oLt5 - CCOE, CIMIC-handbook

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B-7010 SHAPE, BELGIUM

SUPREME HEADQUARTERS ALLIED POWERSEUROPE

GRAND QUARTIER GÉNÉRAL DES PUISSANCES ALLIÉESEN EUROPE

Our Ref: TT 283237

Date: oLt5July 2012

Tel:Tel:NCN:Fax:

+32-(0)65-44-7111 (Operator)+32-(0)65-44 - 5411254 - 5411+32-(0)65-44-3545 (Registry)

ACO MAN UAL (AM) 86-1-1

ACO CIMIC TACTICS, TECHNIQUES AND PROCEDURES

REFERENCES: A. MC 411/1, NATO Military Policy on CIMICB. Bi-SC 86-3, Establishment of a Bi-SC CIMIC CapabilityC. AJP-3.4.9., NATO CIMIC Doctrine (Draft)D. Bi-SC Functional Planning Guide for CIMICE. APP-6A, Military Symbols for Land Based Systems

1. Status. This AM supersedes AM 86-1-1 dated 10 May 2004.

2. Purpose. The purpose of this directive is to introduced to provide CIMIC personnel witha series of tactics, techniques, and procedures (TTPs) to guide and assist them in the conductof CIMIC in North Atlantic Treaty Organisation (NATO) operations.

3. Applicability. This directive is applicable to ACO.

4. Supplementation. Supplementation is not authorised.

5. Publication Updates. Updates are authorised when approved by the Director ofManagement (DOM), SHAPE.

6. Proponent. The proponent for this directive is CIMIC Directorate.

NDER, EUROPE:

intautas ZenkeviciusBrigadier General LTU ArmyDirector of Management

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TABLE OF CONTENTS

SUBJECT PAGE(S) PARAISUBPARA

CHAPTER 1 - THEATRE CIVIL ASSESSMENT 6AND CIMIC REPORTING (TTP 1)Introduction 6 1-1Aim 6 1-2Key Characteristics for any CIMIC Assessment 6 1-3and ReportingTheatre Civil Assessment (Critical Factors) 7 1-4Theatre Civil Assessment 8 1-5CIMIC Special Interest Assessment 8 1-6Planning based on Desired End State Objectives 8 1-7and EffectsCIMIC reporting and tracking system (CRTS 10 1-8CRTS Concept 10 1-9Colour codes 11 1-10CIMIC Operational Overview 11 1-11The CIMIC Report 13 1-12Command Level Briefing Tool 14 1-13CIMIC Database 15 1-14

CHAPTER 2 - CIMIC ASSETS (TTP 2) 16

Introduction 16 2-1Aim 16 2-2CIMIC assets 16 2-3General tasks for CIMIC assets and required 20 2-4capabilitiesCommand and Control relationships 25 2-5Summary 25 2-6CHAPTER 3 - CIMIC LIAISON & 26COORDINATION ARCHITECTURE (TTP 3)

Introduction 26 3-1Aim 26 3-2Key CIMIC Activity 26 3-3Key Principles of CIMIC Liaison 28 3-4Liaison & Co-Ordination Architecture Matrix 30 3-5Summary 30 3-6

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NATO UNCLASSIFIEDAM 86-1-1CHAPTER 4 - CIMIC LIAISON OFFICERS (TTP 324)

Introduction 32 4-1Aim 32 4-2Basic activities Performed by CIMIC LOs 33 4-3CIMIC LO integration into CIMIC Branch 34 4-4Structure and ProceduresCIMIC LO background 36 4-5Basic tasks for CIMIC LOs 40 4-6Basic Guidelines for CIMIC Los and their use 41 4-7Specific guidelines for Liaison with Civil 42 4-8Authorities/OrganizationsCIMIC LO equipment 43 4-9Summary 44 4-10CHAPTER 5 - CIMIC CENTRES (TTP 5) 45

Introduction 45 5-1Aim 45 5-2Functions 45 5-3The CIMIC Centre as Part of the CIMIC Liaison 46 5-4Arch itectu reEstablishing a CIMIC Centre 48 5-5Potential Challenges 50 5-6Summary 51 5-7CHAPTER 6 - GUIDELINES ON DE- 52CONFLICTION OF CIVILIAN MASSMOVEMENTS (TTP 6)

Introduction 52 6-1Aim 52 6-2Civilian mass movements de-conflictions 52 6-3Summary 55 6-4CHAPTER 7 - CIMIC NRF REQUIREMENTS 56(TTP 7)

Introduction 56 7-1Aim 56 7-2CIMIC Doctrinal Linkage 56 7-3CIMIC responsibilities within NRF 57 7-4CIMIC Capabilities 58 7-5Force Generation issues 60 7-6Deployment Groupings 60 7-7CIMIC Support Unit 61 7-8G9 Operating Procedures 61 7-9Summary 62 7-10

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NATO UNCLASSIFIEDAM 86-1-1CHAPTER 8 - CIMIC PROJECTS (TTP 8)

IntroductionAimProject CharacteristicsProject Stages

CHAPTER 9 - CIMIC SYMBOLS (TTP 9)

IntroductionAimAffiliationCIMIC SymbolsAdditional Symbols

ANNEXES:

A. Critical factors Checklist.B. All Factors List.C. CIMIC report Format.D. CIMIC Operational Overview Format.E. Minimum Standards and Key Indicators System.F. Key Civil Life Support.G. Key Civil Life Support.H. Key Civil Life Support.I. Key Civil Life Support.J. Key Civil Life Support.K. Humanitarian Issues-1.L. Humanitarian Issues-2.M. Humanitarian Issues-3.N. Humanitarian Issues-4.O. Humanitarian Issues-5.P. Humanitarian Issues-6.Q. Humanitarian Issues-7.R. Civil Infrastructure-1.S. Civil Infrastructure-2.T. Civillnfrastructure-3.U. Civil Infrastructu re-4.V. Civil Infrastructure-5.W. Civil Infrastructure-6.X. Civil Administration-1.Y. Civil Administration-2.Z. Civil Administration-3.AA. Civil Administration-4.BB. Civil Administration-5.CC. Civil Administration-6.DO. Civil Administration-7.

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NATO UNCLASSIFIEDAM 86-1-1EE. Civil Administration-8.FF. CIMIC Platoon Ideal Structure.GG. Example of an Extended Liaison Matrix.HH. Point Of Contact (Database).II. CIMIC LO Report Format.JJ. Basic Guidelines for CIMIC Los.KK. Basic LO Manual for Negotiations.LL. Need To Know List For Liaison With Civil Agencies.MM. Checklist for Establishing a CIMIC Centre.NN. Example of Movement Coordination Plan.00. Spectrum of NRF-CIMIC Activities in Contributing to the Preservation ofTerritorial Integrity and Security Operations.PP. Spectrum of NRF-CIMIC Activities in a Demonstrative Force Package.QQ. Spectrum of NRF-CIMIC Activities in a Crisis Response Operation.RR. Spectrum of NRF-CIMIC Activities in an Embargo Operation.SS. Spectrum of NRF-CIMIC Activities in Disaster Relief.TT. Spectrum of NRF-CIMIC Activities in Protection of Critical Infrastructure.UU. Spectrum of NRF-CIMIC Activities in an Initial Entry Operation.W. Overview of G9 Pre-operational Activities in NRF.WW. Overview of G9 Operational Activities in NRF.XX. Request for CIMIC Support.YY. Proposed Format to Identify a Required Project.ZZ. Project Assessment Checklist.AAA. Afiliation of Colour Coding.BBB. Basic Civil Environment Related Symbols.CCC. Additional Symbols.

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CHAPTER 1-THEATRE CIVIL ASSESSMENT AND CIMIC REPORTING (TTP 1)

1-1. Introduction. To allow the commander to take accurate decisions, herequires a complete picture of the environment he is acting in. Based on the newplanning process requirements CIMIC staff at all levels are contributing to this byprovision of the THEATRE CIVIL ASSESSMENT (TCA). This will be produced atevery level, utilizing CIMIC SPECIAL INTEREST ASSESSMENTS and CIMICREPORTS as the basics for the development or update. The purpose of a CIMICSPECIAL INTEREST ASSESSMENT is to provide the military commander with ameans to examine the status of a specific Area of Interest (AOI) situation in orderto identify critical shortfalls or capability gaps in the civil environment that mayaffect his mission, or that of the opposing force or forces. The purpose of CIMICREPORTS is to provide CIMIC staffs of all superior echelons a clear picture on theprogress in the civil environment and the impact of the force in the respective AOI.This will also be fed into the assessment process of the HQ, using a dedicatedformat, to allow a measurement of the progress of the mission.

1-2. Aim. The aim of this TTP is to outline the key characteristics and factorsassociated with the TCA, providing guidance on the content and conduct of CIMICSPECIAL INTEREST ASSESSMENTS, as well as the use of standardized formatsfor CIMIC REPORTING. It also provides a common understanding of the NATOASSESSMENT PROCESS to allow all levels to determine their function in thisprocess.

1-3. Key Characteristics for any CIMIC Assessment and Reporting

a. Accurate. It is understood that the validity and usefulness of anyassessment or reporting will be reliant upon its accuracy. If the accuracy ofinformation or the source of that information is questionable, then it must bestated in the report. It must be remembered that inaccurate informationmay be more dangerous than no information at all.

b. Consistent. It is important that NATO military forces apply aconsistent approach to the TCA and reporting process across the entire AOI.An absence of consistency will hamper the identification of key capabilitygaps and areas of potential concern. A consistent or standardized approachwill further provide a far greater overall Situational Awareness (SA) on thecivil environment.

c. Timely. For the assessment and reporting to be of any use, it mustbe provided in a timely manner and must be synchronized with the planningprocess. If time is limited, it may be necessary to prioritise the informationrequirements and focus on the key factors.

d. Relevant. Every effort should be made to determine which factors6

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and what information is relevant. Those not affecting the mission should notbe included in the assessment. This is essential for effective allocation ofresources.

e. Continuous. Whether the assessment is prior or after the conduct ofan activity changing the conditions, it must be responsive to change and assuch, be continuous. Therefore, there must be a mechanism or capabilityfactored into the process that will enable staff to monitor and provide updatesas necessary. In particular, emphasis should be placed on identifyingprogress and concerns relating to the most critical information requirements.

f. Cooperative. In the civil environment, a lot of entities, starting withthe Host Nation, through GOs, lOs, NGOs down to local companies, conductassessments. Whilst the civil focus of these assessments may differ fromthe military focus, it may nonetheless be a great contribution to the militaryassessment process. As such, military staff, through the CIMIC liaison andco-ordination architecture, should attempt to utilise this source of information.Alternatively, it may also be of benefit for the military to share information ofmutual interest with the relevant civil entities. This coordination andcooperation should be considered as a must and not to do it should beviewed as a failure. Carried out at the appropriate level it will assist indefining information collection priorities, avoiding duplication of effort, makingmaximum use of all available resources as well as resulting in improved civil-military relations.

1-4. Theatre Civil Assessment (Critical Factors)

a. Especially during the early phase of an operation, it is of utmostimportance to identify problems that could have a direct impact on theexecution of the mission. Most of them are related to basic needs of thepopulation. There are five identified critical factors, which require thoroughconsideration, for a lack in this area will put an additional burden on theforce. These factors are as follows:

(1) Water.

(2) Sanitation.

(3) Power.

(4) Health.

(5) Food.

The measurements to check against are laid down in the Sphere Standards(see www.sphereproject.org) and should also be used as the baseline forany military assessment in this area.

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b. It is important to stress that not all of the above factors will be criticalin all operations but are situation dependent. On the other hand, factors notincluded in this may be critical. A good example of this may be shelter thatis likely to be critical in many humanitarian operations and in scenarioswhere large numbers of Internally Displaced Persons (lOPs), Refugees andEvacuees are present.

c. The checklist at Annex A, provides a tool to assist CIMIC staff in theassessment of critical factors. It does not attempt to provide a fullycomprehensive list but rather to act as a stimulus to assist when examiningthe factors.

1-5. Theatre Civil Assessment (TCA)

a. The CIMIC Functional Planning Guide (CFPG) describes in detail allfactors that have to be examined to describe the civil environment from aCIMIC point of view.

b. To allow a one shop approach to this document, the factor list of theCFPG is attached as Annex B.

c. The update on these factors will be done utilizing the CIMIC reportingand tracking system as described in paragraph 4 of this TTP.

1-6. CIMIC Special Interest Assessment

a. The purpose of a CIMIC SPECIAL INTEREST ASSESSMENT is toprovide the military commander with a means to examine the status of aspecific Area of Interest (AOI) or Area of Responsibility (AOR) situation inorder to identify critical shortfalls or capability gaps in the civil environmentthat may affect his mission, or that of the opposing force or forces. Themost common used assessment form is the Rapid Village AssessmentForm. The updated versions and other assessment formats can be found atthe Multi-National CIMIC Group webpage (www.mncimicgroup.org).

1-7. Planning based on Desired End State, Objectives and Effects

a. Comprehensive Approach. NATO's current approach to describeEffects that should be achieved to reach Objectives and finally a DesiredEnd State, instead of giving direct tasks, provided new challenges. First of allthe subordinate level has to participate as an integral part in the higher levelplanning process to fully understand the intent of the higher command.Secondly the subordinate level might have to rely on effects to be achievedby persons or entities outside the military, without having the possibility todirect or guide the development. To be executed these effects will have tobe translated into tasks by the operational level.

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b. Measures of Effectiveness (MOE). An MOE is a metric used tomeasure a current system state. In order to be able to measure the successof a military operation/campaign on the operational level, all desired effectsget linked to quantitative measures that can show a trend, as well asprogress relative to a numerical threshold. A MoE gives more precision to aneffect and lessens the opportunity for subordinates to misinterpret thecommander's intent. It should help to answer the question: "Are we doing theright things?". Confer reference A for more details.

c. Measures of Performance (MOP). An MOP is a metric used todetermine the accomplishment of actions. In order to be able to measure theresults of actions, all tasks are linked to qualitative measures that can showup to which level an action achieved the desired result. MOPs shouldalready be defined, when applying a task to a unit. It should help to answerthe question: "Are we doing things right?". Confer reference A for moredetails.

d. Civil Methods in Assessments. Although military Has use MOEsand MOPs to measure success and results of actions, respectiveinformation acquired and processed by other actors, shared with AllianceForces, are utilized. Civil actors call comparable processes Monitoring andEvaluation (M&E), using not only different terminology, but also procedures.Reference A, chapter 7 provides related baseline information CIMIC staffshould be familiar with."

e. HQ assessment process and the CIMIC contribution. TheAssessment Staff or personnel designated to accomplish this task takeresponsibility for development of the assessment annexes in the OPLAN ifrequired, and the conduct of assessments during execution. At the tacticallevel, Assessment Staffs have the following specific responsibilities: Act asthe focal point for Assessment Development in their respective Ha, includingthe contribution to doctrine development. Work with the Operations PlanningGroup (OPG) during development and revision of the OPLAN.

(1) Consider the tactical level assessments received from theirsubordinate commands and other areas of NATO.

(2) Produce the tactical level assessments on ongoing militaryoperations considering the assessments of their subordinatecommands.

(3) Contribute to Operational Level Assessments as required.

The assessment process at all levels tries to give the answer to thequestions described in b. and c. Although matrices and mathematicalprocedures are used to produce a standardised assessment report! briefing

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using colour codes to describe the status, the task for the CIMIC SO in theprocess is much more complex. The CIMIC SO should also provide - basedon his experience - an assessment that is not quantifiable by tasks, butsummarizes his appreciation of the civil situation in the AOI and the progressas hel she feels it.For more details see reference A, the "NATO Operations AssessmentHandbook".

1-8. CIMIC Reporting and Tracking System (CRTS)

a. Realising the fact, that CIMIC information has a different lifecyclethan other military information during an operation the main emphasis of theCIMIC reporting must be put on the tracking of the relevant information.CIMIC therefore uses a dedicated reporting and tracking system to allowaccessibility and availability for the continuum of an operation.

1-9. CRTS Concept

The CRTS encompasses four distinct products. These products complement eachother and provide a comprehensive system, which enables CIMIC and non-CIMICstaff to view information on the civil environment with a common focus, in a simpleand visible manner. This enables rapid identification of key areas of operationalrisk or concern. These products are:

a. CIMIC R2 (Reports and Returns). The CIMIC reporting requirementsare determined in a top down approach by the highest HQ of the operation(usually SHAPE) and reflected in the appropriate OPlANI OPORDER. Themain effort is not to report facts and figures, which are of course alsoneeded, but to provide an assessment on the situation at each level. Thisrequirement is reflected in the generic CIMIC reporting format, the CIMICREPORT, attached as Annex C. While receiving all CIMIC reports the higherHQ composes an overall picture that will be made available for subordinateHQs as feedback (return). Additional Direction & Guidance might be issuedas deemed appropriate.

b. CIMIC Operational Overview. This is a tool to provide a visualoverview of the key areas of CIMIC interest within the civil environment in agiven AOL It uses colour coding and a traffic light system that categorisedareas of interest in order to provide a broad assessment of the situation. It isattached to the CIMIC REPORT.

c. Command level Briefing Tool. This standard format presentationprovides a broad visual picture to the Formation Commander, identifying keyconcerns and operational risk within a given AOI, outline in 1-13.b.).

d. CIMIC Database. This standardized database allows the CIMIC SOl

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unit to directly store and display all relevant information. A dedicateddatabase will be set up by the highest HQ of the operation (usually SHAPE)for every operation and a CIMIC staff or unit will be given the responsibilityto maintain this database for the lifecycle of the operation. This entity willalso be responsible for the quality control of the displayed information. Seealso TTP 10 CIMIC Databases for additional information.

1-10. Colour Codes

a. The CRTS uses colour codes in the form of a "Traffic Light System"to provide a clearly visible and easy to follow assessment on areas ofoperational concern.

b. The thresholds (qualified or quantified by percentages/numbers) foreach area are determined by the higher HQ to allow a concerted display ofinformation for the commander. This does not prejudice the assessment ofthe higher HQ, which can divert in its assessment from the subordinate one,if the information, put in a wider context, allows doing so.

c. General rules for Colour Indicators used:

(1) Green: No significant impact on the military mission •(2) Amber: Limited/ increased impact on the military mission 0(3) Red: Significant impact on the military mission •CIMIC Staff may use if the information requested is not available or

doubtful.

d. For trend indication an arrow system might be used. If used, it is upto the respective staff to define the appropriate system.

1-11. CIMIC Operational Overview

a. This product provides a clear overview of the assessed situationacross the AOI over pre-determined CIMIC areas of operational interest.The standard format of the product is attached as Annex D.

b. The CIMIC Operational Overview includes four distinct reportinggroups and these represent the standard default information focus forCIMIC during the start of a Crisis Response Operation. The reportinggroups might - based on the operation and the HQs SOPs - be reflected inthe (CIMIC) Lines of Activity or separately. The system is flexible enough tobe adapted to the specifics of any mission. By adapting the guidancesheets for the reporting areas, the reporting requirements of the

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Commander can be met. The four reporting groups are:

(1) Reporting Group "ALPHA" - Key Civil Life Support.

(2) Reporting Group "BRAVO" - Humanitarian Issues.

(3) Reporting Group "CHARLIE" - Key Civil Infrastructure.

(4) Reporting Group "DELTA" - Civil Administration.

c. Reporting areas of operational interest are:

(ALPHA) Key Civil Life Support:

(1) Power

(2) Water

(3) Sanitation

(4) Food

(5) Health

(6) Other (Specify)

(BRAVO) Humanitarian Issues:

(1) Shelter

(2) HA De-Mining

(3) HA Freedom of Movement (FOM)

(4) HA Protection/Security

(5) Minorities & Vulnerable Groups

(6) lOPs, Refugees and Evacuees Movements

(7) lOPs, Refugees and Evacuees Assistance Centres

(8) Other (Specify).

(CHARLIE) Key Civil Infrastructure:

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(1) Road Network

(2) Rail Network

(3) Civil Aviation Infrastructure

(4) Public Transport Assets

(5) Inland Waterways/Ports

(6) CIMIC Sites

(7) Other (Specify).

(DELTA) Civil Administration:

(1) Law & Order

(2) Police

(3) Detention Facilities

(4) Borders & Customs

(5) Local Authorities Civil Administration Capability

(6) Banking/Economy

(7) Telecommunications & Media

(8) Emergency Services

(9) Other (Specify)

d. Should a formation see the need to report on another function that isnot represented on the generic monitoring tool, the column "Other(Specify)" should be used in the appropriate functional area to record theirconcerns.

e. More detailed lists for all reporting groups are attached as Annexes Fto J to this manual.

1-12. The CIMIC Report

a. The CIMIC REPORT is directly linked to the CIMIC OperationalOverview and must incorporate the four key reporting groups in the basic

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format. These key reporting groups might be addressed within a (CIMIC)Line of Activity (see Appendix 1 to Annex C as an example) or will have tobe addressed in paragraph 5 of the CIMIC report (see Annex C). TheCIMIC REPORT format is designed to simplify and guide subordinateformation CIMIC reporting. Only information that is deemed necessaryneeds to be reported and the example at Appendix 1 to Annex C providesassistance on how to do this.

b. The format can be adapted along with the CIMIC OperationalOverview to meet the specific operation/mission areas of interest.

c. The CIMIC REPORT is divided into various paragraphs to allow thestandardized reporting of CIMIC activities performed, future plans, prioritiesand assessments on the areas of operational interest. The CIMIC REPORTformat is under custodianship of the COORDINATED EFFECTS BASEDCIMIC INFORMATION LINK (CECIL) WORKING GROUP (WG) atSHAPE/CIMIC Directorate. An electronic version of the latest amendmentsis made available on the NATO SECRET system on the SHAPE CIMICCECIL page. An unclassified version is made available on the Multi-National CIMIC Group unclassified webpage (www.mncimicgroup.org).

1-13. Command-Level Briefing Tool

a. This product consolidates the information provided through theCIMIC R2 and presents it in a structured manner that reflects theCommanders requirements. The standard briefing will provide a broadoverview for the Commander on the key areas of operational interest withinthe civil environment and identify key concerns and capability gaps. Thiswill be supported by an overall assessment by the CIMIC staff of theformation, which puts the information in context and provides advice asrequired. However, it shall be noted that every Commander and anyspecific mission may determine different briefing requirements.

b. There are normally seven slides in the briefing pack:

(1) Slide 1 - CIMIC STATUS. This slide provides a very broad

overview of the four reporting groups and categorises the group by

use of colour coding.

(2) Slide 2 - The second slide focuses in on the reporting group

Critical Civil Life Support.

(3) Slide 3 - The third slide covers Humanitarian Issues.

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(4) Slide 4 - The fourth slide is concerned with the reporting

group Key Civil Infrastructure.

(5) Slide 5 - The fifth slide examines the reporting group Civil

Adm inistration.

(6) Slide 6 - The sixth slide summarises key operational risk(s) /

concern(s).

(7) Slide 7 - The seventh slide provides an assessment and

places the information previously shown in context with the military

situation and any other information available to CIMIC staff.

1-14. CIMIC Database

Although the requirement for a CIMIC database is accepted for quite a while, nodedicated product has been developed so far. As an interim solution CIMICInformation System (CIMIS, the ShirBrig Database) is to be used by all NATOCIMIC entities. For training purposes, a blank database is available for downloadon the MNCG webpage (unclassified) including an instruction on how to use thedatabase in a synchronised way. For operations, the highest HO of the operation(usually SHAPE) will implement this database on the NATO SECRET/ MissionSECRET system to allow the storage of information up to NATO/ Mission SECRETin the system. The highest HO will also determine the releasability of theinformation to external actors. For details on the use of CIMIS see TTP 10 (CIMICDatabases).

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- I

NATO UNCLASSIFIEDAM 86-1-1CHAPTER 2 - CIMIC ASSETS (TTP 2)

2-1. Introduction

In every mission there will be a requirement for a CIMIC capability at all levels toenable the Commander to plan, conduct and assess CIMIC activities in support ofthe military mission.

2-2. Aim

The aim of this TTP is to describe the CIMIC assets as depicted in the NATOForce Goals as well as the respective doctrine, excluding the fiscal planning and tointroduce their integration into the C2 structure

2-3. CIMIC Assets

a. General

(1) The structure and the kind of CIMIC assets the commanderneeds in order to execute CIMIC related activities depend on thegiven situation. A standardised composition of required CIMIC assetstherefore is not applicable. CIMIC staff composition as well as CIMICforces' size and organisation will vary from situation to situation andhave to be adaptable enough meet each operation's demands.

