginning of modern U.S. Army CA was the post-World War I occupation of the German Rhineland by the Third U.S. Army from December 1918 until 11 July 1923. The lessons from this experience led the Army to develop CA doctrine, provide professional education, and eventually create specialized CA (Military Government) units. In the words of Major Truman Smith, the main author of the final report on the occupation, the Army’s post-World War I actions “lacked both training and organization to guide the destinies of nearly 1,000,000 civilians whom the fortunes of war had placed under its temporary sovereignty.” While it lasted, the U.S. Army occupation performed civil administration tasks and ensured that Germany would not resume hostilities. A new experience for the modern Army, it left such an impact that it led to the creation of a formal CA capability. A-4. For CA, the most important development was the subsequent publication of American Military Government of Occupied Germany, 1918–1920: Report of the Officer in Charge of Civil Affairs, Third Army and American Forces in Germany. Known as the Hunt Report after its director, Colonel Irvin L. Hunt, it provided analyses of the Army’s experience, highlighting the lack of formal CA training. This groundbreaking official study, which published the experiences of American Soldiers who occupied Germany, drove change. A-5. The Hunt Report and similar, but less widely distributed, studies of Army involvement in the Philippines pointed to requirements for a standing CA staff section for incorporating CA in war planning. This led to the publication of an updated Rules of Land Warfare in 1934 that contained a section on military government and established the need for a CA (Military Government) capability. Based on these sources, in 1940, the Army published its first doctrine that focused on these special skills, FM 27-5, which guided U.S. Army CA (Military Government) efforts throughout World War II. Further study of the Hunt Report and the new doctrinal publications led to the creation of the first formal U.S. Army CA training program—the School of Military Government—at the University of Virginia in May 1942. Obsolete Publications section of the references for this FM. A-6. The school instructed officers in staff-level military government functions. However, because the School of Military Government could not meet the growing demand for trained CA personnel, the Army exported the program to other civilian universities throughout the U.S. By 1945, the Army taught CA courses at Fort Custer, Michigan; the CA Staging Area at Fort Ord/Presidio of Monterey, California; or in overseas schools. A-7. To manage its CA (Military Government) efforts, the U.S. Army created the Military Government Division, established in July 1942 under the Office of the Provost Marshal General. Its small size and lack of influence, compounded by the sheer number of CA matters experienced by Lieutenant General Dwight D. Eisenhower after the invasion of North Africa on 8 November 1942, prompted the formation of the CA Division under the War Department in March 1943. Led by Major General John H. Hilldring, the CA Division formulated policy for CA (Military Government) units. These units ranged in size from the European CA Division, with more than 8,200 personnel, to nine-person CA Detachments spread throughout combat units. A-8. These elements worked closely, near, or with combat forces, helping to address the concerns of civilian populations and stabilizing rear areas so that combat commanders could remain focused on the enemy. CA (Military Government) elements had expanded roles in the final year of World War II and particularly in stabilizing post-war Germany, Austria, Italy, Japan, and Korea. However, the number of CA personnel declined considerably as the Army reduced force structure in the postwar drawdown. A standing CA capability appeared to be on its way out of the Army until another conflict guaranteed its survival as a permanent U.S. Army capability. A-9. The Korean War not only resurrected U.S. Army CA, but also served as a turning point for the employment of CA and led to a permanent establishment of the capability in the U.S. Army. With the brief exception of conducting military government in North Korea in late 1950, U.S. CA personnel worked in South Korea, a sovereign allied country with a functioning government. There, CA Soldiers, organized first under the United Nations Public Health and Welfare Detachment (1950), then the United Nations Civil Assistance Command (1951 to 1953), and later, under the Korean Civil Assistance Command (1953 to 1955). CA Soldiers provided refugee assistance and medical care for the civilian population, while helping to rebuild destroyed public infrastructure. The large-scale effort provided the rationale for the U.S. Army to establish the CA (Military Government) Branch in the USARUSARUnited States Army Reserve on 17 August 1955. On 2 October 1959, the Army eliminated the term Military Government and renamed it the CA Branch. This name change reflected recent operations and changes in doctrine describing how the U.S. Army would employ CA in future conflicts. A-10. Similar to the Korean War, the U.S. Army CA effort in South Vietnam (1965 to 1971) was based on operating within a sovereign allied country. However, this time, as guided by FM 41-10, CA became associated with unconventional warfare (UW). The three active duty CA companies—the 41st, 2d, and 29th—assigned to South Vietnam helped integrate rural and war refugee populations into the national economic and political systems. The CA companies provided medical care and assisted with agricultural, educational, and infrastructure improvements, while