Military reference books and manuals (2009-2023, Volume 5)

FIRST 100 DAYS OEF ETT HANDBOOK

• Assist ANA forces in forecasting requirements

• Assist ANA forces in planning, developing, and executing sustainment

Other ANA support missions

School house and doctrine (Training and Doctrine Command):

• Develop and execute institutional training programs.

• Synchronize Soldier, noncommissioned officer (NCO), and officer course programs of instruction.

• Update and translate doctrinal and training publications.

Logistical support (logistics task force): Maintain and sustain ANA forces (ANA depot-level support).

Partnership program: Participants with Combined Joint Task Force-101, Combined Joint Special Operations Task Force, and

International Security Assistance Force.

Police mentor team missions

Afghan Uniformed Police PMT:

• Assist and mentor the provincial Community of Police (CoP) in operating, manning, and equipping the Joint Police

Command Center.

• Mentor, coordinate, monitor, and support the assigned provincial CoP efforts to conduct authorized Afghan National

Auxiliary Police training, sustainment training, and opportunity training.

• Establish close coordination with the provincial reconstruction team/police technical assistance team within your area of

responsibility.

Afghan Border Police PMT missions:

• Mentor ABP element in participating in the Joint Regional Command Center (JRCC) process for that headquarters (HQ).

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• Mentor, coordinate, monitor, and support the assigned battalion or brigade commander efforts to conduct sustainment

training and opportunity training.

Afghan National Civil Order Police (ANCOP) PMT missions:

• Mentor ANCOP element in participating in the JRCC process for that HQ.

• Provide coordination support to the ANCOP element during cross-boundary/QRF operations.

Other missions for advisor/mentors:

• Presence patrol (day and night)

• Village assessment

• Humanitarian aid

• Traffic checkpoint

• Eradication of suspected or known enemy positions

• Drug eradication

• Cordon and search for weapon cache

• High value target force protection and security escort

• Route/area security

• Joint operation

• Route/area reconnaissance

• Threat investigation

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• Responding to improvised explosive device strikes

• Crowd control

• Troops in contact and reinforcement (QRF)

• Observation post

Traits of a Good Mentor

Good mentors are:

• Worthy of emulation.

• Mature.

• Professional.

• Knowledgeable.

• Confident.

• Culturally and situationally aware.

A good mentor:

• Lives, sleeps, and eats with his partnership unit, when possible.

• Makes his opinion valuable.

• Patiently but relentlessly enforces standards.

• Focuses on developing professional units:

º Promotes based on merit.

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º Helps build a professional NCO corps.

º Supports the political process.

º Defends the rights of citizens.

• Provides for the populace.

• Does not attempt to build a replica of his own armed forces.

• Realizes the ANSF are first and foremost counterinsurgency (COIN) forces.

• Knows professional competence coupled with demonstrated cultural awareness are the most effective means to establish and

maintain rapport.

• Demonstrates technical and tactical proficiency.

• Conducts proper planning.

• Plans well thought-out support contingencies.

• Focuses training (COIN, shoot, move, communicate, medical, ethical training, police skills).

• Rehearses.

• Debriefs and conducts after action reviews.

Result: A confident ANSF unit

Build Rapport

Your individual success as an advisor (or mentor) hinges on building and maintaining rapport with your host nation counterpart. The

quicker you can build a relationship and gain trust from your counterpart, the more effective you will be as an advisor/mentor.

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Mentors must have a plan to establish and maintain rapport:

• Cross cultural communication skills

• Language skills and/or the ability to utilize an interpreter

• Respect for a counterpart’s rank, age, status, and experience

• Negotiation skills

• Interpersonal skills

• Enthusiasm and a positive attitude

• Credibility

• Technical and tactical proficiency

• Combined activities (training, planning, recreation)

Mentoring recommendations:

• The mentor must be able to use tact not only on the battlefield, but also while mentoring the officers and NCOs.

• The mentor must be confident in his ability as a mentor and have tactical and technical knowledge in his field.

• The mentor must also remember that this is still Afghanistan and the Afghans’ country. Mentors are here as advisors and not

drill sergeants.

Mentors should remember the following:

• Intelligence is the basis for all COIN activities and the ANSF are the best source of intelligence.

• The objective is to enable the ANSF to be legitimate and clearly in charge.

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•

All operations have a psychological effect.

•

Perception often is reality in COIN operations.

•

The best defense is gaining the heart and minds of the local people.

•

Strengthen the ANA logistical system.

•

Train soldiers in vehicle maintenance and repair.

•

When there is no pending mission, interact with your ANA counterpart.

•

Make certain you are fully trained on all vehicles, communication equipment, and weaponry.

•

Involve your ANA counterpart when planning a mission.