(2) The size, the structure and the functionalities of CIMIC assetsdiffer, due to national regulations and restrictions. Although thesedifferences are usually minor and do not undermine the operationaleffectiveness of the respective asset, duplications or lacks of someelements might occur in case of multinational CIMIC assets. For thisreason, if such a unit is to be established and deployed, theStatement of Requirements (SOR) should be detailed enough toallow nations to provide the required sub elements of the unit tailoredfor every single mission. The coordination of the different nationalcontributions is essential in order to avoid having any elementsmissing due to the differences among the nations. It should bealways kept in mind that regardless the general rules and structures,the structure of CIMIC forces is always mission tailored.

(3) Interaperability standards and procedures will be developedand implemented to achieve a CIMIC capability that will meet jointand combined needs and will enable the integration of nationalcapabilities.

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b. Different CIMIC Assets

In order to utilise the different national (CIMIC) assets in a coordinated andharmonized way, it is useful to follow the standard structures extracted fromthe NATO CIMIC capabilities/statements directly linked to the NATO ForceGoals. The basic CIMIC assets are: CIMIC Platoon (CIMIC Pit), CIMICSupport Company (CIMIC SPT Coy), CIMIC Deployable Module (CIMICOM), CIMIC Group HO (CIMIC HO Grp) and CIMIC Functional Specialists(CIMIC FS).1 The capabilities of a CIMIC Gp and/or of CIMIC FS may beutilised deployed or as a Reach-Back asset.

(1) CIMIC Platoon (Pit)

(a) A CIMIC Pit, as the smallest Joint CIMIC asset, isusually deployed at brigade level and is preferablycommanded by at least a captain (OF-2); it consists of aCommand Section, a Civil Assessment Section, a CIMICActivities Section and a Liaison Section.

(b) Main tasks of the CIMIC Pit include:

1/ Dealing with CIMIC matters on administrative-provincial and local- level.

2/ Performing reconnaissance and assessments(CIMIC Patrol).

3/ Initiating and monitoring of CIMIC activities insupport of COM's intent.

4/ Operating a CIMIC House2 (if/when required).

(c) A CIMIC Pit can be reinforced by CIMIC FS (detachedfrom the CIMIC Coy or provided from a TCN pool of FS) or byother assets needed to accomplish the mission (e.g. ForceProtection, medical and communication assets).

(d) As a CIMIC Pit is considered to be the core element forall tactical CIMIC field work more details are provided inAnnex FF.

1 Denomination of the different CIMIC assets follows the NATO Force Goals. However, thesuggested organization varies in terms of strength/manpower from what is generally accustomed inthe army. The frequently used terms of CIMIC Unit (CU) and CIMIC Support Unit (CSU) (which aresynonyms) can be used to identify in general a CIMIC asset (be it platoon or coy).2 CIMIC House: front desk manned by few people that work in different locations outside the fence,having defined opening times.

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(2) CIMIC Support Company

(a) A CIMIC Coy is usually deployed at division level and ispreferably commanded by a Major or Lieutenant Colonel (OF-3/4); it normally consists of a Company Command Platoon(CoyCmdPlt) and four CIMIC Pits. Normally one of those isforeseen to support the division Ha, three are foreseen tosupport the brigade Has. In addition, CIMIC FS may augmentthe CIMIC Coy.

(b) The CoyCmdPlt at least consists of a Planning Section,an Operations & Assessment Section and a CommunicationsSection.

(c) Main tasks of the CoyCmdPlt include:

1/ Planning and coordinating the work of the threeCIMIC Pits.

2/ Dealing with CIMIC matters on administrative-regional level.

3/ Planning and monitoring of CIMIC activities insupport of COM's intent.

4/ Operating a CIMIC Centre (if/when required).

(3) CIMIC Deployable Module (CIMIC DM)

A CIMIC DM3 is usually composed by staff, equipment and vehicleswhich allow them to respond to the three main areas of CIMIC:Planning, Operations and Liaison. The commander is a LieutenantColonel (OF-4). Being a mission and situation tailored body, theactual figures of personnel may consequently vary. It is considered tobe a "plug & play" asset. Besides transportation and C2 capabilitiesnecessary for its own personnel in theatre to perform its operationalduties, it will not be logistically autonomous or, at best, only have aminimum logistical sustainability. Owing to its rapid deployability andthe resulting lightness it requires external real life support. A CIMICOM can be used as substitute for a CIMIC Grp Ha. Although beingsmaller in size it in principle serves the same purpose concerning theCIMIC core functions as the latter. It can be augmented by CIMICCoys and a pool of CIMIC FS.

3 The overall concept is defined in the Bi-SC 86-3: Establishment of a Bi-SC CIMIC OperationalCapability, dated 29 June 2004.

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(a) Amongst others the CIMIC DM has one specialisedelement, the Liaison & Coordination Cell (L&CCell).Containing just a few personnel (maximum four), it is able tomanage the CIMIC information flow between the CIMIC DM(s)and the respective HQ providing a CIMIC reach backcapability (RBC) as well as between the CIMIC DM(s) and thehigher (operational) HQ CIMIC community. It is detached fromthe CIMIC DM to the higher (operational) HQ, tasked to act asa link between the CIMIC DM(s), the RBC and the higher HQCIMIC community. As such it is supposed to prioritise anddirect the CIMIC related requests, to coordinate andharmonise the overall flow of CIMIC information betweenthese entities. The L&CCell gathers, consolidates anddisseminates all CIMIC assessments and reports.

(b) As a coherent C2 relationship for the CIMIC DM(s) hasto be developed during the operational planning process(OPP), it is imminent that CIMIC DM personnel have to beinvolved in the OPP as early as possible.

(4) CIMIC Group

(a) A (multinational) CIMIC Grp consists of the CIMIC GpHQ, the CIMIC Grp Headquarters Company (HQ Coy) andCIMIC Coys and/or CIMIC Pits of the contributing nations. Theactual size of a CIMIC Grp is mission tailored.

(b) The CIMIC Grp HQ consists of a command group (CG)with the necessary advisors and a staff representing thedisciplines from CJ-1 to CJ-9. The CIMIC Grp HQ can bereinforced by (deployed) CIMIC FS.

(c) A deployment of a full (multinational) CIMIC Grp will notbe sustainable for an extended period of time and will notachieve an optimum balance between a rapid deploymentcapability and the capability of acting in the full spectrum ofoperations.

(d) As a coherent C2 relationship for the (multinational)CIMIC Grp has to be developed during the OPP, it is imminentthat (multinational) CIMIC Grp personnel have to be involvedin the OPP as early as possible.

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(5) CIMIC Functional Specialists

The CIMIC FS are normally providing expertise from various areasGust like: civil administration, humanitarian assistance, civilinfrastructure, economy and commerce as well as cultural affairs)Functional specialist's pools can be found in NATO HO, in theMultinational CIMIC Group (MNCG) and within respective nationalentities (often utilising reserve officers)",

(6) CIMIC Reach Back Capability (RBC)

CIMIC RBC is described as the "ability to - for expanded periods oftime - gain support for multinational joint expeditionary operations(more than one), far from home territory, with little or no host nationssupport, by using CIMIC assets that are not deployed". The concept,that describes the requirement for a CIMIC RBC, recognizes the factthat - since CIMIC assets are scarce - it is impossible to deployunlimited CIMIC assets to cover all potential areas of engagement,but therefore advocates providing deployed assets with all thenecessary non-physical potential that they require to operate.

At CIMIC Grp level, RBC is the process of providing products,services and applications in a timely manner, from static elementsforming a "supportive HO" to the deployed modules in order toachieve the required efficiency and effectiveness.

2-4. General Tasks for CIMICAssets and Required Capabilities

a. Tasks

In general and besides the already described specific tasks, all CIMICassets should be able to accomplish the following general tasks:

(1) To enable HO CIMIC staff using additional specializedexecuting CIMIC assets to focus on mission support by shifting muchof the liaison functions or CIMIC basic tasks away from the HO.

(2) To support HO CIMIC staff with available CIMIC FS forexecution of specific tasks and within the limits of their contracts (ifapplicable).

(3) To support the manoeuvre units within the force in planningfor and execution of their respective assigned CIMIC tasks and topromote their successes.

4 Additional force structure information is detailed in 2390-01/SHPPC/011/00 dated 21 January2000.

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(4) To establish and maintain broad situational awareness of thecivil environment and CIMIC areas of interest.

(5) To facilitate, as a core function, the coordination andcommunication between military and the civil actors.

(6) To mediate between civil entities and the military in case ofrequests for support to be provided by the military.

(7) To determine and assess in close coordination with HQ staffthe political, social, economic, cultural and geographicalcharacteristics of the area of operations.

(8) . To monitor the coordination, control and termination ofongoing projects in support of the mission if initiated by the military.

(9) To cooperate with host nation authorities (such as civil police)or organisations which are in charge of civilian movements.

(10) To assist civil actors in the effective distribution ofhumanitarian aid within means and capabilities and upon requestonly.

(11) To determine the vulnerabilities and assess the needs of thelocal authorities and the public services.

(12) To encourage every effort to prevent conflicts and to improvethe relations between parties.

b. Required Capabilities

(1) In order to achieve the aforementioned general and specifictasks, CIMIC units should have the capability to meet the followinggeneral and specific requirements that can be easily divided in twocategories, the first one common to a" military assets and the secondone specific to CIMIC assets.

(2) General capabilities

(a) Carry out joint and combined expeditionary warfare andtactical deployment in extreme hot and cold weatherconditions and of operations in most terrains under austereconditions.

(b) Operate without support or replenishment for 3 days.

(c) Relocate independently.

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(d) Provide an appropriate level of Force Protectionagainst Improvised Explosive Devices (lED) for all organicpersonnel and equipment.

(e) Provide reallnear real time Blue Force SituationAwareness (BFSA).

(f) Share a Common Operational Picture (COP) followingthe chain of command down to the smallest level (even ifdismounted).

(3) CIMIC capabilities

(a) CIMIC Platoon

11 Provide CIMIC advice to the supported HO.

21 Execute effective C2 over subordinate sectionsand possible attachments.

31 Provide regular CIMIC updates and reports.

41 Contribute to or conduct reconnaissance andassessments.

51 Being the Civil-military interface capability to civilactors, liaising at local level (with IO/NGOsrepresentatives; authorities; commercial, medical andindustrial organizations; population) and initiatingnegotiations (if required).

61 Integrate into the IO/NGOs communicationssystem (unclassified, but protected) and act asinformation sharing capability.

71 Establish contact with informalleaders5 at theappropriate level if required.

81 If specific funds are available, be prepared tosuggest, manage, and monitor CIMIC Projects untilhand over to appropriate IOs/NGO agencies ortermination.

91 Carry out tasks simultaneously at 2-3 differentlocations.

5 Such as tribal and religious leaders, mullahs etc.22

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(b) CIMIC Company

1/ Provide CIMIC advice to the supported Ha.

2/ Plan, monitor, harmonize, analyze and evaluateCIMIC related activities carried out by the Platoons andprovide CIMIC reports to superior unit! Ha.

3/ Liaise, at provincial/regional level, with civilactors (IO/NGOs representatives; authorities;commercial, medical and industrial organizations;population). Be prepared to initiate negotiations, ifrequired.

4/ Be integrated into the IO/NGOs communicationssystem (unclassified but protected) and act asinformation sharing capability.

5/ Establish contact with informal leaders at theappropriate level if required.

6/ Contribute to the visibility and legitimacy of theforce.

7/ Establish and maintain contacts with militarycounterparts such as engineers and Military Police.

8/ If specific funds are available, be prepared toselect, prioritise and propose CIMIC Projects.

(c) CIMIC Group and Deployable Modules

A CIMIC Grp and OMs can provide the same capabilities withdifferent level of ambition (lAW strength and composition) inorder to:

1/ Provide professional staff advice on CIMICactivities to the supported force HO.

2/ Provide functional direction and guidance tosubordinate units, if coordination authority has beengranted).

3/ Plan, monitor, harmonize, analyze and evaluateCIMIC related activities carried out by assignedComponent Command (or division level) units.

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41 Liaise, at provincial/regionallevel, with civilactors (IO/NGOs representatives; authorities;commercial, medical and industrial organizations;population). Be prepared to initiate negotiations, ifrequired.

51 Be integrated into the IO/NGOs communicationssystem (unclassified but protected) and act asinformation sharing capability.

61 Establish contact with informal leaders at theappropriate level, if required.

71 Contribute to the visibility and legitimacy of theforce.

81 Contribute to the overall Force Protectionthrough actively supporting influence campaigns incoordination with INFOOPS.".

91 If specific funds are available, be prepared toplan, prioritise and manage CIMIC Projects through thecomplete life cycle of the project.

101 The employment of the OMs is expected to lastonly for a rather short time (maximum up to sixmonths). In those cases where the OM is required for alonger period, a rotation of the personal has to beplanned for.

(d) Reach Back Capability

The RBC is made available from a CIMIC Group peace timelocation. From there it supports the DM(s) and the supportedHQs, providing:

11 Required products, services and applications ina timely and comprehensive manner.

21 Liaison with lead agencies HQs (IO/NGOs)outside the JOA in accordance with the defined LiaisonArch itectu re.

31 Background information as requested(geographical, geophysical and meteorologicalinformation, including (risk) assessments.

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4/ Proposals for specific, focussed CIMIC fieldwork and advice on CIMIC related projects (if dedicatedfunds are available).

(e) CIMIC Functional Specialists

1/ Perform tasks within their respective areas ofexpertise (e. g. Civil Administration; Civil Infrastructure;Economy and Commerce; Humanitarian Assistance;Cultural Affairs)

2/ Support the CIMIC activities as Subject MattersExperts (SME).

3/ Be prepared to propose, prepare and monitorthe status of CIMIC field works in their respective areaof expertise and to conduct a final acceptance test (ifdedicated funds are available).

2-5. Command and Control (C2) relationships

CIMIC assets - which reinforce a unit - must be fully integrated into the processesof the unit in any phase of the operation. To allow the COM to make best use ofthe CIMIC assets, he should be granted OPCON on the respective units. Thegeneral relationship between the CIMIC units and the reinforced ones can be thefollowing (it may vary upon the situation):

Level CIMIC AssetJFC CIMIC Group_or DMLCC - Corps DM CIMIC Battalion HQ (*)

CIMIC CoyDivision DM (**) CIMIC CoyBrigade DM (**) CIMIC Platoon

(*) Considered to be a formation, capable to provide administrative and logisticalsupport for up to 4 CIMIC Coys; not foreseen in NATO concept, but in differentnational concepts.(**) Only for crisis situation, or in an early stage of an operation.

2-6. SummaryIt should always be understood that within each operation, both the CIMIC assetsand their C2 relationship towards the reinforced unit, must be reflected in the SORas a result of the planning process. However, the C2 structure should be flexibleenough to meet changing requirements based on mission progress or unforeseendevelopments, at each level of command, to achieve the best possible results.

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CHAPTER 3 - CIMIC LIAISON & CO-ORDINATION ARCHITECTURE (TTP 3)

3-1. Introduction

a. Civil-Military liaison encompasses all the relations in peace, crisis, orwar between military forces and the civil authorities, organisations orpopulation in a particular area in order to provide the co-operation and co-ordination necessary to facilitate and support the planning and execution ofthe military mission. The harmonisation and co-ordination of such effortenables de-confliction and economic use of available resources, bothmilitary and civil.

b. CIMIC liaison is designed to establish initial contacts to all relevantinternational civil actors. The majority of these contacts will remain in theCIMIC domain, however some - most likely security related & functional staff(e.g. medical) contacts - will be handed over after establishing initialcontact.

3-2. Aim

The aim of this TTP is to highlight the key CIMIC activities related to liaison, thekey principles of CIMIC liaison and explain the application of a liaison and co-ordination matrix.

3-3. Key CIMIC Activity

a. Direct Liaison to Key Civil Bodies. In any situation, certain civilianbodies will be fundamental to achieving the end state. These, eitherbecause of their role or because of capabilities will be the key bodies withwhich coordination will need to be established.

The CIMIC Liaison and Co-ordination Architecture must be flexible and tailored tothe mission and the situation. It must provide appropriate guidance to formationsand units at all levels and have clear areas of responsibility. Key areas of CIMICactivity that specifically relate to liaison and co-ordination are highlighted below:

(1) Designated Lead Agency. This is the nominated civilianbody for the co-ordination of International Organisation (IO)/Non-Governmental Organisation (NGO) efforts. Any 10, such as the UN,mandated by the international community to act as lead agency forhumanitarian relief operations, will normally delegate responsibilityto another suitable, role specific, agency for an operation. Often thiswill either be the UN High Commissioner's Office for Refugees(UNHCR), UN Office for the Co-ordination of Humanitarian Affairs(UN-OCHA) or World Food Program (WFP) who are primarily

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responsible for facilitating relief operations.

(2) Key lOsING Os. The lead agency will normally beresponsible for co-ordinating and synchronising the efforts ofspecific IOs/NGOs in an operation. These are normally rolespecific and recognised as experts in their own fields.

(3) Key Civil Authorities. Within an Area Of Operations (AOO),the government or governmental agencies may exist that may beable to provide detailed specific local knowledge that can assist inoperations, i.e. local councils, planning authorities, public services.In these situations, those bodies should where ever possible retainresponsibility for their respective activities.

(4) Key Donors. Often agencies or Governmental organisationsexist that are unable to conduct tasks and operations themselvesbut are able to supply either finance or materiel in support of themission. These donors may offer a key resource and therefore needto be engaged as soon as possible, i.e. Department ForInternational Development (DFID), United States Agency forInternational Development (USAID), European Union (EU) and theWorld Bank.

(5) Sectorial Lead Agencies. Within the IO/NGO community, itis common for lead agency to designate responsibility for keysupporting functions to other agencies/organisations, normallyassociated with their degree of expertise in a particular field. Theseare known as sectorial lead agencies and they co-ordinate the effortwithin designated sectors as delegated. The size and scope forsectorial agency responsibility will vary and be situation dependent;i.e. UNHCR may be designated lead agency for HumanitarianAssistance (HA) and nominate Oxfam International as sector leadagency for water and sanitation in a given area.

(6) Cluster Approach. (Based on UNOCHA Update onHumanitarian Reform, dated March 2006).Cluster Approach is a renewed effort to fill identified gaps inhumanitarian response, to ensure accountability with strengthenedleadership and clearly defined roles and responsibilities and, tobolster Co-ordination and synergy of efforts. As an approach it isintended to improve the predictability, efficiency and effectiveness ofemergency preparedness and humanitarian response capacity. Acluster is a group comprising organisations and other stakeholders.Each cluster has a designated lead, working in an area ofhumanitarian response in which gaps in response have beenidentified. These areas include service provision, relief andassistance to beneficiaries and crosscutting issues. In total there are

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9 clusters, organised at both field and global level (see also TTP 4CIMIC Liaison Officers).

b. Direct Liaison to Host Nation (HN). The support of the HN tomilitary operations, at all levels, is essential. De-confliction of activities,assistance where applicable and the provision of resources and materiel willassist in maintaining freedom of action and manoeuvre.

c. Visibility over Areas of Mutual Activity. To avoid duplication andmaximise economy of effort visibility of civil activity is essential.

d. Visibility of CEP Status and Capabilities. The ability of the HN toconduct Civil Emergency Planning (CEP) activities could either hampermilitary operations by drawing away limited resources or assist in thefreedom of action. Therefore, an overview of CEP status and potentialshortfalls is essential. In a NATO nation the HN will be likely to dictate theallocation of resources and as such direct liaison with that HN is vital.

e. Identify Key Capability Gaps. Early identification of areas wherethe military may be required to assist is important to allow contingencyplanning to take place and operations tailored accordingly.

f. Credible and Authoritative Link to the Military. If the liaisonarchitecture is to be effective, it must be viewed as a credible source ofinformation regarding the military. It must also be in a position to speakwith authority on relevant subject.

g. Point Of Contact (PaC) for Requests for Military Support. Aspart of being the recognised, single source/point of contact for the civilcommunity with the military, it must also be the recognised route, orconduit, for requests for assistance from the military.

h. Military Advice to Key Civil Bodies. In conjunction with being acredible source of information the CIMIC liaison structure must be able toprovide the relevant military advice to the civilian community as necessary.

3-4. Key Principles of CIMIC Liaison

a. Liaison Authority/Authorisation. Liaison as a daily activity is onlyallowed without prior permission if the liaison does not concern operationalissues. For all cases where operational issues would be a common area ofinterest authorisation has to be obtained, via the chain of command, prior tothe liaison activity. Within NATO IS-PASPIIS-OPS normally retains overallresponsibility for all liaison with non-NATO Entities. After formal approvalthe NATO HO always has to be informed on all liaison activity as executedand on the topics being discussed in order to provide non-NATO Entities

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with consistent information.

b. Single Point of Entry for Liaison. Civil bodies tend to have a simplystructured approach to areas of responsibility and grow quickly frustrated byrepetitive approaches by different levels of the military for the sameinformation. The creation of a liaison and co-ordination architecture minimisesduplication of effort by providing a clearly defined and accessible structurerecognised by both the military and civilian community alike. This architecturenormally is laid down in the Extended Liaison Matrix (ELM) as annex to theOPLAN (see annex GG).

c. Continuity. It takes time to cultivate and maximise liaisonrelationships between the military and the civil bodies and therefore adegree of continuity facilitates trust and understanding by both sides. Themilitary need to learn and understand the organisational structure of thecivil actor, its planning and decision process and its motivation, and the civilactor needs to develop an understanding of how effective liaison with themilitary can benefit its civil aims/goals. The planning and tailoring of theliaison structure in line with changing circumstances demonstratescommitment and implies that the military attach importance to this principle.

d. Quality of Liaison Staff. Military Liaison Officers (LOs) in thecivilian community need to be selected with care to maximise the benefit ofthe liaison, providing the commander with greatest visibility and supportwithin the civil environment. The LO must be seen as a credible source ofadvice and need to be capable of taking decisions and providing advice atthe appropriate level to the civil actor in accordance with the liaisonarchitecture.

e. Skills of the La. LOs need to be capable of collecting andassessing information to provide the commander with an accurate andtimely overall picture of a given situation or activity. They need to becapable of briefing senior staff and influencing the militaryplanning/decision cycle. LOs to the key civil bodies should be bothdiplomatic and sensitive in their approach when dealing with the variedcharacteristics of the civil dimension. They must be proactive enough toprovide advice and support to the civil bodies and community. They will berequired to have an understanding of the aims and goals of the civil bodies,their capabilities and concerns, and to identify any sensitivities that couldaffect military associations. For further details on CIMIC LO see TTP 4.

f. Two Way Information Flow. To be effective, a military LO to a civilbody must initiate and maintain a permanent exchange of information. Itis important to be able to provide the civil bodies an appropriate level ofassessment of the military perspective to common areas of interest. Thismay comprise the form of an overview of the logistic pipeline issues,security situation, availability/usability of Land Lines of Communication

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(LOC), weather information or other mutual areas of interest. In each case,the information released must be current and relevant in order to becredible and support the aims of the liaison architecture products.

3-5. Liaison & Co-ordination Architecture Matrix

a. In order to visualise the appropriate liaison and co-ordinationarchitecture that needs to be established, a matrix showing liaison activityversus level of military command is recommended. Annex GG is anexample of a possible liaison and co-ordination architecture. Priorto/during an operation a matrix should be constructed and completed toallow all levels of command to see what their liaison responsibilities are,and with whom. During an operation, if necessary, it might be required tobe updated.

b. A tactical level Ha receives an ELM as annex to the OPLAN of thehigher Ha. The tactical level Ha will need to translate the ELM into a formatthat depicts tactical level liaison responsibilities in detail. This translationideally is prepared by the CIMIC staff at the respective level, whileconsulting both higher and subordinate Has. The result is a cross-functionalELM tailored to the tactical level that will again be an annex to therespective level OPLAN.

c. A liaison and co-ordination matrix can be as simple or as complexas necessary to meet the requirement. The matrix needs to determine thekey liaison responsibilities between the civil-military community, but couldalso be expanded to outline key CIMIC responsibilities to assist tacticalformations to visualise at what level, and by what means, they may meetthe CIMIC liaison responsibility.

d. The Extended Liaison Matrix should be defined in the respectiveannex to the OPLAN.