giving credit to the government of South Vietnam for their efforts. That mission would be later reincarnated as village stability operations in Afghanistan in 2010 to 2014. Obsolete Publications section of the references for this FM. A-11. The experience in Vietnam brought lasting changes to CA. On 15 September 1971, the CA School, then administered under the Provost Marshal General’s Office and based at Fort Gordon, Georgia, moved to Fort Bragg, North Carolina. There, it came under the direction of the U.S. Army Institute for Military Assistance, now the United States Army John F. Kennedy Special Warfare Center and School (USAJFKSWCS). Active duty CA units soon relocated to Fort Bragg and were placed under the 95th CA Group. However, in the post-Vietnam drawdown, the Army disbanded most active duty CA units. Only the 96th CA Battalion at Fort Bragg remained on active duty. Then, as now, the preponderance of CA units resided in the USARUSARUnited States Army Reserve. A-12. During the next two decades, CA made incremental steps toward becoming a core element of U.S. Army Special Operations. On 1 October 1982, the Army established 1st Special Operations Command (SOCOM) at Fort Bragg in which the 96th CA Battalion was a subordinate element. After the U.S. Army created the United States Army Special Operations Command (USASOCUSASOCUnited States Army Special Operations Command) at Fort Bragg on 1 December 1989, the 96th CA Battalion remained under 1st SOCOM. All reserve CA units based in the contiguous U.S. were assigned to the United States Army Reserve Special Operations Command (USARSOC), which became the U.S. Army Civil Affairs and Psychological Operations Command (USACAPOC) on 27 November 1990. Subordinated under USASOCUSASOCUnited States Army Special Operations Command, this placed the command and control of all contiguous U.S.-based active duty (96th CA Battalion) and the USARUSARUnited States Army Reserve CA and PSYOP units under a single headquarters. On 3 March 1993, Secretary of Defense Leslie ‘Les’ Aspin formally designated active and reserve CA units in the contiguous U.S. as Army Special Operations Forces (ARSOF). The reserve formation based outside the contiguous U.S., the 322d CA Brigade in Hawaii, was not designated as ARSOF. A-13. These organizational changes coincided with the Army’s increased use of CA units following the breakup of the Soviet Union in 1991 and subsequent global instability. USASOCUSASOCUnited States Army Special Operations Command routinely deployed CA forces to assist in all phases of operations—including supporting peacekeeping, disaster relief, counterinsurgency, combat, and stability efforts. Reserve CA units, namely the 352d CA Command, spearheaded the Kuwaiti Task Force and its efforts to stabilize Kuwait following the expulsion of the Iraqi invaders in February 1991. Other USARUSARUnited States Army Reserve CA units and the 96th CA Battalion provided CA support in Iraq for Operation DESERT SHIELD/STORM and for Operation PROVIDE COMFORT, the post-war humanitarian mission to assist the Kurds. Other notable deployments for CA units include peacekeeping and disaster relief efforts in Operation RESTORE HOPE in Somalia, Operation UPHOLD DEMOCRACY in Haiti, and Operation JOINT ENDEAVOR in the Balkans. However, the 11 September 2001 terrorist attack on the United States ushered CA into a new era. A-14. Significant changes for CA took place during the Global War on Terror. To meet the growing needs of the conventional force, on 1 October 2006, the Army reassigned USACAPOC from USASOCUSASOCUnited States Army Special Operations Command to USARUSARUnited States Army Reserve. USASOCUSASOCUnited States Army Special Operations Command retained the single Active Duty special operations CA unit, the 96th CA Battalion. Two weeks later, on 16 October 2006, the Army established CA as a branch in the regular Army. Prior to that, it had been a functional area. Constant rotations to Afghanistan and Iraq accelerated the operating tempo of CA units and promoted growth in the active force. USASOCUSASOCUnited States Army Special Operations Command used 96th CA Battalion personnel as cadre to create four additional active special operations CA Battalions (91st, 92d, 97th, and 98th) under the newly organized 95th CA Brigade (2007). Currently, the 95th CA Brigade (Special Operations) (Airborne) is assigned to the 1st Special Forces Command supporting ARSOF and USSOCOM commitments. A-15. The demand to support continued Global War on Terror operations also resulted in the creation of the conventional 85th CA Brigade on 16 September 2011, with five subordinate battalions (80th, 81st, 82d, 83d, and 84th). Based at Fort Hood, Texas, this regular Army unit was subordinated to United States Army Forces Command (FORSCOMFORSCOMU. S. Army Forces Command) and provided CA support to conventional forces. However, following troop level drawdowns, the Army deactivated the 80th and 84th CA battalions on 15 September 2016. The 85th CA Brigade, along with its 81st and 82d battalions were inactivated on 15 March 2018, leaving the 83d CA Battalion as the sole active CA unit supporting the conventional force. A-16. Army CA has evolved considerably since its origins in the post-World War I occupation of Germany. The Army has recognized the continuing need for formal CA instruction and planning and the requirement for a standing CA force. CA engages across the range of military operations—from the prevention of hostilities to assisting people in returning to daily life after hostilities or humanitarian crises end. The demand for CA is strong because it is a force multiplier and has a history of proven utility. This page intentionally left blank.