•

The military is only one part of the overall program (80 percent political, 20 percent military).

•

Help ANSF leaders facilitate interagency, intergovernmental, and interorganizational activities.

•

Mentor on key principles to win the COIN fight.

•

The most important counterinsurgents are the ANSF.

•

Strive to strengthen the NCO channel, and strive to mentor the officer to let the NCO implement the tasking.

•

Drink the chai (tea) when it is offered by the ANA.

•

Respect counterparts’ times of prayer in garrison, but use tact to influence an appropriate place and time of prayer during

missions.

•

When giving guidance or recommendations, tell your ANA counterpart the reason “why.”

•

Stop by to check on the soldiers and NCOs during their classes.

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• Remember that training does not stop down range.

• Guide ANSF in developing multiple options.

• Minimize the coalition presence while maximizing the impact.

•

“Afghan face” is not enough on operations; ANSF must conduct the operations.

• Above all, have patience.

Challenges

Previous ETTs encountered the following challenges:

• Understanding cultural differences.

• ANSF do not treat subordinates with dignity and respect.

• ANSF officers may be corrupt and steal money from soldiers’ payments, and they may hoard supplies.

• Many ANSF officers perceive NCOs to be incompetent and unworthy to lead.

• Some ANSF officers feel they do not need to listen to their mentors.

• Over-coaching: mentors mistake differences from their way as the “wrong answer.”

• The lack of hygiene increases the risk of disease.

• There is a lack of efficient medical care, supplies, and facilities.

• Operations security is a concern. There is always a possibility of enemy informants embedded in the ANSF ranks.

• The ANSF have not developed fire control discipline.

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• The ANSF logistical support system is still in its infancy.

• There may be differences among the different tribes in the ranks of the ANSF.

Remember: It is a marathon.

Major causes of an advisor’s failure:

• Frustration and the inability to maintain a good working relationship with his counterpart.

• Failure to understand why his counterpart does not feel the sense of urgency that he does.

• Inability to realize that his counterpart will remain and continue to fight the enemy long after his tour is over.

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Chapter 2

Embedded Training Team Command and Control

“I wish I would have been told about the command structure for all the military transition teams in Afghanistan.”

-MAJ, J6 Afghan Regional Security Integration Command-East (ARSIC-E)

Combined Security Transition Command-Afghanistan (CSTC-A)

The mission of the CSTC-A, in partnership with the government of the Islamic Republic of Afghanistan and the

international community, is to plan, program, and implement structural, organizational, institutional, and management

reforms of the Afghanistan National Security Forces (ANSF), in order to develop a stable Afghanistan, strengthen the

rule of law, and deter and defeat terrorism within its borders.

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CSTC-A Command and Control Structure

(1)

CG CSTC-A

DCG/CoS

(2)

CJ 1

CJ 3

CJ 5

CJ 7

SJAG

Detainee

ENGR

Ops

CJ 2

CJ 4

CJ 6

CJ 8

Comd

PAO

Chaplain

surg

ACG - AD ACG - PD ACG - ISC ACG - PMA

(3)

CAPTF

TF Phoenix

CTAG

-A.

Notes:

CG CSTC-A is supported by executive officer

and Commander’s Action Group.

ACG-ISC to be cut to DATES at ISAF.

ISC - International Securities Cooperation

CAPTF is OPCON to AFCENT, TACON to CSTC

ACG-AD

- Assistant Commanding General-Army Development

- Police Development

PMA

- Political Military Affairs

SJAG

- Staff Judge Advocate

ISAF

- International Security Assistance Force

- Inspector General

CAPTF

- Combined Air Power Transition Force

PAO

- Public affairs officer

CTAG - Combined Training Assistance Group

AFCENT

- Allied Forces Central Europe

DCG

- Deputy commanding general

OPCON

- Operational control

- Commanding general

TACON - Tactical control

CoS - Chief of Staff

Figure 2-1

Within the CSTC-A structure, there are mentors and advisors to the Afghan Ministry of Defense and Ministry of Interior.

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Combined Joint Task Force-Phoenix

CJTF-P, composed of over 6,000 personnel, trains and mentors the ANSF to conduct independent, self-sustained

counterinsurgency (COIN) and security operations in the Combined Joint Operations Area-Afghanistan, in order to

defeat terrorism and provide a secure, stable environment within the borders of Afghanistan. As needed, facilitates

in-extremis support for ANSF.

The end state of the CJTF-P mission is a trained, self-generating ANSF that are well respected, multi-ethnic, sustainable, capable of

effectively conducting law enforcement, COIN, all mission essential task list tasks, and of securing inside and along their nation’s

borders with an end strength of 70,000 for the Afghan National Army and 82,000 for the Afghan National Police by December 2008.