3-6. Summary

a. It is important to identify an appropriate CIMIC liaison and co-ordination architecture at all levels during operations, both conflict and crisisresponse missions. At the tactical level, there is scope for a great deal ofconfusion and duplication of effort if liaison responsibility is not mapped outappropriately to underpin the mission.

b. The CIMIC liaison architecture may be defined either in a CIMICAnnex or as a separate CIMIC directive to underpin particular emphasiswithin the commander's mission.

c. A liaison and co-ordination matrix is a useful tool to apportion

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responsibility at the varying levels of command. Where appropriate this maybe further amplified as part of a CIMIC directive or plan. This will assist in theconsistency of approach, which becomes very important when dealing withthe IOINGO community across an entire ADO.

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CHAPTER 4 - CIMIC LIAISON OFFICERS 6 (TTP 4)

4-1. Introduction

a. AJP-3.4.9. (Allied Joint Doctrine for Civil-Military Cooperation) statesthe three CIMIC core functions as: CIMIC Liaison, Support to the Force andSupport to the Civil Actors and their Environment. Out of these Civil-MilitaryLiaison is the fundamental one. It enables the necessary co-ordination tosupport the planning and conduct of all aspects of operations.

b. TTP 03 "CIMIC Liaison & Co-ordination Architecture" deals with thebasics of CIMIC liaison, highlighting key CIMIC activities related to liaison,key principles of CIMIC liaison and explaining the value and application of aliaison and co-ordination matrix.

c. To cover the need of civil-military liaison to InternationalOrganisations (lOs), Governmental Organisations (GOs), NonGovernmental Organisations (NGOs) and governmental/local authorities,CIMIC Liaison Officers (LOs) are integrated into military staffs.

d. The CIMIC LOs are to be found in the A9/G9/N9/CIMIC branch andin other CIMIC Units as described in TTP 2. Their main function is to serveas the main military point of contact for the civil environment in the scope ofCivil Military Co-operation. In addition, HQs also send separate military-to-military LOs under Ops Centre - or direct A3/G3/N3 control - to othercomponent commands, superior HQs and expect LOs from subordinatedand flanking formations as well as from Host Nation (military / non-militarygovernmental) and from lOs, if any.

e. The term Liaison Officer (LO) as used in thjs document refers to anyperson (military or civilian), who is sent out by their entity for the purpose ofliaison. A Liaison Team (LT) is any group of 2 or more LOs.

4-2. Aim

The aim of this TTP is to detail the role of the CIMIC Liaison Officer within themilitary staff, to display an expected CIMIC LO profile and to provide some usefultools for the CIMIC LO in order to optimize his liaison activities.

3261n this TTP the male form is used to address male and female CIMIC Las similarly.

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NATO UNCLASSIFIEDAM 86-1-14-3. Basic Activities to be Performed by CIMIC LOs

Based on the key principles of CIMIC liaison, the CIMIC LO has to be prepared toperform the following activities:

a. The CIMIC LO has to liaise - either pre-planned or ad hoc - , identifycounterparts, co-ordinate activities and support comprehensive planningand execution of the operation. To do this, he has to use unclassified(communication) means within security constraints, restraints andprecautions, in order to provide, receive and exchange information.

b. The CIMIC LO has to make himself familiar with his counterparts'mandate, aim, objective and strategy to identify possible areas of commoninterest. He has to be prepared to work together with coalition partners-ifpresent in the area-in identifying unity of purpose whenever it is applicablewith regard to specific civil actors, mainly governmental authorities

c. The CIMIC LO has to maintain close contact and build up a goodworking relationship with the civil actors, who are important for thecommander. Therefore the relationship between CIMIC LOs and civilactors must be based on mutual trust, confidence, understanding andrespect.

d. The CIMIC LO should maintain, expand and update the Point ofContact (POC)-list, attached as Annex HH. The template for working withcivil actors is based on the CIMIC Liaison assignment and the overallExtended Liaison Matrix (ELM).

e. The CIMIC LO has to establish the first contact to all civil actors,following the single Point of Contact principle. This rule has to beacknowledged and respected by all Subject Matter Experts (SMEs) and HQbranches. The CIMIC LO then is the "eyes, ears and voice" for thecommander, HQ staff branches and their staff members, and is able to gaindirect access to civil counterparts for these HQ branches (e.g. G2, G3, G4,G5 etc.) and SMEs (e.g. LEGAD, PlO, POLAD, GMED, ENG, etc).

f. The CIMIC LO must identify key capability gaps in the civilenvironment that might impact on the mission. Based on the civil proposalsand his own assessment he will recommend possible solutions to deal withthese gaps and bring it to the attention of the appropriate branch(es) in theHQ through the CIMIC branch.

g. The CIMIC LO has to be aware of other LO and CIMIC units'activities, as directed in the Annex Waf the OPLAN or OPORD. If a

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situation arises, where a conflict of interests is foreseeable, he has to seekde-confliction through the chain of command.

h. The CIMIC LO, as part of the overall Information Campaign, has topromote Commander's Intent and Master Messages. The CIMIC LO has topropose and prepare visits of the commander related to the Commander'sIntent and interests.

4-4. CIMIC LO Integration into CIMIC Branch Structure and Procedures

a. Based on the ELM the Chief CIMIC Lü assigns his CIMIC LiaisonTeams to the civil counterparts.

(1) The internal organisation should balance the amount ofavailable CIMIC LOs and the amount of civil actors. The first stepshould be the decision on prioritising organisations and civilauthorities; some are more important for the mission and need moreattention than others.

(2) Some high level civil authorities (e.g. ministries, governors,embassies) might require a high-ranking, seasoned officer in order tobe accepted.

(3) CIMIC LOs, who spend most of their time within securedcompounds of the prominent organisations, can be deployed on theirown, while CIMIC LOs who visit local authorities and smaller civilorganisations might have to team up with a second team for securityreasons.

(4) Civil agencies/organisations operating within the same area ofinterest could be assigned to one Liaison Team in order to ensurelong-term efficiency.

(a) These areas of interest may be, depending on themission priorities, "returnees & repatriation", "employment &commerce", "education & vocational training", "culture, media& sports" and/or "public health & nutrition".

(b) The cluster organisation in the UN co-ordination, asdepicted in Annex HH, can also be used to assign LiaisonTeams.

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b. The integration of the CIMIC LOs into the CIMIC branch proceduresis based on their involvement into the daily CIMIC Ops/Plans-duties (battle-rhythm) by contributing and forwarding information without being activelyinvolved in the staff procedures and actions.

(1) As interface between the military and the civil environment theCIMIC LOs forward on the one hand CIMIC Ops/Plans-decisions andRequests for Information (RFls) to the civil counterparts, and on theother hand civil actors' information and requests to the CIMICbranch; these interactions are always based on CIMIC staffguidelines, timelines and priorities and have to be followed by currentupdates of the military and civil situation.

(2) RFls from other staff branches should be transformed intotasks for LOs as soon as possible in order to avoid that thesebranches start by themselves to contact the civil actors.

c. The Chief CIMIC Liaison Officer directs, advises and supports theCIMIC LOs during their liaison planning and provides feedback to theirliaison reporting.

(1) Planning for CIMIC liaison requires a detailed exchange ofinformation between the CIMIC LOs with regard to daily liaison-objectives and needs for (internal) support and co-ordination.

(2) A short and a mid-term planning cycle, in whichvisits/meetings are prioritized, following direction and guidance fromCIMIC Plans and Ops or from other branches, if applicable, must beimplemented.

(a) The short term planning encompasses in detail allCIMIC liaison activities for the next 7 days, including thenomination of the responsible CIMIC LO, cars, drivers,interpreters and necessary equipment.

(b) The midterm planning for week 2-4 will be kept as draftfocussing on fixed (regular) meetings, visits to organizations,local authorities or others, that are involved and pursuingongoing activities and developments.

(c) It goes without saying that such a planning has to beupdated on a daily basis in order to create and maintain apermanent CIMIC LO working plan and activity calendar for

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the Liaison Teams that is synchronized with the overall CIMICactivities.

(3) CIMIC liaison reporting requires a detailed exchange of liaison- results and achievements, and must prove, on a permanent basis,the value of the liaison activity in support of the mission. Asuccessful tool to achieve good results is making use of a CIMIC LO-report format, attached as Annex II. Every liaison activity has to bereported, using this format. After internal staffing and approval by thetasking authority, this report will be issued to the respective branchesor Subject Matter Experts (SME) in the unit.

(4) This kind of CIMIC liaison process, managed by the ChiefCIMIC LO, enables the CIMIC LOs to execute their tasks in the mosteffective way. The complete process always comprises of liaisonplanning and effective liaison activities like visits/contacts,assessments/analyses, information collection/sharing/exchange,advise/recommendation, co-ordination/consuIUsupport and alwaysends with a report.

(5) Recognizing the fact, that a CIMIC liaison officer is theTrademark for the sending unit and might have, as an individual, asignificant impact on the mission, compromises should not beaccepted in context with their military and personal skills, their propereducation (CIMIC Courses), their training (exercise participation),their language skills (English) and their capability of usinginterpreters. The minimum standards are described in the followingchapter, to allow an individual preparation for the job of a CIMIC LO.

4-5. CIMIC LO Background

a. CIMIC LO profile. CIMIC LOs should fit in a certain profile, whichcomprises general, military and personal skills, qualifications andknowledge.

(1) General skills

(a) A CIMIC LO should speak good English, with minimumlanguage proficiency in accordance with STANAG 6001(listening - level 3, speaking - level 3, reading - level 3 andwriting - level 2). He needs these skills to be able tocommunicate well, both in the military organisation andoutside in the civil environment.

Good language skills will support the contacts, conversations,meetings and enable him to give both verbal and written

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feedback in his daily duties.

(b) He must be able to deliver briefings andattend/participate in meetings. Especially he must becapable of briefing senior staff, thus influencing the militaryplanning and decision cycle at his level.

(c) He must have good knowledge of standard AutomatedData Processing - ADP (i.e. computer skills).

(d) He must have NATO staff experience and mustunderstand the (NATO) organisation, mission, tasks, OPLAN,OPORDERS, Commanders Intent, -priorities and MasterMessages. He must also be able to achieve or contribute toclear objectives as set forth by taskers or Direction &Guidance inside the HQ.

(e) He must be open-minded and have transparentapproach. He must also be able to practically apply hisknowledge and to make initial critical assessments based onhis daily work, duties and experiences.

(f) The CIMIC LO can be seen as one of the "eyes, earsand voices" of the Ha. He must have a good understandingof the "other" - civil - side and have proper knowledge of theirorganisations, policy, missions, aims and goals, capabilitiesand concerns. Related to this knowledge, the CIMIC LO mustunderstand the Codes of Conduct, restraints and constraintsof the civil organisations and identify any sensitivity that couldaffect the associations to the military. Consequently, CIMICLOs can be considered as a professional counterpart for theseorgan isations.

(g) Furthermore, he must be able and capable to work withinterpreters, and have cultural-, gender- and media-awareness.

(2) Specific (military) Skills

(a) A CIMIC LO must be capable of collecting andassessing information to provide his commander with anaccurate and timely CIMIC appreciation of a given situation oractivity. He must have a good situational awareness.

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(b) It is important for the LO to have field experience inCIMIC; this is not mandatory but recommended.

(c) A CIMIC LO must be "Fit for Action", both physical andmental, and have followed the pre mission training.

(3) Specific Personal Skills

(a) A CIMIC LO must have qualities in leadership andpolitical insight, present authority and always be in time.

(b) He must have the ability to adjust to different -sometimes rapidly changing - situations. This requiresspecific knowledge related to those situations, flexibility,understanding, tact and perseverance.

(c) He must have good negotiation skills and knowledgein preparing and conducting (CIMIC) meetings. A basicknowledge in conflict management techniques should as wellbe part of his skills.

(d) He must show a positive attitude towardscommunication in a broader sense, as this can influence themission in general in a positive way.

(e) He must be diplomatic, patient and sensitive in hisapproach to the key civil bodies when dealing with the variouscharacteristics of the civil dimension.

(f) He must perform a proactive approach, able to provideadvice and support to the civil bodies and community whenrequired.

(g) He must be reliable, accurate, credible and capable ofcreating "continuity" in the liaison fieldwork environment.

(4) Final Remarks

(a) It is important to specify the kind of job the CIMIC LOperforms and whom he will liaise with.

lOs and NGOs differ from local authorities and both differ fromthe military. Therefore balancing between these differentactors plays a significant role.

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(b) It is recommended to pay attention to the age of the LOrelated to life- and military experience, maturity and rank.

(c) Gender is to be taken into account as well, as this is asensitive issue in Islamic dominated societies. For example, itcould be wise to deploy a female CIMIC LO to achieve moreeffect, e.g. to local governmental institutions or offices where awoman is in charge. In addition many women work in differentlOs and NGOs; therefore sending a female CIMIC LOsometimes enables easier access.

b. Pre-mission preparation for the CIMIC LO. In order to prepare aCIMIC LO in the best way a pre-mission training is a must. This training isconducted during the period from being appointed for the mission till thedate of departure. This period is filled with courses, training and personalpreparations. In addition to this the CIMIC LO has to conduct a decentbackground study on mission related issues enabling him to actprofessionally as a CIMIC LO. Activities to conduct are in detail:

(1) To attend the NATO Basic CIMIC Course. This courseincludes topics like negotiation skills, working with interpreters,cultural-, gender-, and media- awareness. The need for additionalcourses depends on the capabilities of the respective CIMIC LO. ForCIMIC LOs, who will work at Brigade Level or above, theparticipation in the NATO CIMIC Staff Course is also recommended.

(2) To participate in the Mission Rehearsal Training (MRT)and the Mission Rehearsal Exercise (MRE). The MissionRehearsal Exercise (MRE) is basic and should be consideredmandatory for each CIMIC Staff Officer. The MRE provides theopportunity to meet and train together with the other members of theCIMIC branch, the different Subject Matter Experts (SMEs) and theother Ha branches. This two-week training generally consists of thefollowing blocks: Mission Specific Training, Functional Area Training,Battle Staff Training (within the first week), and the exercise itself inthe second week. The aim of the MRE is to provide a Ha TrainingProgramme to prepare the Key Leaders and the staff assigned to theHa for a successful deployment.

(3) To study relevant documentation to achieve in depthsituational awareness related to the respective country. Thissituational awareness should focus on historical, cultural, social,political, religious and economic background-documentation, andinclude relevant political and military documentation, such as

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different Agreements, UN Security Council Resolutions (UNSCRs),Memoranda Of Understanding (MOUs), Status Of ForcesAgreements (SOFAs), Standing Operation Procedures (SOPs),Operational PLANS (OPLANs), Operational Orders (OPORDERs),Terms Of Reference (TORs), etc. This information can be found inexisting Country-, Area-Studies and Handbooks and in the Internet.The CIMIC LO must know "who-is-who" (CIMIC LO structure,assignment, CIMIC Liaison Matrix). He must be "connected" (viatelephone and/or e-mail) to the present CIMIC LO organisation in themission area in general, and specifically to his predecessor. Thus hewill be able to exchange information and to get a proper andaccurate view on the situation in the Area of Operation as such, toread reports, to zoom in on relevant organisations and to use existingexpertise.It is highly recommended to have a sufficient overlap and hand-overperiod to exchange information and to visit Civil Points of Contacts atan early stage of the CIMIC LO's mission period.

(4) To make the necessary private and administrative(obligatory I national) arrangements.

4-6. Basic Tasks for CIMIC LOs

In general the CIMIC LOs are "tools" to be used by both the military and the civilside. Basic tasks for CIMIC LOs are:

a. In accordance with the mission (OPLAN, orders, ... ), establish andmaintain routine contacts and ensure effective and constant communicationwith governmental and local authorities, civil population, lOs, GOs, NGOsand other parties involved in the CIMIC field, in order to provide the HQ staffwith up-to-date information on the civil environment and vice-versa(situational awareness).

b. Contribute, if requested, to co-operation with lOs, GOs and NGOswithin means and capabilities, and specifically to support the planning andco-ordination of humanitarian missions.

c. Ensure that requests for liaison assistance from the civil populationare forwarded, and to propose and arrange liaison meetings, if applicable.

d. Take efforts that a co-operative image of the military Force and theForce legitimacy is generated through positive contacts with the civil actorsthus contributing to Force Protection.

e. Contribute to information update of the subordinate unit commandersabout civil status in their mission area.

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f. Facilitate or conduct negotiations when required.

g. Exchange verified information with civil agencies on security mattersin the mission area. Have sufficient and if possible up-to-date knowledgeabout Force deployment ("UNCLASSIFIED Information"), location ofinsecure areas, population movements, destroyed areas, presence oflandmines/unexploded ordnance (UXO) sites, etc., in order to properlyinform the civil counterparts.

h. Provide regular CIMIC updates including information consolidatedfrom the CIMIC Centres and CIMIC Teams.

i. Inform, after request and internal staffing, the humanitarian agenciesof plans/ideas by CIMIC for emergency relief or rehabilitation programs inthe mission area.

j. Contribute to and, if required, to conduct assessments on the civilsituation.

k. If required, be available for briefings to visitors.

I. When using interpreters, inform him/her prior to the interview aboutthe intention/agenda and to give him/her enough time to do his/her jobduring the interview. Always make sure to face the person you are liaisingwith and not the interpreter.

4-7. Basic Guidelines for CIMIC LOs and their use

a. Based on general guidance for CIMIC LOs, there are several duties;the CIMIC LO has to cover prior to/during/after the execution of his liaisontasks. A checklist is attached as ANNEX KK.

b. In addition, to find an effective way of negotiating and forwardingquestions the CIMIC LO has to stick to some fundamental rules andtechniques, as depicted in Annex KK.

c. In context with sending out female CIMIC LOs it has to be taken intoaccount that in some countries / areas local leaders do not accept femaleCIMIC LOs as valid counterparts. On the other hand female CIMIC LOsmay facilitate contacts with the local female population. When in doubt,female CIMIC LOs should always be accompanied by an equal male CIMICLO.

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d. In order to gain benefits from continuity and personal relationshipsCIMIC LOs are required to be assigned to the civil counterparts for at least6 months or their whole tour of duty.

4-8. Specific Guidelines for Liaison with Civil Authorities I Organisations

a. In order to control the CIMIC activities and to ensure the proper co-ordination and prioritization of tasks, the CIMIC LOs are tasked to improvethe liaison activities with IDs, GOs and NGOs, together with governmental /local authorities and other appropriate civil actors.

b. The IDs, GOs and NGOs are experts within their respective fieldsconducting assessments on their own. Whereas the focus of 10-/GO-/NGO-assessments may differ from that required by the military, it maynevertheless be of great value to review them and take them as a vitalcontribution to the military assessment process. Exchange of knowledge,experience and information supports this process.

c. Civil authorities have to be approached with the respective respect,no matter how organised or effective they are. Patronizing them or givingthem the feeling that we consider them to be of minor value might onlyalienate them, which will in turn lead to less effective co-operation and maylead to information gaps.

d. Taking security restrictions into account, the military has to sharemilitary information of mutual interest with the relevant counterparts in orderto improve civil-military relations.

e. In order to liaise effectively with civil authorities/organisations CIMICLOs have to be aware of their culture, identity, structures and procedures.

(1) Similarities. Military actors have a lot in common with civilactors: e.g. affiliation to their mission, commitment to peace andstability, a hard working attitude, international experience, life withhardship and danger, personal risk of injury, decision making underpressure, a certain degree of frustration with political decisions,making work less effective.Soldiers and civilians use a different vocabulary. In order tounderstand each other, both sides should avoid using their specificterminology, at least in the beginning of co-operation.

(2) Differences. Organisational goals, composition andstructures of military and civil organisations are different. Most of theIDs and NGOs work with a "Code of Conduct" based on impartiality,

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neutrality and humanity. In a very consequent manner theorganisational goals of lOs, GOs and NGOs therefore see thealleviation of human suffering as the highest priority. The use ofarmed forces as preparation for warand not as a real solution to anyhumanitarian problem.The organisational composition of lOs, GOs and NGOs differs withregard to gender, age and ethnicity of the members. Theorganisational structure and procedures of lOs, GOs and NGOs areprimarily determined by de-centralized (versus hierarchical in themilitary domain) decision making, donor driven tasking andexecution. The normally short fix approach of the military is hereconfronted with the long-term development approach of the 10/NGOcommunity.

f. A general knowledge on facts and attitudes, typical for civilorganisations, will help the CIMIC LO to find an appropriate approach tothese counterparts A useful Need to Know List for Liaison with CivilAgencies is attached as Annex LL to this TTP. It inherits additional hints forliaison with civil agencies.

4-9. CIMIC LO Equipment

a. Equipment. The equipment for the LO should be tailored to themission and should at least meet the following standards: A CIMIC LO mustbe mobile and able to communicate with all relevant partners. He also hasto be able to ensure his safety according to the threat level.

b. Tools. For effective liaison networking various tools are imperative.

(1) Tools of communication: meetings, visits, contacts, CIMICCentres, E-mail, SMS/ MMS, business cards.

(2) Tools of documentation: CIMIC LO Reports (Annex JJ) anddatabases ("Point of Contact - Database" Annex HH) or TTP10CIMIC databases.(To be developed)

c. Interpreters. When necessary, interpreters will be contracted. Dueto the different languages and dialects a local hiring will be common. Whenusing interpreters, their loyalty/background and the increasing complexity ofcommunication via an interpreter have to be taken into account. Aninterpreter is always part of the team and the CIMIC LO should always try touse the same interpreter. An interpreter has to be trained prior to his firstemployment, to get used the military behaviour and expectations. Later on

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he has to be pre-briefed upon a meeting and de-briefed afterwards in orderto get information that goes beyond the spoken words.

4-10. Summary

CIMIC LOs contribute to the success of a mission acting as the interface betweenmilitary and key civil actors in the mission theatre. Both, civilians and military,benefit from a sharing of complementary information and from a judicious sharingof resources. It is imperative to the mission, that CIMIC LOs are deployed as aninterface to serve the very crucial function of contacts between the military andcivilians in order to rather enable than to co-ordinate. It is the job of the LO toensure that his civil counterpart understands that NATO CIMIC serve the militaryneeds first and foremost. It goes without saying that for this kind of work theorganisation must send the right (qualified) people. For this it is necessary toselect, prepare, train and educate these people in time in order to have them readyto fulfil their duties in the mission area.

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CHAPTER 5 - CIMIC CENTRES (TTP 5)

5-1. Introduction

a. CIMIC centres are a means to execute the CIMIC Liaison and Co-ordination architecture on the tactical level. CIMIC centres provide as a rulea physical stationary location where the military force can interface with thecivil population, civil authorities, civil international and national organizationsand other stakeholders. CIMIC centres are the communication andcoordination link between the civil environment and the military. CIMICcentres must be assigned to an Area of Responsibility (AOR). Theestablishment of a mobile CIMIC centre has to be assessed, in particular inlarge AORs

b. The need to establish a CIMIC centre as part of the military force isbased upon the following requirements:

(1) To effectively share information and manage co-ordinationbetween the civil and the military communities in order to allow therelated HQ CIMIC staff to focus a broader CIMIC support to thecommander.

(2) To support Information Operations through transparency bypromoting positive aspects of the mission and military activity.

(3) To establish and maintain broad visibility over the civilenvironment and CIMIC areas of interest.

(4) To manage and validate requests for military support fromcivil bodies.

5-2. Aim

The aim of this TTP is to set out the principles for the establishment of a CIMICcentre, to determine their role as part of the CIMIC liaison architecture and toidentify areas where potential challenges may arise.

5-3. Functions

a. A CIMIC centre provides a physical location where the military caninterface with the civil population, civil authorities and civilian organizations(IOs/NGOs). As such, it acts as a focal point and communication linkbetween the civil and the military communities.

b. The key functions of a CIMIC centre can be summarized as follows:

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(1) Facilitation and Co-ordination. The CIMIC centre:

(a) Provides a focal point for liaison with civil bodies inorder to provide visibility and allow for harmonisation ofmilitary and civil activities within the AOO.

(b) Enables headquarters (Ha) CIMIC staff to focus onmission support by shifting much of the liaison function awayfrom the Ha.