This appendix describes the role of CA Soldiers as government technical sector experts, known as government function specialists. This expertise is essential to CA fulfillment of its role of engaging and leveraging the civil component of the OE while enhancing, enabling, or providing governance. PROVIDING GOVERNMENT EXPERTISE - FUNCTIONAL SPECIALTY AREAS B-1. The CA military government function expertise capability is organized around five functional specialty areas based on the five USG stability sectors. These functional specialty areas are:  Civil Security. The CA civil security functional specialty area is concerned with civil security and public order that generates the foundational conditions for stability within the OE. This relates to the development and administration of policies, planning mechanisms, and training of partner nation public officials to respond to threats and hazards (human-made, natural, internal and external) across all levels of government. When required, the capabilities within this functional specialty area assist in the establishment and maintenance of a transitional military authority.  Civil Control. The CA civil control functional specialty area is concerned with the administration of legal systems and institutions for the application of civil and criminal laws within the civil component of the OE. When required, the capabilities within this functional specialty area assist in the establishment and maintenance of a transitional military authority.  Essential Services. The essential services functional specialty area is concerned with activities designed for the provision of basic needs and services (water, food, shelter, sanitation, and health services), as well as those that facilitate the restoration of a social fabric and community life, the systems and institutions for the provision of primary and secondary education, and the return or voluntary resettlement of those displaced. When required, the capabilities within this functional specialty area assist in the establishment and maintenance of a transitional military authority.  Governance Support. The governance and participation functional specialty area is concerned with public administration, cultural relations, public information, and environmental management. Collectively, these programs, policies, systems and institutions enable a state’s ability to serve the citizenry, articulate interests, manage resources, and exercise bestowed power in a society. These same programs, policies, systems, and institutions confer participation and the individual and collective citizenry’s ability to share, access, or compete for power through nonviolent political processes, and to enjoy the collective benefits and services of the nation. When required, the capabilities within this functional specialty area assist in the establishment and maintenance of a transitional military authority.  Economic Stabilization and Infrastructure. The economic stabilization and infrastructure functional area is concerned with foundational commerce, monetary, fiscal labor issues; agriculture, utilities, and public works; communications systems; and transportation fields. Collectively, these programs, policies, systems, and institutions constitute an economic system. The economic system is the intersection of government institutions and activities, corporate and private enterprises, and populations, and the mobilization of resources for the production and distribution of goods and services, which are integral to the stability of a region or society. When required, the capabilities within this functional specialty area assist in the establishment and maintenance of a transitional military authority. FUNCTIONAL SPECIALTY FOCUS AREAS B-2. Each functional specialty area has one or more focus areas nested within it, as shown and discussed in Chapter 2 of this FM. Not all focus areas are provided solely by the CA government function specialists (that is, public administration expertise resides with CA officers and noncommissioned officers, while corrections could be provided by military police).The 16 CA functional specialty focus areas are described below. L AW AND B ORDER E NFORCEMENT B-3. The law and border enforcement functional specialty places emphasis on indigenous ministerial and sub-ministerial responses required to enforce laws and secure national borders. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation, which allow for the provision of advice, guidance, and access to additional resources. This augmentation to those institutions enhances capability of those institutions to implement and conduct assessments and oversight, provide and regulate policies and programs, and operate institutional systems and agencies from national to local levels. B-4. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum, facilities, technology, processes, and personnel development required to implement and sustain the activities for the maintenance of public order. These activities ensure the enforcement of the rule of law through authenticity, safe-guarding, preserving documentation, cataloging and accounting, accessibility, and transparency of the actions and interactions required of public law and border enforcement agents. Law and border enforcement efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. R ULE OF L AW B-5. The rule of law functional specialty places emphasis on the judiciary systems of the national and subnational governments that incorporate customary indigenous methods with internationally acceptable standards. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation, which allow for the provision of advice, guidance, and access to additional resources. This augmentation to indigenous institutions enhances the capability of those institutions to implement and conduct assessments and oversight, provide policies and programs, and operate institutional systems and agencies from national to local levels. B-6. This enhanced capability provides development for the structuring, resourcing, organizing, rehabilitation, and implementation of the requisite curriculum, facilities, processes, and personnel development required to implement and sustain the rule of law. This functional specialty team is prepared to assume administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. Additional advice and expertise is also resident with this team to support war crime courts and tribunals, and the establishment and administration of truth commissions. C ORRECTIONS B-7. The corrections functional specialty places emphasis on the role of the national and subnational governments in fulfilling the punitive phase of the rule of law through a transparent correctional system that conveys safe and humane detention, incarceration, rehabilitation, and reintegration of qualified prisoners. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation, which allows for the provision of advice, guidance, and access to additional resources. This augmentation to indigenous institutions enhances the capability of those institutions to conduct assessments, implement oversight, provide policies and programs, and operate institutional systems and agencies at national to local levels. B-8. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum, facilities, processes, and personnel development required to implement and sustain a correctional system. This functional specialty team is prepared to assume administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC S AFETY B-9. The public safety functional specialty advises and assists in (or reestablishes) the evaluation, assessment, planning, and implementation of systems and programs that establish civil security sector assistance, or emergency management administration, and planning assistance. They promote community resilience through application of the prevention and resolution framework, and planning for the mitigation of effects of human-made or natural disasters for the maintenance of public order. This section consists of teams educated and experienced in emergency management, policing, and community relations. P UBLIC E DUCATION B-10. The public education functional specialty team is concerned with the structure and conduct of the formal education system of indigenous institutions, any competing system, and their collective impacts upon stability across the OE. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation that permits this team to provide advice and guidance access to additional resources. This augmentation to indigenous institutions enhances the capability of those institutions to conduct assessments, implement oversight, provide policies and programs, and operate institutional systems and agencies at national to local levels. B-11. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum, facilities, processes, and personnel development required to implement and sustain inclusive public education. With consideration toward equitable accessibility by individuals, institutions, and the private sector, these activities position communities for reestablishment of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC H EALTH B-12. The public health functional specialty advises and assists commanders, interagency, and host-nation representatives in matters pertaining to the vulnerabilities and strengths of indigenous health care institutions through the data collection, analysis, evaluation, legislation, regulation, and/or policy guidance. If necessary, the public health functional specialty also reestablishes the administration of health care institutions and programs at the national, regional, and provincial levels. With consideration toward equitable accessibility by individuals, institutions, and the private sector, these activities position communities for reestablishment of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. C IVILIAN S UPPLY B-13. The civilian supply functional specialty is concerned with the response mechanism of indigenous institutions in reaction to a crisis through surveying, assessing, and conducting a resources analysis and evaluation of the local area. Results are used to determine the status of the essential needs of the indigenous population. This helps determine the type and amount of resources available, and the location and application of solution sets. Civilian needs that cannot be met with reallocated indigenous resources are then assessed and requested to integrate the donor-sourced resources of NGOs or international organizations, or U.S. military resources—including Class X supplies. An additional competency of this team is development of civil authorities available to collect and distribute supplies or provide statistical analysis and operational oversight as a response to refugees and displaced persons. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. In doing so, the team identifies supplies and resources that can be diverted for U.S. military use and identifies any associated negative impacts upon the civil component of the OE. P UBLIC A DMINISTRATION B-14. The public administration functional specialty places emphasis on the structure and conduct of the indigenous government from national to local levels. Through assessments, analysis, and evaluation, this functional specialty team provides advice and guidance access to additional resources to augment the nationwide network of indigenous civil authorities to promote oversight and assessing, advising, improving, or establishing legislative and executive institutions from national to local levels; and the processes of these institutions in the administration of governance. Considerations for the public administration functional specialty include political parties, eligibility for franchise, elections, tenure, civil servant service, policy and programming, and all other aspects of the development and operation of the apparatus of government. These activities enable the interconnectivity of individuals, civil society, and institutions to produce coordinated, integrated, and synchronized efforts toward stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC I NFORMATION B-15. The public information functional specialty places emphasis on the ability of the indigenous government to be transparent, accountable, informative, and effective in communicating to the citizenry. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation that permits this team to provide advice and guidance access to additional resources. This augmentation to indigenous institutions enhances the capability of those institutions to conduct assessments, implement oversight, provide policies and programs, and operate public information systems and agencies from national to local levels. B-16. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum, facilities, processes, and personnel required to develop and execute public relations and information dissemination activities. These activities include support to the political and electoral processes, emergency management actions, societal participation in issues, respect of dissenting views, independence of private and international media, communication of policy and development objectives, and the provision of equitable accessibility by individuals, institutions and the private sector. Public information efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. C ULTURAL R ELATIONS B-17. The cultural relations functional specialty places emphasis on the stewardship of the social and cultural resources, official public records, and archives of the state. This functional specialty also places emphasis on the educated expertise, and the focused understanding of traditional culture, customs, and arts of an area of a nation, or region. Application of the technical expertise of this functional specialty team delivers assessments and analysis, which allow for the provision of advice, guidance, and access to additional resources. This augmentation to indigenous institutions enhances the capability of those institutions to conduct assessments, implement oversight, provide and regulate policies and programs, and operate institutional systems and agencies at national to local levels. B-18. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum, facilities, processes, and personnel development required to implement and sustain the activities for the administration of public records, archives, and cultural assets. These activities ensure the authenticity, safe-guarding, preservation and restoration, cataloging and accounting, accessibility, and transparency of public documents, heritage, and properties. With consideration toward equitable accessibility by individuals, institutions, and the private sector, these activities position communities for reestablishment of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. E NVIRONMENTAL M ANAGEMENT B-19. The environmental management functional specialty places emphasis on the principles of protection and conservation of the natural resources and mitigation of hazards or pollution as it concerns the state, while fostering supportable access, development, and utilization. Through the application of technical skills, functional specialists advise and assist in rehabilitating, establishing, delivering, and maintaining government environmental management agencies and systems and their associated requisite plans, policies, and procedures while supporting the integration of the efforts of individuals, civil society organizations, NGOs, international organizations, and other U.S. assistance and resources. With consideration toward equitable accessibility by individuals, institutions, and the private sector, these activities position communities for reestablishment or preservation of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. E CONOMIC D EVELOPMENT B-20. The economic development functional specialty places emphasis on the existing national to localized economic network, any competing system, and their collective impacts upon stability within the OE. Through assessments, analysis, and evaluation, this functional specialty team provides advice and guidance access to additional resources to augment the national network to develop, implement, regulate, and enforce interstate and international policies and programs focused upon macroeconomics, market(s) development, and microeconomics. These activities enable the interconnectivity of individuals, civil society, and institutions to produce coordinated, integrated, and synchronized efforts. These efforts have inherent crosscutting affects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. F OOD AND A GRICULTURE B-21. The food and agriculture functional specialty places emphasis on the indigenous, national through local agriculture systems, agencies, services, personnel, methods, resources, institutions, and facilities. These include any competing systems and their collective impacts upon conditions of the OE and effects on stability. Application of the technical expertise of this functional specialty team delivers assessments, analysis, and evaluation, which allow for the provision of advice, guidance, and access to additional resources. This augmentation to the indigenous institutions enhances the capability of those institutions to conduct assessments and implement oversight, provide and regulate policies and programs, and operate systems and agencies at the national to local levels. B-22. This enhanced capability provides for the structuring, resourcing, organizing, rehabilitation, and implementation of the curriculum and education, facilities, technology, processes, and personnel development required to implement and sustain food and agriculture activities. These activities include the production, processing, storage, product safety, marketing, and distribution of foodstuffs, food by-products, and fiber and wood products. With consideration toward equitable access by individuals, institutions, and the private sector, these activities position communities for the continuation, or establishment, of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional specialties. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC W ORKS AND U TILITIES B-23. The public works and utilities functional specialty places emphasis on the national to localized public facilities and utilities network as it exists within the OE. Through assessments, analysis, and evaluation, this functional specialty team provides advice and guidance access to additional resources aimed to enhance these networks. This includes the ability and capabilities to develop, implement, regulate, and enforce policies and programming for essential services. With consideration toward equitable accessibility by individuals, institutions, and the private sector, these activities position communities for continuation, or establishment, of stability. These efforts have inherent crosscutting effects upon, and requirements of, the other functional areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC C OMMUNICATIONS B-24. The public communications functional specialty places emphasis on the national communications network as it exists within the OE. Through assessments, analysis, and evaluation, this functional specialty team provides advice and guidance access to additional resources aimed to enhance the national network to develop, implement, regulate, and enforce interstate and international policies for communications by radio, television, wire, wireless, satellite, cable, and postal means. These activities enable the interconnectivity of individuals, civil society, and institutions to produce coordinated, integrated, and synchronized efforts. These efforts have inherent crosscutting effects upon, and requirements of, the other functional specialty areas. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE. P UBLIC T RANSPORTATION B-25. The public transportation functional specialty places emphasis on the national transportation network as it exists within the OE. Through assessments, analysis, and evaluation, this functional specialty team provides advice and guidance access to additional resources aimed to enhance the national network to develop, implement, regulate, and enforce interstate and international policies for the physical movement of commerce and people across ground, water, and through air conveyances. These activities enable the interconnectivity of individuals; civil society; and associated organizations, institutions, and the private sector. These efforts have inherent crosscutting effects upon, and requirements of, the other functional specialties. This functional specialty team is prepared to assume the administrative and supervisory roles of the national and subnational institutions, as required by conditions of the OE.

This appendix describes the contribution of CA forces to special operations. CA forces can support all special operations, such as UW, direct action, special reconnaissance, counterterrorism, and countering weapons of mass destruction. This appendix also describes the USSOCOM CME program. OVERVIEW C-1. CAOCAOCentral accounting office, officer are conducted within conventional and special operations missions. The difference between the two is that CA special operations are generally conducted in hostile, denied, or politically sensitive environments utilizing specialized tactics, techniques, and procedures. CA special operations are conducted alongside other SOF from across the DOD, and in support of DOS priorities in embassies around the world. C-2. Given the environments in which special operations are conducted, CA forces conducting those missions are at a greater risk for isolation than conventional forces. This greater risk necessitates extended training on small unit tactics, tactical movement, survival, evasion, resistance, escape, and other techniques that are unique to special operations. UNCONVENTIONAL WARFARE C-3. The DOD defines unconventional warfare as activities conducted to enable a resistance movement or insurgency to coerce, disrupt, or overthrow a government or occupying power by operating through or with an underground, auxiliary, and guerrilla force in a denied area (JP 3-05). UW is a core activity of ARSOF, and has strategic utility to alter the balance of power between sovereign states. C-4. CA forces support UW through the execution of CAOCAOCentral accounting office, officer, which is critical to the planning and execution of UW campaigns. When integrated throughout all phases of UW planning and execution, CA forces provide the capability to analyze the strengths, capabilities, and vulnerabilities of the civil component, as applicable, to both the existing regime and the resistance movement. CAOCAOCentral accounting office, officer also provide a comprehensive approach toward assisting the resistance in legitimacy and TG, from the initial resistance movement, through transition, to an emergent stable government. CA forces also are able to assist in developing broader governance efforts in support of