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Afghan Regional Security Integration Command

ARSIC functions:

• Translates higher and flanking headquarters guidance

• Exercises command of Regional Corps Advisory Command (RCAC) and Regional Police Advisory Command (RPAC)

• Exercises command less operational control of provisional and below embedded training teams (ETTs)/police mentor teams

during tactical operations

• Receives “ground truth” from RPAC/RCAC

• Develops direction and guidance to RPAC/RCAC

• Synchronizes RPAC/RCAC efforts

• Balances resources between RPAC/RCAC

• Develops mentoring standards

• Plans mentoring deployments/employments

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ARSIC Organization

ISAF

CSTC-A

MOI/MOD

CJTF-P

RC CDR

ARSIC

Organic

Support/

supporting

NATO OPCON

Training

RCAC

RPAC

JRCC

guidance and

NATO TACON

reporting

Mentoring

Coordination

OMLT

ETT

PMT

JPCC

Note: Effective during

ANA green cycle or

ANP Level 2 or Level 3

threats with permission

ANA CPS/BDE

ANP

of MOD/MOI

ISAF - International Security Assistance Force

MOI

- Ministry of Interior

RC CDR

- Regional corps commander

MOD

- Ministry of Defense

RCAC

- Regional Corps Advisory Command

OMLT

- Operational mentor and liaison team

RPAC

- Regional Police Advisory Command

ETT

- Embedded Training Teams

ARSIC

- Afghan Regional Security Integration Command

PMT

- Police mentor teams

JRCC

- Joint Regional Command Center

ANP

- Afghan National Police

ANA

- Afghan National Army

NATO

- North Atlantic Treaty Organization

CPS

- Corps

TACON

- Tactical control

BDE

- Brigade

OPCON - Operational control

JPCC - Joint Police Command Center

Figure 2-3: ARSIC organizational chart

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Dari versus Pashtu

If you have done any research or heard from other previous embedded training teams (ETTs), Afghanistan is divided by tribal regions.

Pashtun is one of the predominant tribal cultures, and many ETT members wished they had received Pashtu language training, rather

than Dari, the national language decreed by the Afghan government. If possible, find a program that will teach you Pashtu. Keep in

mind there are some commonalities in Dari and Pashtu.

Basic Dari¹

Common terms

Hello

Sa-laam

Goodbye

baa-maa-ne khu-daa

Help me

ku-ma-kem ko

Do you need help?

too ba ku-mak za-roo-rat daa-ree?

Thank you

Ta-shak-kur

Yes/No/Ok

Ba-ley/ney/Du-rust

Please

Lut-fan

Excuse me

Bu-bakh-sheyn

My name is . . .

na-me ma…as

What is your name?

naa-met chees?

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How are you?

che-tor has-tee?

I am fine, thanks and you?

khoob has-tum, ta-shak-kur, too che-tor has-tee?

Good/bad

khoob/bad

We are Americans

Maa am-ree-kaa-yee has-teym

Do you speak English?

Eng-lee-see yaad-daa-ree?

Left/Right

Chap/du-rust or raast

North/South/East/West

sha-maal/ju-noob/sharq/gharb

Stop/Come here

es-taad sho/een-ja be-yaa

Stay where you are

da jaa-yet baash

Put your weapon down

sa-laa-he-ta ba za-meen baan

Lie on your stomach

roo-ye she-kam da-raaz be-kash

Do not move

shor na-kho

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Chapter 4

Afghan National Security Forces

“I wish we would have had a better understanding of the composition of the Afghan National Army.”

-SGM, embedded training team (ETT) mentor

Most of the previous ETTs focused on building the Afghan National Army (ANA), and that has remained the focus for the past five

years. Now the focus is shifting towards the Afghan National Police (ANP). Some ETTs will work directly with the ANP. Because

this is a new program, doctrine, tactics, techniques, and procedures are still being developed. Some Soldiers will work with the ANA,

others will work with the ANP, and some may work with both.

Organizations

The ANSF is comprised of the following organizations:

• Ministry of Defense (MoD)

• Ministry of the Interior (MoI)

• ANA

• Afghan Air Force

• ANP

• National Directorate for Security (NDS)

Ministry of Defense

The Afghan MoD is an organization of the central government of Afghanistan, overseeing the entire military of Afghanistan.

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Ministry of the Interior

The Interior Minister of Afghanistan is responsible for Afghanistan’s police forces, other internal security forces, and Afghanistan’s

counter-narcotics force.

The Minister is also the cabinet member responsible for the administration of Afghanistan’s provinces.