(c) Provides guidance on military support to civil bodiesand projects.

(d) Provides facilities for civilian bodies such as meetingfacilities, maps, and access to communications, securityinformation etc.

(2) Monitoring. The CIMIC centre plays a significant role inmonitoring and tracking the civil situation. The use of acomprehensive reports and returns mechanism will enable this.

(3) Information Management. The CIMIC centre facilitatessharing of information between civil actors and Alliance Forcesthrough:

(a) Acting as an hub for exchanging information.

(b) Assisting situation monitoring by collecting andcollating of information.

(c) Establishing an interface for situational information andassessments.

(d) Disseminating of information in support of InformationOperations.

(e) Providing security information on curfews, mines,border status, routes and other threats.

5-4. The CIMIC Centre as Part of the CIMIC Liaison Architecture

The CIMIC centre is just one component that contributes to the overall force'sCIMIC liaison architecture. Even if it has been identified that there is a civiliandimension to an operation, it should not necessarily follow as an automaticassumption that there is a requirement to establish a CIMIC centre, the decisionto do so should be based on an initial assessment. It must be closely co-ordinated with all other components such as the use of Liaison Officers and

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NATO UNCLASSIFIEDAM 86-1-1CIMIC meetings. Consideration needs to be given to the following

a. Requirement. The need for a CIMIC centre must be assessed. Ifthere is no requirement, then the force should avoid establishing them. Toascertain the requirement the CIMIC staff should conduct an assessmentasking questions such as:

(1) What is the operational requirement identified and specified inthe Operationsl Plan (OPLAN Annex W)?

(2) How can liaison best be achieved/what is the best approach?

(3) Do the civil organizations/agencies already have a liaisonnetwork that the military can hook up to? Are these organizationswilling to let the military participate in this network?

(4) If a CIMIC centre is required, what functions are to beperformed'?

b. Quantity. Identify the level of support and the amount of CIMICcentres required.

c. Focal Points. For improving effectiveness of all actors in liaison andexchange of information, Alliance Forces need to indicate and provide asingle point of contact (SPOC) per command level to the civil actors. Thisdoes not mean that direct subject related interaction of certain branches ofthe Alliance Forces with any civil actor needs to be prevented. However, theSPOC assumes the general interface from the military side and provides anentry point. The CIMIC centre assumes the role of a SPOC, thus its staffneeds to co-ordinate their activities with the CIMIC Liaison Officer dedicatedto a particular IO/NGO minimizing the amount of focal points anddetermining clear liaison responsibility.

d. CIMIC Centre Allocation within an AOO. In order to determine therequired number of CIMIC centres and their location the following factorsneed to be considered:

(1) Size of AOO.

(2) Population density.

(3) Availability of a common means of communication withIOs/NGOs.

(4) Establishment of a lead agency or sector lead agency.

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(5) Organisations of civil authorities and boundaries.

(6) Number and concentration of IOs/NGOs and their specificresponsibilities.

e. Command and Control. The Command and Control relationshipbetween the CIMIC centre, the CIMIC unit providing the CIMIC centre andthe headquarters they are assigned to, needs to be clearly defined toensure consistency of approach.

f. Co-ordination of Activities. All CIMIC centres - independent fromthe level they are assigned to - should follow a consistent and co-ordinatedapproach to CIMIC activities and plans. Co-ordination betweenneighbouring CIMIC centres is also vital in order to avoid duplication ofefforts and to provide similar information and facilities across the area.

g. Outreach. A CIMIC centre needs to attract civilorganisations/agencies and the local population to visit and exchangeinformation and if possible co-ordinate mutual activities. The CIMIC centretherefore should provide a service or inducement; these may include:

(1) Area security assessments (including unclassified militarysituation reports (SITREPS)).

(2) Mine awareness briefs/information/maps.

(3) Weather reports.

(4) Status of Landlines of Communication (LOC).

(5) Access to Information Technology (IT)/Telecommunicationsfacilities.

5-5. Establishing a CIMIC Centre

a. The key factors to be considered when planning the establishmentof a CIMIC centre are listed below. In addition, a more detailed checklist isattached as Annex MM.

b. Location. To be effective a CIMIC centre must be accessible for itstarget audience (respective civil bodies). The location will also bedetermined and often constrained by military operational requirements.The provision of security will often influence the decision for the location ofa CIMIC centre and therefore restrain the effectiveness of a specific CIMICcentre. CIMIC centres must avoid being within the military perimeter of any

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barracks or HQ ("within the wire"), but the location must be determinedcarefully in order to enable access to all necessary military support.

c. Manning. Since both military and civilian staff of the CIMIC centrewill be responsible for varying functions these staff members need to becarefully selected. The requirements may differ considerably for eachoperation or CIMIC centre within the same AGO. Latest developmentsdriven by NATO's emerging involvement in Stabilisation andReconstruction (S&R) might create the need to attach civil subject matterexperts (SMEs) to the CIMIC centre. A detailed concept for such "Inter-Agency Centre" has been developed by HQ 1 (GE/NL) Corps and isavailable for broad utilization.

d. Communications. CIMIC centres must be equipped with adequatemeans of communications. This includes the ability to maintain acontinuous contact between the CIMIC centre and the appropriate HQ aswell as the ability to be able to communicate with all respective civilorganisations/agencies. In worst case scenario the CIMIC centre must beable to provide these organisations with access to communication meansor even the means itself.

e. Accessibility. A CIMIC centre can only be effective in fulfilling all ofits designated functions if it is accessible. If the respective civilorganisations/agencies cannot gain access to, or if access is limited, theability for civil-military liaison to take place will be severely hampered.

f. Force Protection. The requirement and level of force protectionshould be carefully tailored based on the threat assessment as conductedfor each specific CIMIC centre. The level of force protection is directlyinfluencing the accessibility of the CIMIC centre. The related HQ in itsCIMIC centre force protection planning will consider scenarios as:evacuation, public disorder, terrorism and/or attacks.

g. Information Security. The threat to a CIMIC centre positioned inthe civil community will need to be assessed continuously. Theemployment of civil staff, use of secure and insecure communications, ,access and general security of information will be laid down in the InfoSecPlan for the respective CIMIC centre.

h. Infrastructure. Manning, Force Protection and InfoSecrequirements dictate the selection of suitable infrastructure. The bestsuitable infrastructure might however be counter-productive to the natureof a CIMIC centre as the organisations/agencies and civil population mightconsider the chosen infrastructure "overdone".

i. Funding. Costs relating to CIMIC centres might be significant andmust be assessed during the planning stage. Expenses will not only relate

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to the number of centres but will also include construction costs, rent,amenities, communications costs, vehicles, administrative and staff costs(in particular that for civilian staff such as interpreters etc).

j. Life Support. The ability for the force to sustain the CIMIC centreand its staff must also be considered during the planning process.

k. Transport. The CIMIC centre must be provided with adequatetransportation means and should have the possibility to locate thesemeans in a safe and secure way.

I. Method of Operation. The conduct of operation for a CIMIC centrewill be laid down in the related Ha Standing Operating Procedures (SOPs).Wherever possible these SOPs should be standardised across the entireAOO.

m. Restrictions. The CIMIC centre must avoid restrictions based onlanguage, gender, religion, local customs, cultural differences etc as far aspossible.

5-6. Potential Challenges

The following represent some of the challenges while operating a CIMIC centre:

a. Information Versus Intelligence. The CIMIC Centre must ensurethat it is not being seen as an integral part of the intelligence community.Information exchange must be carefully managed to ensure that trust isestablished and maintained.

b. Mission Focus. CIMIC support across the AOO must be focusedon consistency in maximizing meeting local needs and prevention ofdependency on military support while supporting the Alliance Forces infulfilling their mission. The CIMIC centre is well placed to monitor, adviceand manage civil-military co-ordination of activity to avoid mission creep.

c. Trust. To be effective, the CIMIC centre must gain credibility withthe organisations/agencies with which it interacts. In many cases themilitary is well placed to exchange information and advice which is of valuefor IO/NGO activities and the military organisation. The informationexchanged must be consistent and credible.

5-7. Summary

a. The establishment of a CIMIC centre will be dependent upon theresult of Theatre Civil Assessment (TCA). CIMIC centres can be employedas the focal point to facilitate civil-military liaison.

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b. The size and scope of the CIMIC centre will be situation dependentand will remain flexible to adjust to changing conditions and priorities. ACIMIC centre will be responsible for ensuring a consistent approach acrossthe AOO whilst remaining credible, legitimate and accessible for the civilcommunity.

c. The CIMIC centre will be a satellite of the related Ha. It will activelycontribute to the formation's reports and returns process and help toenable the commander to gain maximum visibility on the civil environmentacross the AOO.

d. The necessity and use of CIMIC centres depends on the situation.Most likely CIMIC centre will be established during the initial phases of themilitary operation.

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NATO UNCLASSIFIEDAM 86-1-1CHAPTER 6 - GUIDELINES ON DE CONFLICTION OF CIVILIAN MASSMOVEMENTS (TTP 6)

6-1. Introduction

For the purpose of this TTP a civilian mass movement is defined as aconsiderable assemblage or number of civilians moving in the AOR. Civilianmass movements, if uncontrolled and not well coordinated with military forcesand operations may hamper the latter. De-confliction between civilian and militaryauthorities is essential to avoid unintended and collateral damage to civilians. Ittherefore is in the commander's interest to de-conflict civilian mass movementswith military operations. Ideally local authorities and civil agencies will coordinatecivilian mass movements, and co-operate with military formations in theatre tode-conflict civilian and military movements. In cases where local authoritiesand/or civil agencies cannot or will not coordinate civilian mass movements themilitary will have to playa more active role in the coordination and control of civilmovements.

6-2. Aim

The aim of this TTP is to describe a possible CIMIC input into the planningprocess and to describe a possible CIMIC role during the execution of anymilitary operation in an area with (potential) civilian mass movements.

6-3. Civilian Mass Movements De-Confliction

a. General

What the Forces may face is unpredictable and a lot of different factors willinfluence the situation in the field, i.e. the capability of Host Nation (HN)authorities and possibly supporting IOs/NGOs, natural, social, economicaland religious circumstances. This TTP only portrays the two extremesituations: "Active HN engagement - Low military profile" and "No HNengagement - High military profile". For CIMIC staff and CIMIC assetsmonitoring and reporting on the civilian environment is a normal task. De-confliction of civilian mass movements and military operations requires HQ-wide involvement.

b. Active HN Engagement - low Military Profile.

In the best-case scenario HN Authorities and IOs/NGOs are present, theyexecute effective control and are able to take care of civilian massmovements. At this stage the involvement of the Force is carried out byactive (CIMIC) liaison with IOs/NGOs and HN authorities and monitoring,reporting and assessing the situation through all forces on the ground. In

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this scenario the responsibilities are divided as follows:

(1) HN is the responsible authority for issues related to civilianmass movements.

(2) UNHCR is the designated UN agency responsible for lOPsand refugees, and might support the Host Nation upon request.UNHCR's original mandate does not specifically cover lOPs, butbecause of the agency's expertise on displacement, it has for manyyears been assisting millions of them, more recently through the"cluster approach". Under this approach, UNHCR has the lead role inoverseeing the protection and shelter of lOPs as well as coordinationand management of camps

(3) S3/G3/J3 is in charge of monitoring all civilian massmovements while at the same time the MovementCell/Section/Branch is in charge (if and when required) for the routede-co nfliction.

(4) S9/G9/J9 is responsible for providing of pertinent informationthrough liaison to HN authorities and IOs/NGOs. Information to beobtained by the CIMIC LO includes, but is not limited to:

(a) (Updated) Facts and figures on the civilian massmovement

(b) HN plans / intentions & capabilities

(c) IO/NGO intentions & capabilities

(d) Capability gaps and eventual requests for militarysupport

(5) S2/G2/J2 will contribute to the overall picture of the civilenvironment.

(6) De-confliction will mainly happen through activities from insidethe OPSCEN/JOC/CJOC.

c. No HN Engagement - High Military Profile

In the worst-case scenario HN Authorities and IOs/NGOs are not available,not able or not willing to take care of civilian mass movements already inprogress or about to happen. If a mass movement is expected to hamperown operations, the military, through (CIMIC) liaison, will have to initiateactivities by negotiations with informal leaders, informing HN authorities andIOs/NGOs (also if not present at the spot) facilitating their involvement

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through appropriate actions. Monitoring, reporting and assessing thesituation through all forces on the ground is paramount to understand andcope with this demanding situation. In this scenario the responsibilities aredivided as follows:

(1) In the absence of (functioning) HN Authorities the UNHCR isthe designated UN agency responsible for IDPs and refugees. Assuch they will support the HN. I

(2) S3/G3/J3 (current operations), respectively G35/J35 (mediumterm planning) or G5/J5 (long term planning) with CIMIC Staff in asupporting role, will provide unity of effort. S3/G3/J3 is responsiblefor monitoring all civilian mass movements while at the same timethe Movement Cell/Section/Branch is responsible(if and whenrequired) for the route de-confliction.

(3) S9/G9/J9 is responsible for part of the information provisionthrough liaison to UNHCR and other IOs/NGOs involved. Informationto be obtained by the CIMIC LO includes, but is not limited to:

(a) Structure and responsibilities within the humanitarianactors (HA) community to include identification ofpossible/recommended points of contact.

(b) (Updated) Facts and figures on the civilian massmovement as provided by HA community and CIMIC assetson a continuous base.

(c) UNHCR plans/intentions & capabilities.

(d) Other IO/NGO intentions & capabilities.

(e) Host Nation intentions & supporting capabilities.

(f) Capability gaps and requests for military support.

(4) S2/G2/J2 will contribute to the overall picture of the civilenvironment.

(5) CSS staff will plan for necessary support to be delivered in allfunctional areas.

(6) De-confliction will mainly happen through activities from insidethe OPSCEN/JOC/CJOC.

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d. De-Confliction of Civilian Mass Movements and MilitaryOperations.

The de-confliction of military operations and civilian movements will bedepicted in a Movement Coordination Plan (MCP). An example can befound in annex NN. During the execution of the MCP the followingsupporting activities may be performed:

(1) Continuous surveillance of individuals, groups, activities, orlocations by all available assets.

(2) Imposing restrictive measures such as curfews; travel permits;registration of firearms; identification of persons. LEGAD contributionis mandatory prior to implementation of any restrictive measure.

6-4. Summary

De-confliction of civilian mass movements and military operations is a demandingtask that should be executed by HN authorities (and possibly supported byIOs/NGOs if necessary). If HN authorities are not present, incapable or unwillingto deal with such circumstances the Force (within means and capabilities) couldbe engaged to de-conflict civilian mass movements and military operations. Insupport of the Force S9/G9/J9 is the enabler for an effective coordination ofefforts between the Force, HN Authorities and IOs/NGOs involved.

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CHAPTER 7 - CIMIC NRF-REQUIREMENTS (TTP 7)

7-1. Introduction

a. The NATO Response Force (NRF) concept is designed "to provide arapid demonstration of force and the early establishment of a NATO militarypresence in support of an Article 5 or Crisis Response Operation".

b. The NRF will be made up of three elements:

(1) an operational command and control (C2) element based on aJoint Task Force HQ (JTFHQ);

(2) an Immediate Response Force (IRF), comprising pre-designated tactical C2 elements, plus a selection of forces;

(3) a Response Forces Pool (RFP) holding additional nominatedforces.

c. Depending on the mission, CIMIC staff and CIMIC forces/assets canbe an integral part of the composition of the NRF. The CIMIC part of theforce will be tailored to meet the operational tasking.

d. In general the CIMIC Element will be a part of the Joint TheatreTroops. This element will also be held at graduated readiness. Thereadiness states will be kept under annual review and will be amendeddepending on the strategic situation.

7-2. Aim

The aim of this TTP is to promote a common understanding of (possible) CIMIC(roles) in the NRF and to give guidance and tools to CIMIC staff and personnelfor the application of CIMIC during NRF preparation and deployment.

7-3. CIMIC Doctrinal Linkage

a. Strategic level Doctrine. The military concept for the NRF is laiddown in MC 4777

; the NATO doctrine for CIMIC is contained within AJP-3.4.9.

b. Doctrinal Linkage. The core themes of NATO CIMIC doctrineremain key within NRF CIMIC doctrine. NRF LCC G9 Branch is the focusfor all CIMIC matters within NRF LCC.

7 MC 477: Military Concept for the NATO Response Force, dated 10 Apr 2003.56

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NATO UNCLASSIFIEDAM 86-1-17-4. CIMIC Responsibilities Within NRF

a. General. The main effort of the NRF CIMIC staff is to examinepossible impacts of the military operation on the civilian environment andvice versa. CIMIC will support the mission through liaison, co-operation andco-ordination with key civilian actors, by ensuring maximum freedom ofaction, by de-conflicting Host Nation Support (HNS, conducted by G4 RearSupport Command (RSC) or Joint Logistics Support Group (JLSG)) and bycarrying out the necessary Civil Military Resource Coordination (CMRC).CIMIC staffs are required to establish and maintain visibility of the civilianenvironment, produce assessments and advise the NRF commander.

b. The Spectrum of CIMIC Activities Within the NRF-Scenarios.Depending upon the operational situation CIMIC has to prepare for a broadspectrum of tasks that are described in detail in the annexes as indicatedbelow:

(1) Contribute to the preservation of territorial integrity (annex00);

(2) Demonstrative force package (annex PP);

(3) Crisis Response Operations (annex 00);

(4) Embargo operations (annex RR);

(5) Disaster relief (annex SS);

(6) Protection of critical infrastructure (annex TT);

(7) As part of a larger force, the NRF could also be used toconduct initial entry operations (annex UU).

c. CIMIC responsibilities within the functional organisation of theNRF HQ LCC.

(1) CIMIC is responsible for delineation of civil-military tasks,including structuring of the work, providing Direction and Guidance(D&G) and supervision of the execution.

(2) CIMIC establishes and maintains the cooperation between themilitary components and external civilian authorities, actors andpopulation including lOs, NGOs and/or GOs.

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(4) CIMIC represents COM LCC and COS CP FWD in meetingsin accordance with the (extended) KLE/Liaison Matrix.

(3) CIMIC advises COM LCC with regard to Joint CivilianCommissions and subordinate Working Group issues, in order tofacilitate and enable CIMIC aspects.

(5) CIMIC provides planning and tasking to the CIMIC SupportUnit and to other subordinate units, if required.

(6) LCC CIMIC provides input to the Liaison Matrix of DJTF.

(7) CIMIC ensures timely and appropriate CIMIC reporting.

(8) CIMIC co-ordinates and synchronises the CIMIC activitiesbetween CP FWD OPS & PLANS CIMIC and RSC G9, whendeployed.

(9) CIMIC advises COM LCC and his staff on all aspects ofCIMIC activities by providing adequate expertise.

(10) CIMIC provides functional guidance to the staff.

7-5. CIMIC Capabilities

a. Personnel

(1) G9 structure within Peace Establishment (PE). Inpeacetime, the G9 Branch is normally sub-divided into three distinctfunctional sections, the Plans-, Ops- and the Liaison Section.

(2) G9 structure within Crisis Establishment (CE). Duringoperations, the G9-Branch is integrated into each HQ or forwardelement that may be deployed. The branch structure is missiondependant, although broadly conforming to the following distinctfunctional areas: Current Operations, Plans, Liaison andDatabase/Info Management.

(3) G9 manning in the NRF. The NRF operational capabilitywith regard to manning derives from the Peace Establishment (PE).The PE, being minimal in number, only has limited capability forcovering its main objectives such as the rapid projection of a CIMICfootprint into theatre and (for a limited duration) the conduct ofmission support tasks including the development of the CIMICLiaison Architecture. Consequently, at the pre-operational phase,based on mission analysis, the Statement of Requirement (SOR) forforce generation has to reflect the need to augment the NRF organic

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CIMIC capability with the appropriate notice to move. The speed andcomposition of augmentation will always be mission dependant.

(4) Interpreters I translators. In an NRF context interpretersand translators are crucial for the Fact Finding Teams (FFT) and LOsin all scenarios. Usually G1 is responsible for providinginterpreters/translators. Constraints arise in context with theprovision of translators and interpreters, not knowing the relevantlanguages prior to a NRF-deployment. When contracting localcivilians, a contest with other organizations should be avoidedthrough close co-ordination and common agreements on theirsalary.

(5) CIMIC Training I Education. NRF CIMIC staff undergoesformal training in NATO CIMIC in accordance with their jobdescriptions. The two-week Basic NATO CIMIC Course, whichprovides orientation and fundamental knowledge on CIMIC, shouldbe attended by every member of the CIMIC staff and by everymember of the staff dealing with CIMIC. Even key personnel ofG3/G5 Plans and G3 Ops should receive a basic CIMIC educationduring the NRF training period.

(6) Limitations. The size of CIMIC PE staff limits the operationalcapability that can be delivered. Whereas PE staff can project CIMICsupport into an operation within the readiness timeframe according tothe NRF requirements, they are unable to conduct the full range ofCIMIC activities and to sustain a CIMIC capability for long periods oftime either. The key limitation concerns the function of liaison, theessential range of which is heavily depending upon augmentation(e.g. pool of double hatted officers to be created/trained within theNRF-responsible Ha).

(7) An overview of (pre-) operational activities that will beexecuted by the various G9 Sections / Groupings within the NRFstaff are depicted in annexes Wand WW.

b. Material

(1) Equipment. In conjunction with the Commanders' PlanningGroup (CPG) analysis the G9 Branch considers the equipmentrequirements to identify possible shortfalls and the appropriateresources to provide the assets. Basic equipment has to cover theprimary needs of establishing efficient and effective liaisonarchitecture.

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(2) Funding. Having a budget available for Ouick ImpactProjects (OIPs) in support of COM LCC is considered an EssentialOperational Requirement. Funding through the national chain ofcommand needs to be requested prior to the deployment as noNATO funding is foreseen for the time being.

7-6. Force Generation Issues

The Force Generation process is a fundamental activity taking place during NRFpreparation. During the pre-operational/ pre-deployment stage the NRF-responsible HO determines, based on the CPG mission analysis, the requirementfor a proposed force package to manage the mission. The G9 representativewithin the CPG provides advice on the Civilian-Military dimension of the militarymission and advice on the CIMIC assets required. He will primarily focus on therequirement for augmentation, the establishment of the NRF CIMIC LiaisonArchitecture and the need for any additional NRF CIMIC assets and/or NRFCIMIC Centre. This initial augmentation will be requested from the differentnations of the NRF-responsible HO. If necessary, other nations will then becontacted to provide additional augmentation. The augmentation is of courselimited to the size of the CIMIC-pool dedicated to NRF.

7-7. Deployment Groupings

For NRF missions the NRF-responsible HOs normally do not use the standardHRF(L) CE CPs (TAC CP, Main CP, Rear CP). Adjusting the CP Concept for theNRF, the NRF HO LCC consists of the following CPs and elements:

a. Home Base HQ (HB HQ) or Permanent HQ (PHQ). In addition tothe ongoing peacetime duties the HB HO / PHO supports the deployed NRFCPs, acts as liaison towards the higher echelon and the other CCs andmonitors the NRF deployment (Situation Centre). In the HB HQ / PHO thestaff of HO LCC is represented with normal PE branches, but reduced innumber and in some cases merged with each other. A CIMICrepresentative will be part of the HB HO.

b. Fact Finding Team (FFT) or Operational Liaison andReconnaissance Team (OLRT). The FFT / OLRT are the initial NRFpresence in the theatre of operations. It aims at facilitating more detailedplanning and at setting the conditions for possible force protection. Itincludes at least one G9 representative. The G9-part of the FFT / OLRThas to establish initial liaison contacts and to identify possible future liaisonrequirements, in order to facilitate the implementation of the full CIMICLiaison Architecture. In support of OPP being conducted the FFT / OLRT-member/s is/are heavily involved in the information gathering process,following the generic NRF Requests for Information (RFls) which have beendetailed to theatre/country specific issues prior to FFT / OLRT deployment.