the resistance. C-5. CA forces are typically sought for their unique capabilities with regards to identifying and mitigating the underlying causes of instability in order to create a stable environment. This same analysis, however, can be utilized by the resistance to identify and degrade those identified strengths and bonds of the existing regime into vulnerabilities, resulting in its continued delegitimization. This creates legitimacy opportunities for the movement. C-6. Separately, within their sphere of control and influence, the resistance can consolidate gains in public support and initial governance capacity by utilizing CA assessments, strengthening civil vulnerabilities, and cementing a bond with the greater population. Methods to realign the legitimacy of power should consider the timeliness required to restore essential services and strengthen the bonds between the population and the resistance movement (or new government) upon the collapse of the old regime. C-7. Through CNDE and SCA, CA forces can support an underground, auxiliary, or government-in-exile to plan for and administer civil government in the areas of rule of law, economic stability, infrastructure, governance, public health and welfare, and public education and information. SCA is the systematic application of specialized skills for assessing and advising on the development of stability and governance. When conducting CR and CE to develop civil consideration data, ARSOF CA forces collaborate with CA military government specialists within USARUSARUnited States Army Reserve CA formations to formulate governance and stability lines of effort for the resistance. C-8. The resistance gains legitimacy through TG via support to its alternate administration. This is accomplished by addressing grievances and providing essential services to create a civil strength or bond with the population. As the regime becomes severely degraded or collapses, CA will assist with addressing the remaining civil vulnerabilities to create stability for the emergent government, and inclusively, across the indigenous population. C-9. It is critical to note that CAOCAOCentral accounting office, officer support to UW, is not intended to represent a linear process. As depicted in figure C-1, it represents the relationship between civil strengths and civil vulnerabilities as they pertain to civil instability for the current regime, civil opportunities for the resistance, and stability for a new government. The left side depicts CAOCAOCentral accounting office, officer and corresponding resistance actions that increase the de-legitimization of the current regime, through degradation of civil strengths with the population, and attacking civil vulnerabilities to provide legitimacy opportunities for the resistance. information on UW. DIRECT ACTION C-10. Direct action is a core activity of ARSOF consisting of short-duration strikes and other small-scale offensive actions conducted by select ARSOF elements as a special operation in hostile, denied, or diplomatically sensitive environments, which employs specialized military capabilities to seize, destroy, capture, exploit, recover, or damage designated targets. Direct action differs from conventional offensive actions in the level of physical and political risk, operational techniques, and the degree of discriminate and precise use of force to achieve specific objectives. C-11. CA forces do not conduct direct action missions; however, CA forces conduct CR and CE to gain shared understanding of the civil component to address possible adverse effects of direct action and to mitigate those effects through civil network engagement and civil considerations analysis. CAOCAOCentral accounting office, officer planning support to direct action may include—  Gaining civil information to develop the civil component of the common operational picture of the commander.  Providing civil component analysis to planning processes.  Providing civil component analysis toward the identification of—  Critical links and nodes.  Decisive points.  Centers of gravity.  Advising on the presence and potential of culturally, economically, and politically significant assets and resources within the objective area.  Participating in the targeting process by nominating restrictive-fire areas and no-fire areas to minimize unnecessary damage to the civil infrastructure and culturally sensitive sites.  Evaluating damage to infrastructure and other combat-related effects to the civil component.  Providing post-strike employment options for CA capabilities. SPECIAL RECONNAISSANCE C-12. Special reconnaissance is a core activity of ARSOF consisting of reconnaissance and surveillance actions conducted by select ARSOF elements as a special operation in hostile, denied, or diplomatically and/or politically sensitive environments to collect or verify information of strategic or operational significance, which employs military capabilities not normally found in conventional forces. CA forces do not conduct special reconnaissance missions. However, CA forces conduct CND, CR, and CE to gain shared understanding of the civil component to inform the planning effort for special reconnaissance missions. CAOCAOCentral accounting office, officer planning support to special reconnaissance may include—  Engaging civil networks that have access to denied or sensitive areas.  Gaining civil information to develop the civil component of the common operational picture of the supported commander.  Providing civil component analysis to planning processes.  