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In accordance with the Reach-Back principle the FFT I OLRT memberlsreportls information back to the G9 NRF PE staff in the PHO, who assessand process information in order to contribute to the ongoing planningprocess.

c. NRF LCC CP Forward (CP FWD). The CP FWD is a small multi-functional Ha with C2 assets and facilities, which enable command andcontrol in theatre. It focuses on operational aspects containing all functionalareas, short and medium term planning of the operations and controllingcurrent operations at the NRF LCC level. The CP FWD is in lead of theoperational planning and execution of LCC operations in the theatre.Although relying on the Reach-Back capability, it is essential that the G9component of the CP FWD is capable of conducting the full spectrum ofCIMIC activities. In all operations it is likely that the bulk of the G9 PE staffdeploys at this point.

d. Rear support Command CP (RSC CP). The RSC CP will onlydeploy when a Joint Logistic Support Group (JLSG) is not deployed. Itdeploys either in the AOO or in a staging country in the JOA. The RSC CPcontains permanent G9 representation focusing on liaison and CivilianMilitary Resources Co-ordination (CMRC) issues. Being backed up byReach-Back capability this G9 component is capable of conducting the fullspectrum of CIMIC activities, generally in a friendly environment.

7-8. CIMIC Support Unit (CSU)

Within the LCC Force Structure a CSU may be attached. The CSU is missiontailored, multinational or national in composition and may be reinforced byFunctional Specialists. The CSU deploys Project-, Liaison-, Recce Teams, aswell as personnel running CIMIC Centres.The appropriate and timely equipment of the CSU with armoured vehicles andcommunication assets is vital. A possible structure of the CSU within CIMIC isdepicted in TTP 2.

7-9. G9 Operating Procedures

a. Manuals/SOPs/SOls. TTPs provide NRF CIMIC personnel withtactical, technical and procedural guidance and assistance in the conduct ofCIMIC in NRF as a NATO operation. The SOPs and SOls, have to bebased on the TTPs and adapted for the NRF in order to provide standingoperating procedures and instructions within the Ha.

b. Reporting. In the Decision Making Process commanders and staffmust have visibility over both the military and the civil situation. The role ofthe CIMIC staff is to monitor, assess and report areas of operational

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interest. ASSESSREP and CIMICREP are used as means to providereporting consistency throughout the NRF chain of command.

c. Procedures for Supporting IOs/NGOs/Civil authorities. Ingeneral the NRF facilitates the work of IO/NGOs/Civil authorities. Only inurgency and/or if requested the NRF has to support IOs/NGOs withinmeans and capabilities. In order to optimize co-operation with IOs/NGOsthe format of a "Request for CIMIC support" is attached as annex xx.

7-10. Summary

a. In NRF CIMIC is everyone's business and has an impact across thespectrum of conflict, although the focus will change in line with the mission.CIMIC staffs at all levels of command have an important contribution tomake to their Commander's planning and decision making process.Therefore CIMIC is not an exclusive discipline, but one that is fullyintegrated into the military mission.

b. The general CIMIC principles and tools are applicable in NRF aswell, but in accordance with the different NRF-scenarios the CIMICrequirements are to be tailor-made regarding CIMIC structures, procedures,responsibilities and activities.

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CHAPTER 8 - CIMIC PROJECTS (TTP 8)

8-1. Introduction

A CIMIC project is a specific task or activity undertaken by the military force eitherin isolation or in partnership with one or more civil actors. It must support thecommander's mission, while preferably being in line with the affected nation'sdevelopment plan. In the absence of a functioning government and stateauthorities, envisioned CIMIC projects need to be even stronger analyzedconcerning their relevance and effects.

8-2. Aim

The aim of a this TTP is to define what is meant by a CIMIC project; list its keycharacteristics; outline the stages of a project's evolution and to provide a checklistagainst which projects can be assessed.

8-3. Project Characteristics

CIMIC project characteristics are as follows:

a. Size and Complexity

Projects will vary in size and complexity. Whilst this will be missiondependent, projects may be of greater significance in Crisis ResponseOperations than in Collective Defence scenarios.

b. Coordination

Coordination is a critical factor in the project management process.Formations should aim to provide a CIMIC project focus at the appropriatelevel in order to coordinate, monitor and track projects within the AOO.The grouping of projects into categories such as health, education etc maybe used in order to assist coordination, as this is also in line with e.g. theUN Cluster Approach".

c. Mission Oriented

Projects must be in support of the commander and the mission. Thecommander must sanction any amendments to the project or its emphasiswhen they do not conform to the military mission. This may not always bein concert with the aims of some or all of the civil actors involved with theproject. Nonetheless, "slow proceeding mission" must be avoided.

8 For more details see http://oneresponse.info/coordination/cluster approach.63

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http://oneresponse.info/coordination/cluster


d. Clearly Defined

The purpose, scope and parameters of a project must be clearly identifiedand defined before its development and initiation.

e. Monitored

The commander will require full visibility of all ongoing and identifiedprojects. In order to facilitate this, the CIMIC staff must be capable oftracking and reporting on the progress of all projects being undertaken.This can be achieved by the use of CIMIC meetings and through theemployment of a formalised CIMIC reports and returns system.

f. Feasibility

A feasibility study must be conducted before the acceptance of any projectin order to ensure that a project is not only achievable, but also that thereceiving community is enabled to maintain the usage. The consequencesof being unable to complete a project may well result in a negative impactupon the force. In case of disaster relief, and with the aim of saving lives,self-sustainability of projects goes to a second stage.

g. level

CIMIC projects can be conducted at all levels, but are mainly conducted atthe tactical level. In particular cases, the operational level might involveitself for setting guidelines, ensuring a consistent approach and a well-balanced engagement across the JOA.. When conducted at the tacticallevel it is important that subordinate formations do not work in isolation andthat the direction given by the higher formation is followed. This is not onlyin order to ensure coordination but also to encourage consistency acrossthe AOO and unity of effort. A well-balanced CIMIC effort across the AOOwill also be more likely to portray a favourable military image in relation tothe civil actors.

h. Commitment

Wherever possible, military participation and involvement must be kept to aminimum. The aim should be to encourage the hand-over of projects tothe civil actors at the earliest practical opportunity. Military resources andeffort, when involved, should should balance the short term gains againstlong-term effects of their projects, while considering self-sustainment andcapacity building as aim. The duration of the mission against the requiredtime for conducting the project is a further consideration to be made.Justifying CIMIC projects with "force acceptance" or "force protection" mightalso be a rationale for focusing on a quick impact

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i. Impartiality

Impartiality is only applicable in certain operations. These will generally beCrisis Response Operations where the commander will not want to beseen as favouring one side over another. CIMIC projects should aim forequalizing living conditions for neighbouring communities.

j. Funding

The NATO funding system rarely includes funds for CIMIC projects. Assuch, it is essential that funding sources, including Donor Organisations,Nations and certain deployed units are identified as early as possible (thepre-operational phase). A system for the disbursement of funds withagreed procedures and tracking systems must be in place before anyagreement to sponsor a project is undertaken. CIMIC planners have to beaware of the fact that "3rd Party" funding will lead to a difficult focus(project-wise), a different project control and ultimately might result in otherthan planned (sometimes even undesired) effects. Utilizing of militarycapacities within available resources for conducting projects can increasethe effectiveness of the given budget. like military engineers or militarymedical elements

k. Cultural awareness

Projects need to be in line and to reflect the respect with the culturalbackground of the respective society. A mismatch on this could have theopposite result and might result in limited acceptance and utilization.

8-4. Project Stages

a. The lifecycle of a project can be broken down into the six stages aslisted below:

(1) Requirement

The requirement for a specific CIMIC project will need to beidentified early in order to ensure that funds, resources andmanpower are in place to execute it. This may come from civilian ormilitary sources at any level. It is at this stage that theunit/organisation submits its requirement by means of a projectproposal. A suggested format for such a proposal is provided inannexYY.

(2) Assessment and Estimate

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Having identified the need for a project, it is then necessary to carryout an assessment or feasibility study of that proposal.Furthermore, an estimate needs to be conducted to examine therequirement for the project in detail, to determine the prioritycompared on other projects, to ensure consistency with nationaldevelopment plans (if existing) as well as to clarify the resource billin terms of money, manpower, material and machinery. Certain keyquestions that could be asked are laid out in a Project Checklist asshown in annex ZZ. The checklist provides a tool to assist in theproject assessment but it must be stressed that it is not exhaustiveand additional considerations may be applicable.

(3) Screening

Before the acceptance of a project, it must be screened to ensurethat it is necessary. If the assessment stage has been lengthy,much may have changed and the requirement may no longer berelevant. The activity of screening should be a continuous processand whilst it is most significant before the acceptance and executionof a project, it must be incorporated throughout a project's life cycle.

(4) Acceptance

All projects should be formally staffed and approved through thecorrect chain of command. It is important to stress that acceptanceshould not be given or sought merely because spare militarycapacity exists.

(5) Execution

The execution of a project must be carefully planned. This cannotbe done without regarding the force's other commitments. Once acommitment has been given it is vital that the force is actuallycapable of carrying out that project or task.

(6) Completion

On the completion of a project, the military must ensure that thereare no additional hidden commitments, such as maintenance costsor associated liabilities that may require additional resources. Anylessons learned should be collated and any potential for positivepublicity should be exploited. This is an important point and in manycases, a major reason for the involvement in a project will be tofoster better relations with the respective community. If this is thecase, then it is essential that that community is fully aware of thework that is carried out and that the CIMIC staff ensures that theInformation Operations (INFO OPS) and Media staff are fully briefed

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in order to capitalise on any benefits which may be reaped. This linkbetween CIMIC and INFO OPS / Media is extremely important andstaff within Has must ensure that communications between the twoare robust.In situations in which the population is not confident about their stateauthorities' capacity and capability, Info-Ops needs to emphasize thesuccess of the respective state agency in conducting the project,while covering the involvement of Alliance Forces. In such casesCIMIC projects cannot be exploited for improving the "forceacceptance / force protection

b. It is unlikely that the military agenda will permit it to include thedesire to support a project throughout its complete lifecycle or evolution.Whilst this may seem somewhat untidy, it must be stressed that the wish ofthe military is often to return or shift the responsibility onto the respectivecivil actor and disengage from a project at the earliest practical stage.Besides the fact that Alliance Forces should limit their involvement inprojects to the minimum, ensuring an early transition is part of planningprojects and precondition for initiating them.

c. It must also be acknowledged that whilst the project lifecycle followsa natural progression, it is not implicit that once a stage has been passed,that it may not have to be re-visited. For instance, if the situation changes itmay well be necessary to return to a previous stage or even be the casethat the project must be re-defined.

d. The requirement for transparency and need for continuousmonitoring and reporting throughout the lifecycle is of the utmostimportance. This is vital in order to provide the necessary visibility soprojects do not, on the one hand spiral out of control, and on the other handbecome neglected. In order to achieve this a number of tools may beemployed. These may include the use of a CIMIC project database;inclusion on CIMIC reports and returns and by being placed on the agendaat CIMIC meetings.

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NATO UNCLASSIFIEDAM 86-1-1CHAPTER 9 - CIMIC SYMBOLS (TTP 9)

9-1. Introduction

Military symbols are graphic signs used, usually on a map, display or diagram torepresent a particular military unit, installation, activity or other item of militaryinterest. The source publication for military symbols is APP-6(C) - NATO JointMilitary Symbology. The APP-6(C) however is based on the STANAGs 5511,5516 and 5522 that do not recognise the symbols used so far. For CIMICpurposes it is of undoubted value to follow the symbols as used by the civilorganisations/agencies, as developed by the United Nations GeographicInformation Working Group .. In order to be able to use these symbols inautomated data processing systems, the civil symbols have to be incorporatedinto the military symbols publication list as well.

9-2. Aim

The aim of this TTP is to outline the map symbols to be used for display ofinformation on the civil environment. The key issue is to allow informationexchange based on these mutual agreed symbols.

9-3. Affiliation

The basic affiliation categories and how they are graphically represented areshown in annex AAA. Further guidance can be found in APP-6 (C) and the UNGuidelines on Field Map Production (dated 29 Jun 2009)*. As the majority ofsymbols relating to CIMIC issues involve the civil population, it is recommendedthat the affiliation used is Neutral.

9-4. CIMIC Symbols

For ease of reference, the basic civil environment related symbols as used bycivil organisations/agencies are reflected in annex BBB. As CIMIC relatedsymbols must be understood by the civil organisations/agencies to promoteinformation exchange the CIMIC community will refrain from developing newsymbols. These symbols would not have been supported by the militaryinformation systems as well.

9-5. Additional Symbols

Besides the basic civil environment related symbols some additional symbols toreflect non-military individuals, organisations and installations are in use withinmilitary units. These symbols are reflected in annex CCC. Be aware however thatthese symbols might not all be known or accepted by the key civil organisations.

* Find the latest version on www.ungiwg.org

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http://www.ungiwg.org

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ANNEXA TOAM 86-1-1DATED.z£JUL12

CRITICAL FACTORS CHECKLIST

Water

o Locationso Facilitieso Serviceabilityo Supplyo Availabilityo Treatmento Pollutiono POCso Shortfallso Civil Implicationso Military Implications

Sanitation

o Locationso Facilitieso Serviceabilityo Treatmento POCso Shortfallso Civil Implicationso Military Implications

Power

o Locationso Facilitieso Distribution Networko Serviceabilityo Supplyo Availabilityo Dependencyo Resources Requiremento Human Resourceso Fuel Typeo Reserveso Hazardous Issueso POCso Shortfallso Civil Implicationso Military Implications

A-1

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NATO UNCLASSIFIEDAM 86-1-1Health

o Locationso Facilitieso Availabilityo Diseaseso Human Resourceso Medical wasteo Hygieneo POCso Shortfallso Civil Implicationso Military Implications

Food

o Availabilityo Supplyo Distributiono POCso Shortfallso Civil Implicationso Military Implications

A-2

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NATO UNCLASSIFIEDANNEX B TOAM 86-1-1DATEDZ_6JUL 12

ALL FACTORS LIST

Section 5: Humanitarian Assistance andCivil Emergency PlanningCivil Emergency PlanningDisaster PreparednessOrganisationEmergency Procedures and Relief FacilitiesDisaster ReliefPoints of ContactRefugees and Dislocated CiviliansExisting Dislocated Civilian PopulationPotential Dislocated PopulationCare and Control of Dislocated PopulationImplications for NA TO ForcesSection 6: InfrastructureCommunicationsGeneral Conditions and ProblemsPostal SystemTelephoneTelegraphRadio and TelevisionCivil InformationApplicable LawsGSM CoverageFrequency ManagementTransportationGeneral Conditions and ProblemsRail TransportRoad TransportWater TransportAir TransportPipelinesTravelPublic Works and UtilitiesGeneral Conditions and ProblemsPublic WorksPublic UtilitiesImplications for NA TO Forces

Section 1: IntroductionSection 2: Macro AssessmentSection 3: GeographyLocation and SizePhysical GeographyClimatePolitical GeographyGeopolitical StatusImplications for NA TO ForcesSection 4: Cultural AffairsHistoryPeoplePopulationCulture and Social StructureLanguagesReligionArts, Monuments and ArchivesGeneral Conditions and ProblemsArtsMonumentsArchivesImplications for NA TO Forces

B-1

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Section 7: Public AffairsPublic AdministrationGeneral System of Public AdministrationStructure of National GovernmentStructure of Government at Other LevelsThe Armed ForcesPolitical PartiesInternational AffairsLegal SystemsSystem of LawsThe Administration of JusticePublic HealthOrganisationGeneral Conditions and ProblemsAgencies and InstitutionsMedical PersonnelMedical Equipment and SuppliesDiseasesEnvironmental SanitationPublic EducationOrganisationGeneral Conditions and ProblemsAgencies, Institutions, and ProgrammesInfluence of Politics on EducationPublic FinanceOrganisationGeneral Conditions and ProblemsMonetary SystemBudgetary System and Current BudgetSources of Government IncomeFinancial InstitutionForeign ExchangeApplicable Laws and RegulationsPublic SafetyGeneral Conditions and ProblemsPolice SystemPenal InstitutionsFire ProtectionCivil Emergency PlanningCivil DefencePublic WelfareOrganisationGeneral Conditions and ProblemsAgencies, Institutions and ProgrammesImplications for NA TO Forces

B-2

Section 8: Economics and CommerceCivilian SupplyGeneral Conditions and ProblemsStorage, Refrigeration, and Processing FacilitiesDistribution ChannelsDietary and Clothing Requirements and CustomsProduction Excesses and ShortagesEconomic DevelopmentGeneral Conditions and ProblemsDescription of the Economic SystemStructure, Key Officials and Business LeadersResourcesStatisticsGoals and ProgramsInternal Movement of GoodsAgencies, Institutions, and ProgrammesExports and ImportsCommerceIndustriesPrice Control and RationingFood and AgricultureGeneral Conditions and ProblemsAgricultural GeographyAgricultural Products and ProcessingAgricultural PracticesFisheriesForestryAgencies, Institutions and ProgramsFood ProductionApplicable Laws and RegulationsLabourOrganisationLabour ForceAgencies, Institutions, and ProgrammesWages and StandardsProperty ControlNation EconomyGeneral Conditions and ProblemsAgricultural and Industrial PropertyProperty LawsDomestic and Foreign OwnershipImplications for NA TO Forces

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Section 9: International and Non-Governmental OrganisationsMajor International OrganisationsNon-Governmental OrganisationsLiaison Elements.Implications for NA TO ForcesSection 10: Civil Resource ManagementAgreementsCommand and ControlCombat Service SupportMobility and SurvivabilityMedicalPoints and ContactImpact of NA TO Force on Host Nation

B-3

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NATO UNCLASSIFIEDANNEX C TOAM 86-1-1DATED2£JUL12

CIMIC REPORT FORMAT

NATOI .... SECURITY CLASSIFICTION RELEASABLE TO ....

• ~

~

HeadquartersName of Operation

Place, CountryExplanation:The text highlighted within red explains whatshould be added to theCIMIC Report and howCIMIC staff should makeuse of the format. Theblue text indicates that itcontains a shortcut toeasily move through thedocument.

ACOS ... 9

Date / month / year

To Name of superior HQ

ICIMICReport from Name of HQj(Published on the Homepage)

Go to Shortcuts

1. EXECUTIVE SUMMARY

Summarises (responsibility of ACOS ..9) and highlights CIMIC relevant findings whichare described more detailed in the main body of the CIMIC REP (=Status)

a. Describes overall civilian situation, working situation CIMIC staff and majorsuccesses (past)

b. Describes ACOS ..9 concerns (assessment)

c. Describes ACOS ..9 priorities (future)

d. Any other business

2. MAJOR CONCERNS

a. ICIMIC loA 11

1. JOAwide:

Method to describe major concern: Clear statements!

C-1

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NATO UNCLASSIFIEDAM 86-1-1,-------------------~--~--------~----~~--~----~------,

a. Introduction: description of the matter of concern (what, where, when, who,why, how). Describes for whom this is a concern;

b. Assessment: effect/impact on the COM mission;c. Conclusions (what, where, when, who, why, how);d. Link to more detailed information (see Annex ... ).

2. Region A:

a. Same method 2.a.1.a to 2.a.1.d.b.

3. Region ....:


b. ICIMlc loA ....I

1. JOAwide:

a. Same method 2.a.1.a to 2.a.1.d.

b.

2. Region A:


b.

3. Region ....:

a. Same method 2.a.1.a to 2.a.1.d.b ....

3. MAJOR SUCCESSES

a. ICIMICloA 11:

1. JOAwide:

a. Describes mil support towards the civil environment;b. Eventually describes civilian support towards the force;c. Contains confirmed information on good news (no rumours);d. Method to describe. Clear statements!

(1) Description of the matter (what, where, when, who, why, how)(2) Effect/impact (advantage);(3) Eventually POC;(4) Link to more detailed information (see Annex ... ).

2. Region A:

C-2

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b.

3. Region .... :


b. ICIMlc loA ....I:

1. JOAwide:


2. Region A:


b.

3. Region .... :


b ...

4. FUTURE PLANS AND ACTIVITIES

a. ICIMlc loA 11:

1. JOAwide:

Method to describe future plans and activities: Clear statements!a.b. Action to decrease negative effects (= answer to main concerns, §2).

Method:(1) Short description of the concern (repetition or link to § 2);(2) Conclusions which action to take to improve effect/impact on the COM

mission (what, where, when, who, why, how);(3) How to coordinate within the staff and with other branches/div(4) Link to more detailed information (see Annex ... ).

c.

2. Region A:


3. Region .... :


C-3

NATO UNCLASSIFIED


b. r-'-IC____:IM-IC-L-O-A-..---;..1:

4. JOAwide:


5. Region A:


b.

6. Region ....:


b ...

5. DETAILED AREAS OF INTEREST

a. Key Civil Life Support(1) Power(2) Water(3) Sanitation(4) Food(5) Health(6) Other (specify)

b. Humanitarian Issues(1) Shelter(2) HA Demining(3) HA Freedom of Movement (FoM)(4) HA Protection! Security(5) Minorities & Vulnerable Groups(6) IDPs, Refugees and Evacuees Movements(7) IDPs, Refugees and Evacuees Assistance Centres(8) Other (specify)

(a) Winterisationc. Key Civil Infrastructure

(1) Road Network(2) Rail Network(3) Civil Aviation Infrastructure(4) Public Transport Assets(5) Inland Waterways! Ports(6) CIMIC Sites(7) Other (specify)

d. Civil Administration(1) Law & Order(2) Police(3) Detention Facilities(4) Borders & Customs(5) Local Authorities Civil Administration Capability(6) Banking! Economy

C-4

NATO UNCLASSIFIED


(7) Telecommunications & Media(8) Emergency Services(9) Other (specify)

e. Examples for additional info to be reported(1) CIMIC Projects(2) Education(3) .

6. ANNEXES

a. CIMIC Operational Overviewb. Non-NATO abbreviations (example)c. __

APPENDIX:

1. CIMIC Report Format (Partial Example Without Header).

C-5

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAPPENDIX 1 TOANNEX C TOAM 86-1-1DATEDZlJUL12

CIMIC REPORT FORMAT (Partial example without header) 1

13 MAR 2009

To JFC NAPLES

ICIMIC Report nr.1306 from KFOR HQ to NAPLES Hg1. EXECUTIVE SUMMARY

The CIMIC situation in Kosovo is generally acceptable. The CIMIC environment hasnot significantly changed during this week.

2. MAJOR CONCERNS

a. ICIVIL LIFE SUPPOR]

ASSESSMENT: AMBER - The overall situation is unchanged. Unemployment,electricity and water supply are the biggest concerns of thepopulation. The situation in the AOR is similar almost everywhere.Not solving the problems may lead to increase of tension andpeople can express their disappointment in public, which cancause obstacle for FOM for short time but no real threat for SASEand FOM. Despite all, the current general situation is assessed asgood and not posing major operational risks to KFOR activities.

(1) POWER

ASSESSMENT: AMBER - The overall situation is unchanged.

MNTF-N: NSTR (Nothing Significant To Report)MNTF-C: A member of KOSOVO parliament said that KEK will finish power cut in

PLEMETINAIPLEMETIN after the inhabitants of village start payingtheir invoices. KEK do not want the payment of all debts but wants thestarting of regular payments for electricity and wants to establish "statusquo" for debts. Monthly fee for electricity should be 45€ for family. It istoo much for poor families.

MNTF-E: NSTRMNTF-S: NSTR

MNTF-W: NSTR

1 Shown here is (only) page one of an actual report that was send from HQ KFOR to JFC HQ Naples. Thepurpose of this example is not to train the CIMICian in writing CIMIC reports, but more to indicate that thereport in the prescribed fixed format is actually used and found to be helpful throughout the chain ofcommand.

C-1-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX D TOAM 86-1-1DATED2.6JUL12

CIMIC OPERATIONAL OVERVIEW FORMAT (EXAMPLE) (FOR REVIEWERS: TOBE REPLACED BY BETTER PICTURE FROM MNCG AFTER RECEIPT)

MATC\IKFORUMCIÂIBIFlED

KFOR HQ Jg.- C Ifv1lC-Group SoutnOpe ratio nal Ovarvi ew -·èivil Environment

,~. cr G' 4··" ~é • '_oo:.4 ~ _. '~J('. 1! A"~til. -il , '. . -.: 4 ,: •. l It' A) '~1,&~t 411. l't, - r 4~' I' ~.: Ie'; Il ~.•~ c. ~ . 'I M'; ~ C t· ,A.-) @ ~

I-,_-,;--+w""+-':i1:t!~>-t--;;_.•~.)+-i!lE-t....o:••E-:t·, ~:-rl '_o; l ' .~t • ~: ~II..."':JI • ~ .' .- .....- .....y .. 'JI. • •... •.. ~ ..', .~~.''''''''''''M'I ~ -,' _, .. ,,~ :""X-"'HI - , _. \Q;I ~

cbt:QR~ooriING €R,rrÈRb>. .

• :t.(OlfHUFcAN;T IMPACT ON THE MISSION .'. S;~~:.lfe~~ IMPACT ON THE MISSION

® t.IAlÇJ;I:!Jl~I~.C~aP.S:~o IMPACTON THE MISSION ,e. NOl' I.);p'rJ;~.6-U;:MATO.'KFOR'U !lélAI BIR1:D'

KEY CIVIL-lIFE'SUPPORT .

::),::;, ."""~ ~.~fI:'

'.__ ,_ -- ":.1"11 '~~r'_oo: ~ ." • ~ ~ "nfWI"": ID ~" ® 4 ~ '~A::--..". ..-: <A A~ ~~) j A '.9'J'.". II:' '1I~ tA~ (9 ~ ~. (A' o"(A).".. ...: til ~A. l(l.~ I • (A ~AJ"""'1':,'1" @ @ 61 .' '0 ~''''''''''''MT ..

fi: ËY' C IVI L" INF'RASTR Ucru RE

,_-.:

HUMAt:lITARIAN IS~UES"

....._ •• ', t '..,'_'.;._ ~' t". '.... 0; :. t 1 ; J:~~::~;...... el •

éIVII:.>AD MINlsntÂTION .ISSUE

D-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX E TOAM 86-1-1DATEDZ{JUL12

MINIMUM STANDARDS (MS) AND KEY INDICATORS (KI) SYSTEM

Launched in 1997 by a group of humanitarian NGOs and the Red Cross and Red Crescentmovement, The Sphere Project is an initiative to define and uphold the standards by whichthe global community responds to the plight of people affected by disasters, principallythrough a set of guidelines that are set out in the Humanitarian Charter and MinimumStandards in Disaster Response (commonly referred to as the Sphere Handbook). Sphereis based on two core beliefs: first, that those affected by disaster or conflict have a right tolife with dignity and therefore a right to protection and assistance, and second, that allpossible steps should be taken to alleviate human suffering arising out of disaster andconflict. Sphere is three things; a handbook, a broad process of collaboration, and anexpression of commitment to quality and accountability.Of special interest for the CIMIC planner and operator is how to read these standards.

The standards are organized in 5 large chapters:

1. Minimum Standards Common for all sectors, which mainly address howresponders should work and organize themselves.

2. Minimum Standards in Water Supply, Sanitation and Hygiene Promotion.

3. Minimum Standards in Food Security, Nutrition and Food Aid.

4. Minimum Standards in Shelter, Settlement and Non Food Items.

5. Minimum Standards in Health Services.

The standards are defined as qualitative in nature and specify the minimum levels to beattained. For each standard, a set of Key Indicators is defined, which are 'signals' thatshow whether the standard has been attained. They provide a way of measuring andcommunicating the impact, or result, of programs as well as the process or methods used.The indicators may be qualitative or quantitative.CIMIC is providing the Commander an assessment on capability gaps in the civil arena. Toallow coming to a comprehensive assessment it is vital that CIMIC staff and CIMICpersonnel in the field uses the same indicators as the humanitarian community. This is ofutmost importance during all phases of the operation to really address the needs and notwaste resources that could be used in a better way.CIMIC reporting requests in the area Key Civil Life Support an assessment on criticalshortfalls. The measurement of these shortfalls has to be against the standards as laiddown in the Sphere Standards, unless directed otherwise in the respective OPLAN of themission.

E-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX F TOAM 86-1-1DATED2tJUL12

KEY CIVIL LIFE SUPPORT

SUBJECT PREFIX: "A" - Alpha

NUMERIC DESIGNATOR: 1

SUBJECT: POWER

ASSESSMENT DEFINITION

GREEN: No significant impact on the mission due to the power infrastructure withinAOI.

AMBER: Functionality of power infrastructure and associated issues as limited supplyhave limited impact on the mission.

RED: Significant impact on the mission due to problems with powerinfrastructure and/or supply or the requirement to involve significant militaryresources to manage the problem.

ASSESSMENT GUIDANCE - LIST OF BROAD OPERATIONAL CONSIDERATIONS

D Numbers of facilities within AOO.

D Type of facilities.

D Distribution Network.

D Scale of dependency.

D Serviceability of facilities/network.

D Power supply problems.

D Resource requirement (Human and Materiel).

D Hazards.

D Security/Protection issues.

D Critical Shortfalls.

D Specialist support.

F-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX G TOAM 86-1-1DATED26JUL 12




SUBJECT: WATER

Note: The term Water in this context includes treatment, supply and distributionsystems when talking about infrastructure.


GREEN: No significant impact on the mission due to problems deriving from thewater infrastructure and associated issues as the level of supply anddisease control within the AOI.

AMBER: Level of functionality of the water infrastructure and associated issues assupply and disease control have a limited impact on the mission.

RED: Significant impact on the mission due to problems associated withwater infrastructure that causes significant risk to health or supply orrequiring significant military resources to manage the problem.


o Numbers of facilities within AOO.

o Type of facilities.

o Distribution Network.

o Scale of dependency.

o Serviceability of facilities/network.

o Power supply problems.

o Resource requirement (Human and Materiel).

o Hazards.

o Security/Protection issues.

o Critical Shortfalls.

o Specialist support.

G-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX H TOAM 86-1-1DATEDt6JUL12




SUBJECT: SANITATION


GREEN: No significant impact on the mission due to sanitation problems andrelated infrastructure within the AOI.

AMBER: Functionality of sanitation infrastructure and associated issues astreatment or disease have limited impact on the mission.

RED: Significant impact on the mission due to sanitation problems that pose amajor health risk on civil or military communities or require significantmilitary resources to manage the problem.


D Numbers of facilities within ADO.


D Locations of facilities.





D Hazards.




H-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXITOAM 86-1-1DATEDZt'JUL 12




SUBJECT: FOOD


GREEN: No significant impact on the mission due to problems deriving from foodsupply and associated issues like distribution.

AMBER: Level of food supply (in quantity and/or quality) and associatedissues like distribution have limited impact on the mission.

RED: Significant impact on the mission due to problems associated with thefood (in quantity and/or quality) and associated issues like distribution orrequiring significant military resources to manage the problem ..


o IO/NGO stockpile facilities/distribution network.

o Type of facilities & locations.



o C2 structure and infrastructure.


o Critical shortfalls and capability gaps.

o Limitations on FOM.


o Logistic issues.


o Sustainability

o De-confliction of movement/logistic pipeline.

o IO/NGO planning.

1-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXJ TOAM 86-1-1DATEDlt JUL 12




SUBJECT: HEALTH


GREEN: No significant impact on the mission due to problems deriving from thehealth infrastructure and associated issues as the level of supply (inquantity and/or quality) within the AOI.

AMBER: Level of functionality of the health infrastructure and associated issuesas the level of supply (in quantity and/or quality) pose a risk and havetherefore a limited impact on the mission.

RED: Significant impact on the mission due to problems with the healthinfrastructure and associated issues as the level of supply (in quantityand/or quality) that pose an immediate risk or requiring significant militaryresources to manage the problem.




D Locations of facilities.





D Hazards.

D Medical waste

D Mortuary infrastructure

D Emergency life support (Standby generators for surgery/ICU)

D Security/Protection issuesNulnerable groups.



J-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX KTOAM 86-1-1DATEDZ6'JUL12

HUMANITARIAN ISSUES

SUBJECT PREFIX: "B" - Bravo


SUBJECT: SHELTER


GREEN: No significant impact on the mission due to problems deriving from shelterrequirements and associated issues within the AOI.

AMBER: Limited impact on the mission due to an increasing demand for shelter andassociated issues within the AOI.

RED: Significant impact on the mission due to problems associated withshelter requirements and related issues or of such kind that requiresignificant military resources to manage the problem.


D Scale of damage to existing shelter within AOO.

D Shelter denial measures (Mines, UXO or obstacles).

D Planned or actual Collective Humanitarian shelter site locations.

D Critical shortfalls and capability gaps.

D Key life support infrastructure for collective centres.

D Alternate shelter options, host families or collective centres.


D Isolated communities.

D Vulnerable groups security/protection implications.

D Limitations in FOM.

D IO/NGO planning, timelines, realisation of tasks/goals.

D Seasonal impact (Short & Longer term). Consider winterisation implications.

D lOPs, Refugees and Evacuees Assistance Centres, support, disengagement.

K-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX L TOAM 86-1-1DATEDZ{JUL12

HUMANITARIAN ISSUES



SUBJECT: HUMANITARIAN DE-MINING


GREEN: No significant impact on the mission due to problems associated with HADe-Mining within AOI.

AMBER: Level and nature of requirement to provide military resources for HA De-Mining capability has a limited impact on the mission.

RED: Significant on the mission due to problems associated with HA De-Mining and/or the level and nature of requirements to involve significantmilitary resources to manage the problem.


D Is there a structured approach?


D Locations.



D C2 structure and infrastructure.


D Hazards.

D Emergency life support (Fuel, Generators).




D Sustainability

L-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX M TOAM 86-1-1DATED2ôJUL12

HUMANITARIAN ISSUES



SUBJECT: HUMANITARIAN ACTORS' FREEDOM OF MOVEMENT (FOM)


GREEN: No significant impact on the mission due to problems of HA's FOM withinthe AOI.

AMBER: Restrictions in HA's FOM have a limited impact on the mission.

RED: Significant impact on the mission due to restrictions in HA's FOMand/or the requirement to involve significant military resources tomanage the problem.


D Are there any areas of HA FOM restrictions within ADO that are causingIO/NGO concern in critical life support for isolated communities?

D Define scale of problem.

D Locations.


D Is there a sensible degree of IO/NGO contingency planning to minimiseimpact of HA FOM restriction in short term?

D What is the trend for requested military support?

D Is there a sound forum for the exchange of information relating to HA FOMissues (i.e.; liaison architecture, information campaign, road going, andsecurity situation briefings for key civil actors)?

D Is there a forum to conduct integrated planning?

D Information/education campaigns to influence actions in a positive ornegative manner.

D Seasonal implications for HA FOM.

D Likely media and political impacUinterest.

M-1

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX N TOAM 86-1-1DATED2£JUL12

HUMANITARIAN ISSUES



SUBJECT: HUMANITARIAN PROTECTION/SECURITY


GREEN: No significant impact on the mission due to problems deriving from HAprotection within AOI.

AMBER: Level of required military support to HA protection has limited impact on themission.

RED: Significant impact on the mission due to problems associated with HAprotection demands requiring significant military resources to manage theproblem.


D Define scale of protection related tasks undertaken by military across AOO.

D Type of protection tasks (area security, patrolling, site security, installation orroute protection, convoy protection).

D Trends or patterns of protection related incidents.

D Vulnerable groups or issues associated with protection (i.e.; key sites,installations).

D Attitude of public to protection issues and military in general.

D Capability gaps within civil or IO/NGO resources.

D Evidence or indicators to suggest use of hostile or negative informationcampaign targeted at IOs/NGOs, military or specific civil communities.

D Are there any confidence building measures in place or planned?

D Likely media and political impact/interest.

N-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXOTOAM 86-1-1DATED26JUL12

HUMANITARIAN ISSUES



SUBJECT: MINORITIES & VULNERABLE GROUPS


GREEN: No significant impact on the mission due to problems associated withminorities and vulnerable groups within the AOI.

AMBER: Limited impact on the mission due to problems associated withminorities and vulnerable groups.

RED: Significant impact on the mission due to problems associated withminorities and vulnerable groups that require significant military resourcesto manage the problem.


D Scale of problem.

D Focus of problem.

D Locations of problem areas.

D Level or trend of military support.

D Type of support (protection, engineer, logistic).

D Sustainability of minorities or vulnerable groups (consider seasonalimplications).

D Attitudes of minorities and vulnerable groups to military and 10s/NGOs.

D Is there a forum to conduct integrated planning?

D Information/education campaigns to influence actions in a positive or negativemanner.

D Level of information available to minorities and vulnerable groups.

D Current or planned confidence measures.

D Key concerns of minorities and vulnerable groups.

0-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX P TOAM 86-1-1DATED2£JUL12

HUMANITARIAN ISSUES



SUBJECT: IDPS, REFUGEES AND EVACUEES MOVEMENTS


GREEN: No significant impact on the mission due to problems associated withlOPs, Refugees and Evacuees movement within AOI.

AMBER: Limited impact on the mission due to problems related to lOPs, Refugeesand Evacuees movements within the AOI.

RED: Significant impact on the mission due to problems associated with lOPs,Refugees and Evacuees movements within AOI, either conflicting withmilitary FOM or LOC andlor requiring significant military resources toapply control measures to mitigate the impact on the military mission.


D Locations of lOP, Refugee and Evacuee concentrations.

D Routes of lOP, Refugee and Evacuee movements.

D Indications of likely or planned lOPs, Refugees and Evacuees movement.

D 10lNGO or civil authority planning.

D 10lNGO or civil authority capability gaps.

D Scale of problems.

D Is there any platform for integrated planning?

D What is likely impact on military?

D What can military do (specify) to minimise effect or to assist civil authorities?

D Seasonal implications (key life support).

D Measures to ensure de-confliction of routes.

D Information campaign.

P-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXQTOAM 86-1-1DATED2£JUL 12

HUMANITARIAN ISSUES



SUBJECT: lOP, REFUGEE AND EVACUEE ASSISTANCE CENTRES


GREEN: No significant impact on the mission due to problems associated with IDP,Refugee and Evacuee Assistance Centres within AOI.

AMBER: Limited impact on the mission due to problems associated with IDPs,Refugees and Evacuees Assistance Centres within AOI.

RED: Significant impact on the mission due to problems associated with IDPs,Refugees and Evacuees Assistance Centres within the AOI.


D Locations of IDPs, Refugees and Evacuees Assistance Centres.

D Capacity versus current population strength of assistance centres.

D Alternate sites for contingency overflow.

D Surge capacity/planning.

D IO/NGO or civil authority capability gaps.

D Scale of problems.

D Is there any platform for integrated planning?

D What is likely impact on military?


D Seasonal implications (key life support).

D Are there any capability gaps or planning weaknesses that may impact onmilitary?


D Are there sufficient resources to meet challenges of contingency planningand/or related control measures?

D Attitudes of IDPs, Refugees and Evacuees.

Q-1

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX R TOAM 86-1-1DATEDZ6'JUL12

CIVIL INFRASTRUCTURE

SUBJECT PREFIX: "C" - Charlie


SUBJECT: ROAD NETWORK


GREEN: No significant impact on the mission due to problems deriving from theRoad Network within the AOI.

AMBER: Limited impact on the mission due to problems associated with the RoadNetwork within the AOI as disruption, capacity limitation, quality orcon nectivity.

RED: Significant impact on the mission due to problems associated with theRoad Network within the AOI as disruption, capacity limitation, quality orconnectivity or since requiring significant military resources to manage theproblem.


D Damage to Road Network.

D Serviceability of bridges, embankments, key drainage and tunnels.

D De-confliction of movement.

D Traffic Control capability and measures.

D Mines/UXO (unexploded ordnance)/denial measures.

D Obstacles/hazards.


D Seasonal implications.


D Critical repairs.


D Impact on military and civilian movement.

D Civil Authority contingency planning or functional status.

D Scale of problem.

D Impact on military operations.R-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX S TOAM 86-1-1DATED2.6JUL12




SUBJECT: RAIL NETWORK


GREEN: No significant impact on the mission due to problems deriving from the RailNetwork within the AOI.

AMBER: Limited impact on the mission due to problems associated with the RailNetwork within the AOI as disruption, capacity limitation, quality orconnectivity.

RED: Significant impact on the mission due to problems associated with the RailNetwork within the AOI as disruption, capacity limitation, quality orconnectivity or since requiring significant military resources to manage theproblem.


o Damage to Rail Network.

o Serviceability of bridges, embankments, key drainage and tunnels.

o Serviceability of rolling stock.

o Reliability of rail services.

o Heavy lift capability.

o Passenger/freight capabilities.

o Mines/UXO/denial measures.

o Obstacles/hazards.


o Seasonal implications.


o Critical repairs.


o Impact on military and civilian movement.

o Civil Authority contingency planning or functional status.

o Scale of problem.

o Impact on military operations.

S-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXTTOAM 86-1-1DATED2-6JUL 12




SUBJECT: CIVIL AVIATION


GREEN: No significant impact on the mission due to problems deriving from theCivil Aviation Infrastructure within the AOI.

AMBER: Limited impact on the mission due to problems associated with the CivilAviation Infrastructure within the AOI as capacity limitation, quality,coverage or security.

RED: Significant impact on the mission due to problems associated with theCivil Aviation Infrastructure within the AOI as capacity limitation, quality,coverage or security or since requiring significant military resources tomanage the problem.


D Serviceability of Airport infrastructure.

D Serviceability Navigational aids and qualified personnel.

D Passenger/freight capabilities.

D Reliability services.

D Heavy lift capability.

D Passenger/freight capabilities.

D Mines/UXO/denial measures.


D Seasonal implications.


D Critical repairs.


D Impact on military and civilian movement.

D Civil Authority contingency planning or functional status.

D Scale of problem.

D Impact on military operations.T-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX U TOAM 86-1-1DATEDZ-lJUL12




SUBJECT: PUBLIC TRANSPORTATION


GREEN: No significant impact on the mission due to problems associated with PublicTransportation within the AOI.

AMBER: Limited impact on the mission due to problems associated with PublicTransportation within the AOI.

RED: Significant impact on the mission due to problems associated with PublicTransportation as a critical disruption to the FOM of the population or of suchkind that requires significant military resources to manage the problem.


D Civil Authority contingency planning or functional status.D Scale of problem and capability gaps.D Damage to Public Transport Assets.D Reliability of Public Transport Services.

D De-confliction of movement with Military.

D Traffic Control capability and measures.

D Mines/UXO/denial measures.D Obstacles/hazards.D Resource requirement (Human and Materiel).D Seasonal implications.D Security/Protection issues.D Critical repairs.D Specialist support.D Impact on civilian movement and 10/NGO activities.D Impact on military operationsD Availability of local resources.

D Civil Emergency Planning dependency.

U-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXVTOAM 86-1-1DATED2hJUL 12




SUBJECT: INLAND WATERWAYS AND PORTS


GREEN: No significant impact on the mission due to problems deriving from theWaterways and Ports within the AOI.

AMBER: Limited impact on the mission due to problems associated with theWaterways and Ports within the AOI as disruption, capacity limitation,quality or connectivity.

RED: Significant impact on the mission due to problems associated with theWaterways and Ports within the AOI as disruption, capacity limitation,quality or connectivity or since requiring significant military resources tomanage the problem.


o Numbers of facilities within ADO.


o Locations.



o Impact on Cargo/Passenger Transportation.


o Pollution Hazards.

o Serviceability of Ports.




o Tidal Implications.

V-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXWTOAM 86-1-1DATEDZ6"JUL 12

KEY CIVIL INFRASTRUCTURE



SUBJECT: CIMIC SITES

Note: The subject of "CIMIC Sites" is grouped under the reporting group of Key CivilInfrastructure purely for convenience. The nature of the subject is broad and CIMICSites could equally apply to the humanitarian or Civil Administration groups.


GREEN: No significant impact on the mission due to problems associated withCIMIC Sites within AOI.

AMBER: Limited impact on the mission due to problems/incidents associated withCIMIC Sites within AOI.

RED: Significant impact on the mission due to problems/incidents associatedwith CIMIC Sites within the AOI that causes significant risk or requiringsignificant military resources to manage the problem.

ASSESSMENT GUIDANCE - LIST OF BROAD OPERATIONAL CONSIDERATIONSD Locations of CIMIC Sites.

D Types of site.

D Category of sites.

D Problems associated with sites (protection, damage, ethnic, etc).

D New or temporary sites of interest (Medical sites, lOP, Refugee and EvacueeAssistance Centres, previously unidentified sites consider de-confliction fortargeting).

D Hazards.

D Attitudes of local population.

D Nature of military interest or involvement.

D Is the Local Authority functional?


D De-confliction for military use, manoeuvre, targeting etc.

D Protection/security issues.

D Information campaign.D Political and ethnic sensitivity.

W-1

NATO UNCLASSIFIED


ADDITIONAL GUIDANCE RELATING TO CIMIC SITES

GENERAL DEFINITION OF CIMIC SITES

There are two distinct categories of CIMIC Sites as shown below:

Sites of Major CIMIC Significance. These sites are of such operational significance(for the entire spectrum of reasons) that there destruction or damage would either:

D potentially undermine the Force or its related mission.

D seriously threaten the post-operation recovery of the involved country.

D inflict widespread and indiscriminate impact on key civil life support that would affecta civil population.

Note: The following infrastructure would normally be deemed as Sites of MajorCIMIC Significance:

Power plants/substations.Water treatment/processing and distribution plants/installations.Dams and reservoirs.Hazardous industrial or commercial installations (Chemical or Nuclear).Key cultural or religious monuments or sites.UNESCO sites.IO/NGO sites (Refugee camps).PW (Prisoner of War) Camps.

Sites of CIMIC Significance. These sites are considered to be of sufficientsignificance that their destruction or damage would either:

D alienate significant elements of the civil population.

D impact adversely on a civil populations key life support.

D impede post operation recovery for the country concerned.

Note: The following would normally be deemed as Sites of CIMIC Significance:

Places of worship.Community based civil administration infrastructure (i.e.; Town Hall, CommunityCentre).Health Sites (Hospitals, clinics, emergency service capability).Water Sites (Smaller scale distribution networks and infrastructure).Power (Town/City power distribution lines).Sanitation (Town/City sanitation processing capability).Cultural sites of historic or religious importance.

W-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX X TOAM 86-1-1DATED26"JUL12

CIVil ADMINISTRATION

SUBJECT PREFIX: "0" - Delta


SUBJECT: lAW & ORDER ISSUES


GREEN: No significant impact on the mission due to problems deriving from theLaw & Order system and/or associated capabilities within AOI.

AMBER: Limited impact on the mission due to problems deriving from the Law &Order system and/or associated capabilities within the AOI.

RED: Significant impact on the mission due to problems associated with theLaw & Order system and/or associated capabilities within the AOI thatcauses significant risk or requiring significant military resources tomanage the problem.


o Structure and system of Law & Order within AOO.o Locations and key personalities.o Capability gaps.o Trends of problemslincidents.o Root cause/source of problems.o Status of functionality.o Attitude of Local Authorities.o Attitude of dependent population.o Resource requirement (Human and Materiel).o Emergency service capability.o Security/Protection issues.o Critical Shortfalls.o Specialist support.o Impact on military operations and civil environment.o Even-handedness.

o Effectiveness of Judicial system.

X-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXYTOAM 86-1-1DATED2(;'JUL 12

CIVIL ADMINISTRATION



SUBJECT: POLICE


GREEN: No significant impact on the mission due to problems associated withPolice/Law & Order requiring military resources or affecting Allied Forces'interests.

AMBER: Limited impact on the mission due to problems associated withPolice/Law & Order as a functioning but in resources or spectrum ofcapabilities limited Police/Law & Order authorities leading to anincreased involvement of military resources on law & order typeactivities/incidents.

RED: Significant impact on the mission due to problems associated withPolice/Law & Order as severe capability gaps, increased levels ofviolence beyond control of police capability and/or requirements forsignificant military resources to manage the problem.


D Is there a functioning police capability within AOO?

D Scale of problem.

D Prime locations of trouble areas if identifiable.

D Capability gaps/critical shortfalls.

D Potential route cause of problems (ethnic violence, organised crime, etc).

D Are there adequate resources (Human & Materiel)?

D C2 structure.

D Is there any evidence of power vacuum or indications of escalation in organisecrime?

D Are there any indications of corruption (specify scale)?

D Are there any or sufficient riot control resources/capability?

D Security/protection issues.

D Attitudes of police assets.


Y-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXZTOAM 86-1-1DATEDZ6JUL 12




SUBJECT: DETENTION FACILITIES


GREEN: No significant impact on the mission due to problems associated withDetention facilities within the AOI.

AMBER: Limited impact on the mission due to problems/incidents relating toDetention facilities within the AOI.