Advising on the presence of culturally, economically, and politically significant assets and resources within the objective area. COUNTERTERRORISM C-13. Counterterrorism consists of activities and operations taken to neutralize terrorists and their organizations and networks in order to render them incapable of using violence to instill fear and coerce governments or societies to achieve their goals (JP 3-26). Counterterrorism actions include strikes and raids against terrorist organizations and facilities outside the U.S. and its territories. C-14. CA forces combat terrorism efforts indirectly through activities to defeat the ideologies or motivations that spawn terrorism. Counterterrorism is usually attributed to direct action specifically against terrorists or violent extremist organizations. CAOCAOCentral accounting office, officer planning support to counterterrorism action may include—  Identifying TSOC objectives and developing nonlethal activities that support them.  Identifying CCDRCCDRCombatant commanders objectives and developing nonlethal activities that support them.  Identifying the ambassador or country team objectives and developing nonlethal activities that support them.  Gaining civil information through CR, CE, and CND to develop the civil component of the common operational picture of the supported commander.  Providing civil component analysis toward the identification of—  Centers of gravity.  Decisive points.  Critical links and nodes.  Denying the enemy civil component resources.  Recommending post-strike employment options for CA capabilities.  Participating in the targeting process to minimize unnecessary damage to the civil infrastructure and culturally sensitive sites.  Providing civil component analysis to planning processes to protect—  The populace.  Critical assets.  Infrastructure.  Advising on the presence of culturally, economically, and politically significant assets and resources within the objective area. COUNTERING WEAPONS OF MASS DESTRUCTION C-15. SOF support USG efforts to curtail the development, possession, proliferation, use, and effects of weapons of mass destruction, related expertise, materials, technologies, and means of delivery by state and non-state actors. USSOCOM supports CCDRs through technical expertise, materiel, and special teams to complement other combatant command teams that locate, tag, and track weapons of mass destruction. C-16. The CA contribution to countering weapons of mass destruction is CAOCAOCentral accounting office, officer. CAOCAOCentral accounting office, officer support the USG strategic approach and lines of effort to prevent acquisition, contain or reduce threats, and provide information to understand weapons of mass destruction pathways. CAOCAOCentral accounting office, officer also support the USG by identifying partner nation capabilities to respond to weapons of mass destruction events. These efforts—  Promote weapons of mass destruction and chemical, biological, radiological, and nuclear threat awareness.  Improve military interoperability.  Enhance military and civilian preparedness and deterrence.  In some cases facilitate security of dual-use and chemical, biological, radiological, and nuclear materials. mass destruction. CIVIL-MILITARY ENGAGEMENT C-17. CME is USSOCOM’s contribution, and part of the DOD’s strategy, to building partner nation capacity in a preventive, population-centric, and indirect approach to enhance the capability, capacity, and legitimacy of partnered indigenous governments. CME is persistent engagement conducted by, with, and through unified action partners to shape and influence the IPI within the OE in support of the campaign plan of CCDRCCDRCombatant commanders and the campaign support plan of the TSOC, in conjunction with U.S. embassy strategies. The CME program—  Increases the capability of USG-supported IPI.  Reduces the influence of malign actors within targeted countries and regions.  Leverages civil vulnerabilities and resiliencies within the OE.  Engages with civil networks to provide access, information, and effects across the competition continuum. This page intentionally left blank.

This appendix shows a variety of symbols and graphic control measures related to CA and CA tactical mission tasks. The appendix does not attempt to produce all conceivable combinations for CA symbols or control measures, but it shows several examples of each type as a starting point. OVERVIEW D-1. A military symbol is a graphic representation of a unit, equipment, installation, activity, control measure, or tactical task relevant to military operations that is used for planning or to represent the common operational picture on a map or overlay. Military symbols are governed by the rules in MIL-STD-2525D. FM 1-02.2 also provides an extensive number of icons and modifiers for building a variety of framed symbols. M ODIFIERS FOR F RAMED S YMBOLS D-2. A modifier provides an abstract pictorial or alphanumeric representation displayed inside the framed symbol in conjunction with a main icon. It provides information about the icon (unit, equipment, installation, or activity) being displayed. Sector 1 modifiers (or modifiers placed above the main icon) show a specific function that the unit is organized and equipped to perform. Sector 2 modifiers (or modifiers placed below the main icon) reflect the mobility, size, range, or altitude of unit equipment, or an additional capability of the unit. A MPLIFIERS FOR F RAMED S YMBOLS D-3. An amplifier provides additional information about the symbol being shown and is displayed outside the frame. To avoid cluttering the display, only essential amplifier fields should be used. The amplifier location in the figure E-1 have changed from previous editions of FM 1-02.2. The locations also vary from MIL-STD-2525D. Figure D-1 and table D-1, pages D-2 through D-3, standardize the field locations of additional information.

Entries are listed by paragraph number.