RED: Significant impact on the mission due to problems associated withDetention facilities within the AOI(specify).


o Locations of Detention facilities.

o Capacity versus population of facilities.

o Infrastructure problems.

o Accessibility.

o Mines, booby traps, UXO.

o Scale of problems.

o C2 Infrastructure.

o What is likely impact on military?

o What can military do (specify) to minimise effect or to assist civil authorities?

o Seasonal implications (key life support).

o Key problem areas.

o Riot control resources/capability.

o Security/protection issues.

o Corruption.

Z-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXAA TOAM 86-1-1DATEDZ6JUL12


SUBJECT PREFIX: "D" - Delta


SUBJECT: BORDERS AND CUSTOMS ASSESSMENT DEFINITION

GREEN: No significant impact on the mission due to problems associated with thefunctioning of borders and the customs system in place and in operationwithin the AOI.

AMBER: Limited impact on the mission due to problems associated with bordercontrol, the customs system and/or immigration issues within AOI.

RED: Significant impact on the mission due to problems associated withborder control and/or the customs system and/or immigration issueswithin AOI.


D Identify border both legal and illegal border-crossing points.

D Locations/Type of facilities.

D Evidence of a coherent policy toward immigration/custom/border control.

D Capability gaps (Human or Material resources).

D Border crossing flow rate (by transport means).

D Trade routes/implications.

D Security problems.

D Hazards/obstacles.

D Emergency life support (Fuel, Generators, lighting)

D Operational status (24 hrs capability?).



D Attitude of Border guards.

D Riot/crowd control measures/capability.

D MEDEVAC (medical evacuation) capability.

D Armed (capability), Night Vision capability.

AA-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX BB TOAM 86-1-1DATEDZt JUL 12




SUBJECT: LOCAL AUTHORITIES


GREEN: No significant impact on the mission due to the functioning of Civil LocalAuthorities within the AOI.

AMBER: Limited impact on the mission due to problems associated with thefunctioning of Civil Local Authorities within AOI.

RED: Significant impact on the mission due to problems associated with lack offunctional Civil Local Authorities which might require significant militaryresources to manage the problem.


D Structure of Local Authorities within AOO.

D Locations and key personalities.

D Capability gaps.


D Status of functionality.

D Attitude of Local Authorities.

D Attitude of dependent population.


D Emergency service capability.




D Sustainability.

D Even-handedness of Local Authorities.

BB-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX CC TOAM 86-1-1DATEDUJUL12




SUBJECT: BANKING & ECONOMY


GREEN: No significant impact on the mission due to problems associated withbanking or economy within the AOI.

AMBER: Limited impact on the mission due to problems associated with banking andeconomy within the AOI.

RED: Significant impact on the mission due to problems associated with banking& economy within the AOI.


D Nature/trends of problems.

D Scale of problem.

D Impact of problem on civil environment and military mission.

D Ability of Civil Authorities to deal/manage problem.

D What is root cause/source of problem?

D Attitude of Local Authorities.

D Attitude of dependent population.

D Sources of Ethnic tension.

D Is there a functional banking system to manage public concerns (pensions)?

D Is there an appropriate information/media campaign to inform/reassure public?

D Is there any Donor involvement?

D Is there evidence of corruption or organised crime?

D Short term impact and long term impact on economic stability of AOI.

D What can military do to assist or to disengage?

CC-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX DD TOAM 86-1-1DATED2[JUL12




SUBJECT: TELECOMMUNICATIONS & MEDIA


GREEN: No significant impact on the mission due to problems associated withtelecommunications/media within the AOI.

AMBER: Limited impact on the mission due to problems associated withtelecommunications/media within the AOI as limited availability or minorsubversive information media.

RED: Significant impact on the mission due to problems associated withtelecommunications/media within the AOI as limited availability or minorsubversive information media.


Telecommunication considerations:

D Key Sites/l nstallations.D Power Supply.D Nature and scale of Dependency.D Serviceability of telecommunication equipment.D Impact of problem on civil environment and military mission.D Ability of Civil Authorities to deal/manage problem.D Capability gaps or critical shortfalls.D Security/protection of Telecommunication sites.D Resource requirement (Human and Material).D Specialist Knowledge.D Key means of communication (Landline/Mobile Telephone capability).D Allegiance of Management.D Capability of Relay sites/points.D Dependency.D Evidence of exploitation for hostile or negative effect.D Impact of problem on Civil Emergency Planning measures if any.

DD-1

NATO UNCLASSIFIED


ASSESSMENT GUIDANCE - LIST OF BROAD OPERATIONAL CONSIDERATIONS(TELECOMMUNICATIONS & MEDIA, CONTINUED)

Media Considerations:

D Nature and scale of problem.

D Impact on military operations.

D Broadcast/Publication Distribution Area.

D Reliability of Broadcast/Publication sources.

D Serviceability of station/offices.

D Serviceability of equipment.

D Evidence of exploitation for hostile/negative effect or military force (INFO OPS)

D Implication of subversive material.

D Attitude/response to INFO OPS products.

D Allegiance of Management.


D Power supply.

D Language of broadcast/publication.

D Critical repairs.


D Impact on civilian morale.

D Public/Amateur Service.

00-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX EE TOAM 86-1-1DATED2--bJUL12


SUBJECT PREFIX: "D" - Delta


SUBJECT: EMERGENCY SERVICES


GREEN: No significant impact on the mission due to problems associated withthe functioning of emergency services within the AOI.

AMBER: Limited impact on the mission due to problems associated with emergencyservices within the AOI as limitation in coverage, capabilities or capacity.

RED: Significant impact on the mission due to problems associated withemergency services within the AOI as limitation in coverage, capabilitiesor capacity requiring significant military resources to manage theproblem.


Fire Service Considerations:



D Locations.



D C2 structure and infrastructure.


D Hazards.

D Emergency life support (Fuel, Generators)




D Sustainability.

EE-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86 1-1

ASSESSMENT GUIDANCE - LIST OF BROAD OPERATIONAL CONSIDERATIONS(EMERGENCY SERVICES CONTINUED) Ambulance ServiceConsiderations:

o Numbers of facilities within AOO.


o Locations.



o C2 structure and infrastructure.


o Hazards.

o Emergency life support (Fuel, Generators)




o Sustainability.

EE-2

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX FF TOAM 86-1-1DATED26JUL12

CIMIC PLATOON IDEAL STRUCTURE

1. The CIMIC platoon can be considered the smallest joint CIMIC asset capable toconduct all the basic and tactical CIMIC related activities. Due to its modular composition,it can be mission sized and tailored. For its characteristics, it is the smallest unit capable tomeet interoperability standards and procedures also if joint, combined or multinational.

2. The ideal structure of a CIMIC Platoon, as depicted below, is based on the need toestablish a common framework, based on different field experiences and recognising thefact that in some cases it would be very difficult for the countries to provide a completeCIMIC unit.

•••

FunctionalSpecialists

3. The modularity of the unit would allow nations to easily contribute with sub-modules(teams/ sections) and the unit to carry out CIMIC tasks, physically separated from the HQ,in normal operational conditions and in an autonomous way.

4. The sections incorporated in the CIMIC Pit can carry out the following CIMIC-related tasks/responsibilities:

a. Command Section

(1) Planning and coordinating the work of the sections.

(2) Planning of CIMIC activities.

(3) Providing information and resources to the sections needed toaccomplish the given tasks.

(4) Ensuring overall Situational Awareness (SA) of the CIMIC PIt.

FF-1

NATO UNCLASSIFIED


(5) Monitoring the overall and the CIMIC situation in the assigned areaof responsibility (AaR).

(6) Collating reports of the sections to a consolidated report, processedto higher echelons as contribution to their overall and functional SA.

b. Civil Assessment Section:

(1) Conducting reconnaissance and assessment (CIMIC Patrol)focussed on the civil environment.

(2) Conducting defined CIMIC Assessments (e.g. Rapid VillageAssessment) .

(3) Assessing the effectiveness of on-going and completed CIMICactivities.

(4) Conducting BaUle Damage Assessment (BOA) (if/when required).

(5) Gathering and updating information needed to complete a CIMICdatabase (if/when required).

c. CIMIC Activities Section

(1) Conducting all types of CIMIC activities in the field.

(2) Managing CIMIC Fieldwork in all phases from proposal toimplementation.

(3) Acting as primary interface between the military and the localpopulation in the AaR with regard to fieldwork.

(4) Gathering complementary and updated information as a contributionto the CIMIC Assessment as well as to the overall SA.

(5) Facilitating humanitarian assistance (if/when required/requested).

d. Liaison Section

(1) Establishing and actively maintaining the contact to all relevantcivilian actors (local authorities, IO/NGO) in the AaR through CIMIC Liaisonas defined in the Extended Liaison Matrix.

(2) Establishing and maintaining the contact to the population andcivilian actors in the AaR by setting up and running a CIMIC Centre.' (onorder).

1 CIMIC Centre: Provides a physical location where the military can interface with the civil population, civilauthorities and civilian organisations (IOs/NGOs). As such, it acts as a focal point and communication linkbetween the civil and the military communities (see Chapter 5 - TTP5).

FF-2

NATO UNCLASSIFIED


(3) Easing the exchange of information between the military and thecivilian environment.

(4) Providing report (just like Post Meeting Minutes, CIMIC LiaisonReport etc.) after completion of meeting/visit.

(5) Gathering complementary and updated information as a contributionto the CIMIC Assessment as well as to the overall SA.

(6) Initiating negotiations (if/when required).

(7) Promoting visibility and legitimacy of the force.

(8) Maintaining and updating the Liaison Matrix, to include the requestfor necessary changes, through the chain of command.

5. If operational conditions start to deteriorate the CIMIC Pit might need to bereinforced to be able to continue the accomplishment of its tasks. The supportrequirements to continue to carry out its tasks might include, but are not limited to:

a. Force protection.

b. Medical personnel.

c. Communication unit.

6. In the below schedule the most likely manning of a CIMIC Pit is shown. In additionan oversight of major equipment is provided. As stated several times before the actualmanning and equipment might differ, based on the Troop Contributing Nations TCN, theoperational situation and the framework in which operations need to be executed.

COl1'luand

CTeam Team Team Team

20ffter 1 oncer 1 oncer 1 ortcer 1 oncer 6+1FS

2WO 1WO 1WO 1WO 5+1

2 Driver 1 Driver 1 Driver 1 Driver 1 Driver 1 Driver 8+1

1 RTO 1 RTO 1 RTO 1 RTO 1 RTO 1 RTO 6+1

1MfldAss

1Mflchank;

I Loc !Rf 1 Loc WI I LoC" (t4 6+1 5+1 14+2

14WMT

14WLV 14WLV 14WLV 14WLV 14WLV 14WLV 6+ 1 x 4WLV

14WMT 2x4WMT

FF-3

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEXGGTOAM 86-1-1DATED,u-JUL 12

EXAMPLE OF AN EXTENDED LIAISON MATRIX

Below an example of an EXTENDED LIAISON MATRIX is shown. This respectiveextended liaison matrix was developed for the Joint Force Command (JFC) level.Subordinate level Headquarters should adapt the below shown matrix to reflect their ownlevel and thus their own level liaison requirements.

GG-1

NATO UNCLASSIFIED


Q,esignated ~ranch or Qfficer of .E_rimaryBesponsibility (DBOPR)Also allowed to laise ICCW DBOPR

Also allowed occasionally for duty ICCW OBOPR

Also allowed when invitated ICCW DBOPRFactsheet

GG-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX HH TOAM 86-1-1DATED26'JUL 12

POINT OF CONTACT (DATABASE)

Position Name Rank Tel. E- Mobile Type Loc. RemarksOrganisation mail phoneGO

ICRC Head Sub-Delegation 10...Education TBD MinistryCaritas Info-Office NGOUNHCR DepChiefMission UN

HH-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX II TOAM 86-1-1DATEDZ6JUL12

CIMIC lO-REPORT FORMAT

TEAM: AREA: DTG: REPORT#:

DTG Report Sent:CIMIC lO REPORTFROM: CIMIC LO toACOSX9

PROPOSED STAFF INVOLVEMENTX1 X2 X4 X5 X6X8 X9 ENG ACC X3PSY PlO MED POLAD LEGAD INFOOPS OPS

JVB ACC MCC COMOffice

SUBJECT:

OUTCOME:1. ORGANIZATION VISITED (incl. location):

2. PURPOSE OF VISIT / TOPIC OF MEETING:

3. NAMES AND FUNCTIONS OF PERSONS MET:

4. INFORMATION COLLECTED (incl. issues not solved):

5. LO COMMENTS / CONCLUSIONS / RECOMMENDATIONS:

FUTURE TASKS (incl. required follow-up, next meeting):

Name, Rank, Date

ENCLOSURES (e.g. Agenda):

11-1

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEXJJTOAM 86-1-1DATED2£JUL 12

BASIC GUIDELINES FOR CIMIC LOs

1. General recommendations

a. Be prompt and properly dressed.

b. Once liaison has been established maintain regular contact in order to buildup a working relationship and to promote continuity based on mutual trust,understanding and respect.

c. Always carry your ID-card and remain alert to specific security arrangementsfor particular areas/units (e.g. passwords).

d. Consider use of interpreters/arrangements for interpreters, including dress ofinterpreters (if appropriate).

e. Be sensitive to the environment (e.g. "aggressive" military clothing such asweapon, helmet, body armour); note: some organisations do not allow weapons ontheir sites.

f. Always keep in mind that you are still a soldier and that you have to abide tocertain rules according to your status, do not behave like a civilian in uniform.

g. When travelling alone keep in mind that you are moving in a maybe hostileenvironment and that you are a soft target, therefore adapt your movements andremember basic security rules.

h. Be familiar with tools such as computer, cellular phone (capable of working inthe liaison site), digital camera (for report documentation) and satellitecommunication.

i. Never promise anything!

j. Always bear in mind the Master Messages depicted in the OPORD (AnnexInfoOps) in order to support COM's intent everywhere and currently.

k. Always provide detailed facts and figures when requests are made.

2. Recommendations prior to departure from CIMIC LO-base

a. Radio check with move control (primary and secondary means from liaisonsite to parent unit).

b. Check transportation, route and timings in accordance with the generalguidance (orders) in this matter.

JJ-1

NATO UNCLASSIFIED


c. Check threat level and security issues (additional road blocks).

d. Check out in accordance with the local camp- and movement control-instructions.

e. Be aware of your mission and responsibilities, and obtain specific informationand/or liaison requirements from CIMIC LO Chief related to a specific task.

f. Obtain necessary credentials for identification and appropriate securityclearances (passport, ID-card, area clearance, etc.).

g. Check language and interpreter requirements.

h. Be familiar with the potential issues, capabilities, employment doctrine andworking procedures of the organisations which are to be contacted.

3. Recommendations on departure

a. Arrange an operations/intelligence briefing or seek guidance as requiredprior to a liaison mission.

b. Consider security issues (G2-aspects), confirm arrangements prior to liaison.

c. Consider route RECCE and time appreciation; ensure that releasing andreceiving units are aware of timings.

d. Ensure that frequency changes (communications) are noted for next period ifapplicable.

e. Be alert to any forthcoming factors that may affect your route and AOR, andplan accordingly, create alternative plans.

4. Recommendations on arrival at place of visit/liaison

a. Check in and establish contact to receiving entity/ organization POCo

b. Test communication procedure.

c. Inform your movement controll unit about arrival.

d. Deliver any correspondence and updated information as required.

e. Visit appropriate staff as required.

f. Ensure that your location is known at all times (e.g. inform CIMIC Duty OpsOfficer about daily activities).

g. Maintain a vehicle "watcher" and ensure close protection with armedpersonnel, if not escorted by a Force element.

h. keep an appropriate record of your activities and reports.JJ-2

NATO UNCLASSIFIED


5. Recommendations prior to return to CIMIC LO-base

a. Radio check with move control.

b. Check for any changes to Security Alert State.

c. Check route/timings.

d. Inform CIMIC Duty Ops Officer and movement control about your expectedreturn time and route.

6. Reporting/briefing of information

a. Do not colour facts; accuracy is critical. Deliver facts and commentsseparately.

b. Keep it simple (clear, complete and concise information) in a specific format;e.g. observation - conclusion - recommendation.

c. State unconfirmed/dubious source information as UNCONFIRMED or FROMDUBIOUS SOURCE, and, where appropriate, add comments in the form of yourassessment based on that fact.

d. Do not postpone the drafting of the liaison reports to not lose the essence ofthe meeting/contact.

e. Provide the staff members with the key information as soon as possible.

7. Recommendations for liaison with civil authorities/organisations

a. Be alert and sensitive to the local situation/considerations (consider religious,cultural or factional divides or social behaviour - it may impact your liaison mission).

b. Introduce yourself/meet/greet your POC in a polite way, according to the(local) customs.

c. Consider the use/implications of interpreters.

d. Consider your meeting goals and prepare in advance pre-determinedobjectives - define what at least you wish to gain from the meeting/interview.

e. Apply a polite and friendly approach to your dealings as a general rule -however adapt your stance if the situation requires this.

f. Offer to brief them on the military appreciation of the current local securitysituation.

g. Ascertain their perception of NATO operations.

JJ-3

NATO UNCLASSIFIED


h. Identify problems/concerns.

i. Obtain any information which is useful with regard to area assessments.

j. Note, verify and report all POCs to ensure that key personality information ismaintained.

k. Attempt to conclude your liaison on a positive note.

8. Miscellaneous

a. Ensure that, if you want to hand them over to civilians, any overlays/ maptraces are marked with scale, grid intersection points, DTG of info, security marking"UNCLASSIFIED" (and where the information is from (if required».

b. Consider means of destruction in case of emergency if information beingcarried is classified or sensitive.

JJ-4

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX KK TOAM 86-1-1DATED.[6' JUL 12

BASIC LO MANUAL FOR NEGOTIATIONS

Negotiation - PREPARATION

1. Understand larger context

a. History of conflict

b. Religious and customary aspects

c. Fractions/parties involved

d. Trends within the fractions

e. Current situation (elections, new leaders, recent major operations)

2. Identify the parties

a. Who is at the table

b. Who is the key player

c. Who is the real decision maker

3. Identify the issue

a. Aspirational

b. Polemical

c. Operational/pragmatical

4. Define the desired solutions

a. List possible solutions

b. Evaluate the solutions

c. List priorities

d. Identify best alternative solutions

e. Consider implementation

KK-1

NATO UNCLASSIFIED

AM 86-1-1Negotiation - EXECUTION

NATO UNCLASSIFIED

1. Types of questionsa. W-Question: "Who? What? Where? When? Which? Why? How?"

b. Pin Down-Questions:

c. Analytic-Questions:

2. How to reduce aggression

a. Acknowledgement:

b. Problem-consciousness:

c. Open-mindedness:

Negotiation - PROCEDURES

formed with "be, do, have, can, shall, will. .. "

step by step with Pin Down-Questions

"This is a good argument!"

"This is really interesting!"

"This is a really good idea!"

"You have expressed that very well!"

"That is a real problem!"

"I have already heard about it!"

"One should really start doing sth!"

"Perhaps we could really talk about thatsubject!""I would like to ask you a few more questions about it!"

"Perhaps we can manage to clarify the situation!"

KK-2

NATO UNCLASSIFIED


ENTREE WARMUP NEGOTIATION AGREEMENT CONSOLIDATIONCONCLUSION OF AGREEMENT

Lü I Counterpart Lü I coun!erpar Lü I Coun!erpar Lü I Coun!erpar Lü 1coun!erpar

50% I 50% 20% I 80% 50% I 50% 80% 1 20% 20% 1 80%• Facts, no

00 assumption • Ease the tension... • Build up of trustZ • Who is who • Define the • Outlook on comingfoil Time frame • Create "we- problem As prepared... • feeling" • eventsZ • In or out • Smallest • Avoid the subject0 Collect infoU • possible of the negotiations

denominator• Smallest

00 • Small portions, possiblefoil go slowly denominator~

• Local language,customs and • Polite phrases • Reviews, incl. • Pin-Down

~ habits • Active listening the Questions • As in Warm-upU Split tasks • W-Questions consolidation of ("Yes-street")•foil common • Double-positive...

grounds choice (Win-Win)

foil~~ • Open minded, • Friendly,... Clear, precise Firm, positive Friendly, calm- naturally attentive • • •......-<c~ -10% -40% -20% -10% -20%~......

KK-3

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX LL TOAM 86-1-1DATEDz,6 JUL 12

NEED TO KNOW LIST FOR LIAISON WITH CIVIL AGENCIES

Civil Agencies

1. may have more experience than you.

2. are not willing to accept subordinate or junior partner status with the military.

3. are essential for the transition to peace.

4. are not always willing to work with the military.

5. usually stress Impartiality, neutrality, humanity and independence asimperative.

6. should not be informed on military issues that are restricted (even if it affects thecivil situation).

7. might have to be persuaded to work together, as they are not (and mostly will notbe) co-ordinated by an overall co-ordinating authority.

8. may have little logistical back-up or may be living hand to mouth.

9. may have little staff capacity to do proper planning.

10. expect to be understood with regard to their motives and goals.

11. may have been operating in the country for a long time, and take a longer termview than the military.

12. have no means of protection and therefore will not compromise their relationswith local people.

13. will sometimes be competing against each other for funds, the "best" projects andmedia coverage; for most of them it is "business".

14. expect military support to be promised, if they request it (no matter if in themilitary interest).

15. may have a leaning or even a bias to one side or the other, although impartialityseems to be very important.

16. are in many cases depending on the military forces to provide a secure andsafe environment to enable them to do their work.

LL-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX MM TOAM 86-1-1DATED2(JUL 12

CHECKLIST FOR ESTABLISHING A CIMIC CENTRE

I~GEt'JÉRAl-"~~-~-

'. . ..--P'RE-PARATIUNS~~~i~_"=<~-

- ,. _ ..

CommunicationsAccessibilityForce ProtectionInformation SecurityEstablishment/ManningInfrastructure:• Sanitation• Drainage• Watersupply• Electricity• Waste collection and disposalWorking Areas:• Reception/front office• Meeting room• Conference room• Interpreters room• Visitors waiting room• Parking facilitiesAccommodation Areas:• Sleeping accommodation• Recreation areas• Eating areas• Food preparation areas/kitchens• Showers• Toilets• Laundry facilitiesFundingReal Life SupportTransportForce protection planning(emergency/evacuation)ExtractionAccessHours of operation/opening hoursAOOs of principal civilian organisationsLanguage considerations

Real estate contractsInformationPersonnelTrainingCommunicationsOffice equipment/furniture:• Desks• Chairs• Cabinets• Weapons storage (rifles, vests, etc.)• Presentation boards (suitable for

photos)• rinks/refreshments facilities• Mobile heaters• FansField safe or cash boxTransportStorageFinanceDecorAdvertisingInterpretersDistribution networkAccommodationMedical equipment and supportBack up powerFood & emergency provisionsFire orders & Fire fighting equipmentRisk assessmentUnit sign(posting)Cleaningro & NGO accreditationConference facilitiesMapping

MM-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX NN TOAM 86-1-1DATED.Z6JUL12

EXAMPLE OF MOVEMENT COORDINATION PLAN

@ Check Point

8>@ Civilian collection point

<0 Civilian A ssembly Area

IERAI Emergency Rest Area

Civilian -----

...._,__~__ -~a\lilian!

To HWIOsiNGOs facility

- '" ~~---~-._--~---~--~-----CMlian

_---_----........ ------ -,

i\ilian

Note: Not to scale

Explanation:lOT maintain military FOM, traffic control measures are to be implemented, identifyingthe following elements:

• Location and size of checkpoints (CP).• Civilian Collection Points (CCP): a location secured by the military force where thepeople are consolidated and prepared for further movement in any direction.• Civilian Assembly Areas (CAA): an area in which water, food, fuel, maintenanceand medical services can be provided to people involved.• Emergency Rest Areas (ERA) may be required in addition to the CCP and CAAs(they are pre-planned and will only be activated if necessary).

NN-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX 00 TOAM 86-1-1DATEDL{JUL12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN CONTRIBUTING TO THE PRESERVATIONOF TERRITORIAL INTEGRITY AND SECURITY OPERATIONS

1. Scenario. The NRF could deploy as a stand-alone force for crisis response such asthe contribution of territorial integrity and security operations.

2. Potential Tasks

a. Joint Force Commanders and their eventual substructure should:

(1) Provide competent CIMIC staff personnel

(2) Should playa proactive role in standardising CIMIC skills within theirareas.

(3) Promulgate appropriate directives and guidance, including planningguidelines and contribution to planning activity.

(4) Conduct CIMIC assessments and use them in the operationalplanning.

(5) Ensure appropriate liaison with the HQ in the JOA.

b. Mission Theatre Commanders should:

(1) Ensure CIMIC staff are provided with commander's direction andguidance, able to develop guidance for subordinate level.

(2) Ensure the use of NATO CIMIC doctrine and develop theatre specificCIMIC procedures.

(3) Ensure CIMIC input is included in planning.

(4) Ensure CIMIC is conducted in support of the mission.

(5) Ensure national or multi-national CIMIC assets are integrated.

(6) Plan and prepare for transition.

c. Tactical Level

(1) General Tasks

(2) Use of provided CIMIC assets.

(a) Establishment of CIMIC facilities (if applicable).

(b) Conduct CIMIC field work and all other CIMIC activities laid outin the operational plan.

00-1

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(3) Potential Specific Tasks during the Pre Operational Stage

(a) Assess the civil situation in the mission theatre and contributeto the common operational picture.

(b) Assist in the assessment and planning of contingency planning.Work with all other staff branches to ensure that all civil related factorsare incorporated into the planning process.

(c) Use existing relationships with civil actors to conduct integratedplanning.

(d) Provide advice on the civil situation and the effect of militaryoperations on the civilian population and organizations and vice versa.

(e) Prepare educational material for the force on likely civilconditions and brief staff re-enforcements.

(f) Train and educate CIMIC personnel and integrate CIMIC inpre-deployment training.

(g) Determine commander's critical information requirements andpromulgate to NATO commands and contributing nations withcollection capabilities.

(h) Establish and maintain the exchange of information with civilactors. Civilian sources will often provide information of operationalrelevance. Subject to security considerations, it is likely to be ofmutual benefit to pass information in both directions. When themilitary will provide unclassified information, relevant securityinformation must be declassified.

(i) Plan and prepare for transition.

00-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX pp TOAM 86-1-1DATEDUJUL12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN A DEMONSTRATIVE FORCE PACKAGE(OEM).

1. Scenario. The NRF may deploy as Demonstrative Force Package (DEM).A Demonstrative Force Package is deployed in order to show the resolve of membernations (quick response operations to support diplomacy as required).

2. Potential tasks. This scenario is very challenging for G9, since the requirementsfor CIMIC elements are heavily depending on the humanitarian situation (refugees,displaced people, and humanitarian emergency, civil actors) but could be initially identifiedas:

a. To liaise to the national, regional and local authorities.

b. To liaise to the la / NGOs already deployed or to be deployed in the AOO.

c. To advise the TAC COM LCC on civil- military issues.

d. To support Info Ops campaign.

3. Capabilities

a. CIMIC staff with Ops, Plans & Assessment.

b. CIMIC unit based on Tactical Support Team (TST) and functional specialists.

c. CIMIC Centre(s).

d. Interpreters.

PP-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXQQTOAM 86-1-1DATEDUJUL12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN A CRISIS RESPONSE OPERATION (CRO)

Reference: MC 327/2 (NATO Military Policy for Non Article 5 Crisis Response Operations,dated 29 August 2001.

1. Scenario. The NRF can deploy as a stand-alone force for crisis response such as aCrisis Response Operation, including Peacekeeping (MC 477). Non Article 5 operationsare intended to respond to such crises (potential crises at an early stage), including thecontainment of hostilities, in a timely and coordinated manner where these crises couldeither affect the security of NA TO nations or threaten the stability and lead to conflict onthe periphery of the Alliance (AJP-01).

2. Potential tasks

a. To establish and maintain liaison to the civil actors and IO/NGOs.

b. To assess the theatre capabilities, mainly as far as the key factors areconcerned.

c. To initiate CIMIC activities to cover possible gaps.

d. To coordinate the support to the civil environment.

e. To assist 1support the IO/NGOs in the provision of aid and relief.

f. To deal with the possible flow of DPREs, Refugees and lor evacuees.

g. To support within means and capabilities, and to provide, if required, a safeevacuation of non-combatants.

3. Capabilities

a. CIMIC Liaison Team(s).

b. CIMIC staff with Ops, Plans & Assessment.

c. CIMIC unit based on Tactical Support Team (TST) and functional specialists.

d. CIMIC Support Unit (CSU).

e. CIMIC Centre(s).

f. Interpreters.

QQ-1

NATO UNCLASSIFIED

ANNEX RR TOAM 86-1-1DATEDUJUL12

NATO UNCLASSIFIED

SPECTRUM OF NRF-CIMIC ACTIVITIES IN AN EMBARGO (EMB) OPERATION

1. Scenario. The NRF can deploy as a stand-alone force for crisis response such asan Embargo Operation (EMB)(MC 477). An Embargo is designed to force a country toobey international law or to comply with a UN Security Council Resolution (UNSCR).

2. Potential tasks. To assess the impact of measures taken in context with the EMBon the civil environment.

3. Capabilities. Mission tailored elements, where CIMIC staff and liaison elementsmay be included, depending on the situation.

RR-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX SS TOAM 86-1-1DATED.26'JUL 12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN DISASTER RELIEF

1. Scenario. The NRF could deploy as a stand-alone force for crisis response such assupport in Disaster relief. A humanitarian operation is defined as a mission conducted toalleviate human suffering, especially in circumstances where responsible authorities in thearea are unable or possibly unwilling, to provide adequate support to the population. (... )Such operations may be in response to earthquakes, floods, famine and radioactive,biological or chemical contamination. They may be as well a consequence of war orpolitical, religious or ethnic persecution (AJP-01).

2. Potential tasks

a. To liaise to the local authorities and the IO/NGOs, if any, and to shareinformation.

b. To support the Force.

c. To support the civil environment, by acting as a facilitator in different domainssuch as distribution of food, DPREs management, information on hazards, etc ...(e.g. assistance in the reconstruction of infrastructure, co-ordination of the use oflocal resources).

3. Capabilities




d. CIMIC Centre(s).

e. CIMIC Support Unit (CSU)

f. Interpreters.

SS-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX TTTOAM 86-1-1DATEDZ6JUL12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN PROTECTION OF CRITICALINFRASTRUCTURE

1. Scenario. The NRF can deploy as a stand-alone force for crisis response such asProtection of critical infrastructure. Counter Terrorism encompasses all measures takento neutralize terrorism before and after hostile acts. Such measures include thosecounterforce activities justified for the defence of individuals, containment measuresimplemented by military forces or civilian organizations and support to Info Ops campaign.

2. Potential tasks. If CIMIC elements are involved in a Counter Terrorism Operation(CTO), their main focus is on liaison to national, regional and local HN authorities, ondealing with possible casualties and victims of the terrorist actions and on legitimating thedeployment of the military forces.

3. Capabilities. Mission tailored elements, where CIMIC staff and liaison elementsmay be included, pending on the situation.

TT-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX UU TOAM 86-1-1DATEDz.£JUL 12

SPECTRUM OF NRF-CIMIC ACTIVITIES IN AN INITIAL ENTRY (IE) OPERATION

1. Scenario. The NRF can deploy as an Initial Entry Force (IEF) (MC 477)An IE Operation seeks to facilitate the arrival of the follow-on forces in a JOA from abenign to a hostile environment, with or without host nation support (HNS) (e.g. PeaceEnforcement).

2. Potential tasks

a. To ensure unity of effort between civil and military activities in the JOA.

b. To facilitate HNS by liaison and assessment.

c. To establish and maintain liaison to local authorities, UN representatives andIO/NGOs.

d. To assist IOINGOs in restoring the economic infrastructure and the provisionof aid.

e. To support within means and capabilities, and to provide, if required, a safeevacuation of non-combatants.

f. To deal with humanitarian relief, if required.

g. To deal with complex religious I cultural I social I considerations.

3. Capabilities




d. CIMIC Centre(s).

e. CIMIC Support Unit (CSU).

f. Interpreters.

UU-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEXWTOAM 86-1-1DATED2.6JUL12

OVERVIEW OF G9 PRE-OPERATIONAL ACTIVITIES IN NRF

ACTWARN I I ACTORD

G9 Sectionsl ActivitiesGroupings

G9 Plans Mission CIMIC Review/refine Inputs toAnalysis, Assessment, planning, plans / AnnexForce identify Info WGeneration gaps / RFls,(SOR), collect task FFT/countries' OLRT, inputinformation, to CPGdevelopLiaisonArch itectu re

G90ps Contribute to Analyse Analyse AnalyseMission reports from reports from reports fromAnalysis FFT/OLRT FFT/OLRT, FFT/OLRT,

input into input intoSOFA, MOU, Soldier'sTA, ... handbook

G9 Liaison Contribute to Activities Activities Activitiescountries' within FFT/ within FFT/ within FFT/information OLRT OLRT OLRTcollection

FFTI OLRT Prepare Deploy, report Start to RFls / Infodeployment establish the exchange

LiaisonArchitecture,report

W-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX WW TOAM 86-1-1DATED,t.6'JUL12

OVERVIEW OF G9 OPERATIONAL ACTIVITIES IN NRF

Key Areas of OperationActivities

Freedom of Action/Movement Co-ordinate plan for minimizing civilian interferencePublic Safety Identify capability gaps in the HN CEPDPRE Return Identify key people and groupsKey Civil Infrastructure Provide the Protected Target ListKey Civil Life Support Identify IO/NGOs' & CEP capability gaj>_sCivil Administration Identify key gapsHumanitarian Facilitate initial post-conflict response

WW-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX XX TOAM 86-1-1DATEDUJUL12

Request for CIMIC Support (Part 1)

CONTROL NUMBER

I IDATE: /

1.ORIGINATOR:

VALIDATED BY :

SUBJECT:

TIME RECORDED:

FOR ACTION :

FOR INFORMATION:

2. STATUS *: IN ACTION COMPLETED STOPPED

PRIORITY *: IMMEDIATE FLASH ROUTINE

* PLEASE UNDERLINE YOUR SELECTION

3. COORDINATES & ACTIVITIES

Location Type:Location Name:Location Identification:

Geo: IUTM:

LOCATION DETAILS:

XX-1

NATO UNCLASSIFIED


1. REQUIRED INFORMATION:

a) WHO (Requestor):

b)WHERE

• Pick up Point (PuP):

• Delivering point:

c)WHEN

• DTG to be carried out• Foreseen duration of the support

d) WHAT (Which is the nature of the request?)Nature of Request:

e) HOW (Just in case of request for transportation)

Yes No QuantityBulk staffPalletsContainerBulk waterBulk fuelBottled waterOthers

• Weight• Volume• Pallets (All the pallets are equal)

~ YES. Measures/-I Weightl-I Volumel-I

I-I I-I I-I

~ NO. Quantity/-/Measures/-1 Weightl-I Volume

I-I I-I I-I I-II-I I-I I-I I-II-I I-I I-I I-I

XX-2

NATO UNCLASSIFIED


• Handling equipment is required?

f) WHO (Coordination):

• POC in PuP point

• POC in delivering point

• POC to Operation

5. REMARKS:

Decision Making Process (Part 2)

6. G9 PLANS ASSESSMENT (Opportunity)

7. G3 ASSESSMENT (Operational Impact)

8. G4 ASSESSMENT (Logistic Impact & Implications)

9. G2 THREAT ASSESSMENT

10. G8 FINANCIAL REPERCUSSIONS

XX-3

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-111. ENGINEERS ASSESSMENT

12. MEDAD ASSESSMENT

13. G3 AIR ASSESSMENT (if required)

14. ACTIONS TO BE TAKEN

15. G9 PLANS OVERALL ASSESSMENT

16. G9 CHIEF RECOMMENDATIONS

17. COS DECISION

Date and Signature

XX-4

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEXYYTOAM 86-1-1DATED2£JUL12

PROPOSED FORMAT TO INDENTIFY A REQUIRED PROJECT

"4, '~J< ,<" PROJECT"PROPOSAL

e ,>,. > '. ,.. et :l' 't,cc' j'

Unit:

ProjectDescription:

Objectives:

Local Impact 0Project:

Location:

Requirements:• Money• Manpower• Machinery• Material

PartnershipArrangements:(Civil & Militar~Bodies)

Timelines:

YY-1

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEXZZTOAM 86-1-1DATEDUJUL12

PROJECT ASSESSMENT CHECKLIST

I"" .v

',I,. ';, MIL:.ÎTARY CRITt;RIA

[fl~ ,c,' ,'K j. iE.

, " '

Question/Consideration Yes No Comment

• Is the project essential?• Can the project be carried out by anyone else?• Can military participation be managed so as not to

compromise local civilian authority andresponsibility?

• Will the project stimulate the flow of informationrequired to support current/future military operations?

• Will the project serve to gain local civilian cooperationfor current/future military operations?

• Does the project provide military operational/trainingvalue?

• Is the project possibly funded by anotherorganisation?

• Will participation by the military avoid wasteful orneedless duplication of functions and services ofother agencies?

• Will the project support the commander's mission?

• Will the project benefit the military in any otherways?

• Will the project disadvantage the opposing force inany way?

"c, "i .i. .cc.''''" <, iÀ' 'i' FE'A$IEllllT'Y ' ,'i' < 'c''i· "¥; 'i 1'0, ,Je , i"i 'i~

• Does it conform to local customs?

• Does it promote the commander's mission/intent?• Are all necessary skills and manpower available?• Are all necessary material resources available?• What is the proposed funding for the project?• Is all the necessary machinery available?• Does the project affect the capability of the Force to

achieve its mission?• What is the duration of the project?

I;~i ",:' ,i' : l''' !~,,;:,ii'i::, ";'!" iii <I .: 'i "~: çétN€ I;'RN S l.i!, 'i' ."~

" i" , .,'Yi~îl_)i;_ ~ -""'-

• Will the project provide maximum return oninvestment and effort?

• Will the project raise the expectations of the localpopulation that may lead to disappointment whenthe assistance is withdrawn/complete?

• Does the project affect local commercial practice(i.e. does

• it take potential business away from the localpopulous)?

ZZ-1

NATO UNCLASSIFIED


• Will the project require future force maintenance?• Are there any legal or political im_QIications?

• Is the project susceptible to possible escalation ofinvolvement by the force?

I ,~" " CI'ltL~FÀ~'TOR~S/èO~}IDERATrQNS,.s:

Question/Consideration Yes No Comment

• Will the population support it?

• Will other agencies support it?

• Will the Civil authorities support it?0 Local0 Regional0 Central

• Will the government support it?

• When can it be started?

• Will it have an immediate impact?

• Whom will it benefit?

• Will it cause cultural/ethnic negative perception?

• Will it have a favourable psycholo_g_icaleffect?

• Is it susceptible to public exploitation?

• Will it enhance the authorities / government's image?

• Will it improve Civil-Military relations throughout thelocal area?

• Will it encourage self-help?

• Will it encourage stability?

• Will future maintenance be a drain on civil resources?

• Will it benefit a wide spectrum of the local population?

• Is it in any way discriminatory - or could it be perceivedor exploited as such?

• Will it be fully coordinated with all the appropriatelevels of authority?

• Will the civil actors agree to work with the military?

ZZ-2

NATO UNCLASSIFIED

NATO UNCLASSIFIED

AFFILIATION OF COLOUR CODING

ANNEXAAA TOAM 86-1-1DATEDtfJUL12

Description Hand-Drawn Computer GeneratedICON FILL

(RGB Value)

Friend, Assumed Friend

Unknown. Pending

Neutral

Boundaries, lines, areas, text,icons, and frames

(See note)

White White

(255, 255, 255)

Off-White (6%Grey)

(239,239,239)

Note: A high contrast colom should be used as the default colour depending on thebackground for boundaries, lines, areas, text, icons, and frames.

FRIENDLY HOSTILE NEUTRAL UNKNOWN

AAA-1

NATO UNCLASSIFIED

NATO UNCLASSIFIEDANNEX BBB TOAM 86-1-1DATED26JUL12

BASIC CIVIL ENVIRONMENT RELATED SYMBOLS

Transportation

DESCRIPTION

Port

Bridge

SYMBOL

Tunnel

SYMBOLDESCRIPTION

Airfield

Small airfield

Heliport

Military airfield

BBB-1

NATO UNCLASSIFIED


Health

DESCRIPTION SYMBOL DESCRIPTION

Hospital

Health post

SYMBOL

Health facility

erClinic

Psychologicalsupport

BBB-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Affected population and Damage

DESCRIPTION SYMBOL DESCRIPTION SYMBOL

Affected Missing r "'1111population r "'1111• •, ,.... ..... -.. ~

Dead r ..., Injured r -.,

IX ,

.... ....II1II "- ~

Children ra ...,Damage r "'1111

~tt~ "-PI .....

Affected Partially r ..,r """'II1II destroyed

... ~...l1lI -.. ~ ..

Destroyed r "'1111

.... ----...l1lI

BBB-3

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1lOP/Refugee Camps

DESCRIPTION

Transition site

SYMBOL

lOP/Refugeecamp

SYMBOL DESCRIPTION

ÀPermanent camp

Temporary camp

Refugeeregistration

BBB-4

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Sectors / clusters


Agriculture Camp

~~ ~~trcoordination/ ,;campmanagement

ei~~ï •, ,*'Coordination Early recovery

Emergency Food securitycommunications

r ~-)~Health Logistics

lJNutrition Protection

Education Emergencyshelter

BBB-5

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Water, sanitation r ~and hygiene .:t:.

'",~

BBB-6

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Disasters

DESCRIPTION SYMBOL DESCRIPTION

Heat wave

Drought

Epidemic

Flood

SYMBOL

Cold wave

Insect infestation

Cyclone,hurricane,typhoon, tropicalstorm

Volcanic eruption

Earthquake

Fire

Flash flood

Landslidemudslide

/

BBB-7

NATO UNCLASSIFIED

AM 86-1-1Snow avalanche

Storm surge

Tsunami

NATO UNCLASSIFIED

Storm

Tornado

BBB-8

NATO UNCLASSIFIED

AM 86-1-1Security

NATO UNCLASSIFIED

DESCRIPTION

Arrest / detention

Attack

SYMBOL

Harassmentintimidation

/

DESCRIPTION

Assault

Forced entry /Office occupation

Hijacking

SYMBOL

BBB-9

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Mine/ UXO


Mine/ UXO UXO

r ..,

UXO"- ....III

Dangerous area

AMined area

888-10

NATO UNCLASSIFIED

AM 86-1-1Physical closures

NATO UNCLASSIFIED

DESCRIPTION

Border crossing

SYMBOL

Earth mound

DESCRIPTION

Check point

Military gate

SYMBOL

Observation tower Physical closure

Road barrier Road block

Road gate Trench

888-11

NATO UNCLASSIFIED

AM 86-1-1Armed troops

NATO UNCLASSIFIED

DESCRIPTION

Armed troop

SYMBOL

Child combatant

SYMBOL

Rebel army

DESCRIPTION

National army

888-12

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Telecommunications

DESCRIPTION SYMBOL

Fax

Mobile phone

DESCRIPTION

Radio

Internet

888-13

SYMBOL

NATO UNCLASSIFIED

AM 86-1-1General infrastructure

NATO UNCLASSIFIED

DESCRIPTION

Governmentoffice

SYMBOL

... r

School

DESCRIPTION

Communitybuilding

Police station Church

SYMBOL

Mosque Hindu temple

Buddhist temple

Warehouse

888-14

NATO UNCLASSIFIED

AM 86-1-1Relief goods

NATO UNCLASSIFIED

DESCRIPTION

Blankets

SYMBOL

Medical supplies

DESCRIPTION

Bucket I jerrycans

Clothing Food

Mosquito nets NFl

* NFlX)QQ{X.

Plastic sheeting Relief goods

Kitchen sets

Medicines

I.,Mattresses

888-15

NATO UNCLASSIFIED

SYMBOL

NATO UNCLASSIFIEDAM 86-1-1Stove r ., Tarpaulin r , , ~

1'1 ~Q~<§>))..... ~

Tent r ., Bottled water r: ~

~

&--..... ~ .... ~

888-16

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Water and sanitation

•,DESCRIPTION SYMBOL DESCRIPTION SYMBOL

Borehole Latrine

Potablesource

Spring water

Submersi e Tap standpump

.:fia,Water sources Well

888-17

NATO UNCLASSIFIED

NATO UNCLASSIFIED

ANNEX CCC TOAM 86-1-1DATEDt-l'JUL 12

ADDITIONAL SYMBOLSTransportation


Railhead (used to Sea Port Of

~load or offload Debarkationtrains) W 00 (SPOD) I Sea

® Port of

®Embarkation(SPOE)

Ship Yard Air Port ofBuilding & Repair Debarkation

~Facility YRD (APOD) I Air Port

.tof Embarkation

®(APOE)

Civilian airfield Military airfield

Q 8

CCC-1

NATO UNCLASSIFIED


Health


Medical Medical treatment

+ +Veterinary Hospitals and

Safety Zones

+ F

Individuals and organisations


Civil Affairs Civil Military Co-operation

CA CJMortuary / graves Civiliansregistration

rn CIV

Individual Group ofindividuals /organisation

9 999

CCC-2

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Governmental Non-organisation Governmental

GO organisation NGO

999 999Government Very ImportantLeadership Person

GOV VIP

Displaced TerrorristPersons and DPRERefugees 999 TER(DPREs).

~

Terrorrist Foreign fighterorganisation

TER FF999 ~

Foreign fighters Gangmember

FF GANG999 ~

Gang Targetedindividual

GANG TGT999 ~

CCC-3

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Targeted group Religious

TGT REL999 9Religious Leaderorganisation

REL LDR999 9Leadership Spy / spionage

LDR

999 Spy

9Sniper

--I

CCC-4

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Individuals / organisation related activities


Demonstration / Arrestmass movement

MASS CDDrive by shooting Extortion (use

only one of theshown currency € $

~

symbols)

£ ¥

Graffiti Killing victim

~~~

Killing victims / Killing victim of angroup attempted crime

~

"....9.....Drug related Poisoningactivities

DRUG :::0:::::Riot Execution

EXRIOT ~

CCC-5

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Assassination Murder victim

AS

~

MU

9Rape Piracy

RA PI

9 9Kidnapping Hijacking

K H

~ 9Coerced/impressed Coercedrecruit recruitment of a

group

CC

9 999Willing recruit Willing

recruitment of anorganisation

W W9 999

CCC-6

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Disasters


Sniping Fire I arson

S

1 FIRE

Security


Security Civil police

SEC VMilitary Police International

Security Force

MP ISF

Civil Defence Interrogation

m IPW

CCC-7

NATO UNCLASSIFIED

AM 86-1-1Mine/ UXO

NATO UNCLASSIFIED


Mine Mine clearing CLR

Mine launcher/launching

Mine laying /layer

Landmineunspecified

oAnti-personnellandmine

Anti-tanklandmine

lED

eBooby trap Ordnance

Bomb

BOMB

Explosion

CCC-8

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Physical closures


Roadblock Roadblock (under(completed in construction)place)

~ ~

CCC-9

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Services I installations

DESCRI PTION SYMBOL DESCRIPTION SYMBOL

Installation Building of(unspecified) culturalwhose destruction importancewould seriously (UNESCO) Geffect civil •••population

Environmental Postal servicesprotection

Û QMassgrave Pipeline

m m ...- """"-

m - -

Water Water purification

--L, pulE I

Finance POL storagefacility

Ô yLabour Transportation

~@

CCC-10

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Laundry / bath Food distribution

1 ( I

~

Maintenance Fire protection /fire fighting

J-CElectrical power Electrical power

coal generated CO

cv cvElectrical power Electrical powergeothermal GT hydrolectrics HYgenerated

cv cvElectrical power Electrical power ynatural gas NG petroleumgenerated

cvgenerated

cvAdministration Personnel

services

ADM PS

CCC-11

NATO UNCLASSIFIED

NATO UNCLASSIFIEDAM 86-1-1Morale, welfare & Liaisonrecreation

MWR LÜ

Safehouse Religious support

SAFE REL

Searching / Patrollingforaging

rer: .._s-P

FORAGING/SEARCHING(to search for provisions, to makea raid for food)

CCC-12

NATO UNCLASSIFIED

Documents

oLt5 - CCOE, CIMIC-handbook