Minister of Interior Organization Structure

Director of Immediate

Minister of Interior

Staff

Senior Advisor

• Internal Affairs

• Legal Advisor

Executive Secretariat

1^st Deputy Minister

Parliamentary Affairs

Press & Public Affairs

Foreign Relations

External Agency LNO

PRT LNO

Document & Archives

Appeals & Audit

Deputy Minister

Admin

for

for Governance

Deputy Minister

Chief of

HQ Support

Dept

Counter Narcotics

for

Headquarters

(All Civilian)

Security

Plans &

Log Dept

Policy

Dept

Chief

Fire

Counter Narcotics

Department

Training/Education

Intelligence

(CN) Police

Dept

Customs

Commander

Commander Afghan

Chief of Uniform

Chief

Police

Afghan Border

National Civil Order

Police

Criminal Investigation

Counter Terrorism

Police (ABP)

Police (ANCOP)

Dept (CID)

Regional

Commander South

Commander North

Commander East

Commander West

Commander Central

Commander Kabul

Figure 4-1

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Afghan National Army

The ANA is a service branch of the military of Afghanistan that is currently being trained by the coalition forces to ultimately take the

lead in land-based military operations.

The ANA is task organized into six corps. Five corps serve as regional commands for the ANA: the 201st Corps based in Kabul, the

203rd Corps based in Gardez, the 205th Corps based in Kandahar, the 207th Corps in Herat, and the 209th Corps in Mazar-e-Sharif.

The sixth corps is the “Air Corps,” which is the old Afghan Air Force. Plans exist to separate this corps again and reclaim the old

Afghan Air Force role as a separate branch of the Afghan military.

The basic unit in the ANA is the Kandak Battalion, consisting of 600 troops. Although the vast majority is infantry, at least one

mechanized and one tank battalion have been formed; more may be planned. Every ANA corps will eventually be assigned a

commando battalion that will have advanced infantry training and U.S. equipment.

The roles of ANA include the following:

• Secure the borders and deter external threats.

• Defeat terrorist forces.

• Disband, reintegrate, or imprison anti-government forces.

• Manage internal security threats and emergencies in cooperation with the ANP.

The key principles of building the ANA include the following:

• Soldiers loyal to the government of Afghanistan.

• Soldiers who are disciplined and professional.

• An organization that is ethnically diverse.

• Planning for a multi-year process.

• Ensuring an affordable and sustainable force.

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ANA task organization and garrison locations

ANA Task Organization (End State)

Islamic Republic of Afghanistan

Ministry of Defense

Kabul

Central

Gardez

Kandahar

Herat

MeS

PeC

Gar

Kan

Dar

Her

MeS

HSSC

Kab

201

Unk

203

Kho

205

TaK

207

209

Unk

C2/CSS

SECFOR

FLE(-)

1-201 ETT

2-201 ETT

3-201 ETT

1-203 ETT

2-203 ETT

3-203 ETT

1-205 ETT

2-205 ETT

3-205 ETT

4-201 ETT

1-207 ETT

2-207 ETT

1-209 ETT

2-209 ETT

4^th BDE OPCON to 205th

(

Sustainment

(FLE)

Forward Logistics Element

(MeS) Mazar-e-Sharif

(ETT)

Embedded training team

(SECFOR)

Security forces

Figure 4-2

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Qualities of ANA officers:

• Combat veterans

• Literacy higher than national average

• Leadership skills vary from weak to very strong

• Professional military experience with DRA or Mujahidin

• May have received formal professional military education

• Willing to learn new ideas; hamstrung by Soviet era mindset

“Information on the police structure and focused district development would have made a big difference.”

-SFC, ANP mentor

Afghan National Police

The ANP consists of the following organizations:

• Afghan Uniform Police (AUP)

• Afghan National Auxiliary Police

• Afghan Border Police

• Afghan National Civil Order Police (ANCOP)

• Counter Narcotics Police of Afghanistan (CNPA)

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ANP Task Organization (End State)

CNPA

AUP

ABP

ANCOP

North

Central

AUP

ANCOP

Balkh

Jawjan

ABP

Kabul

Lagham

AUP

ANCOP

AUP

Sari Pul

Faryab

Nangarhar

Kunar

ABP

AUP

ANCOP

Samangan

Baghan

Nuristan

Panisher

ABP

AUP

ANCOP

Kunduz

Takhar

Kapisa Parwan

ABP

AUP

Badakhshan

Bamyam

Logar

ABP

ANCOP

AUP

West

Maydan Wardak

ANCOP

AUP

ABP

Herat

Farah

AUP

ANCOP

Baghdis

Ghor

ABP

AUP

EAST

ANCOP

AUP

ABP

South

Ghanzi

AUP

ANCOP

ABP

Kandahar

Urgan

Khost

AUP

ANCOP

ABP

Zabul

Day Kundi

Airport

AUP

Paktya

KIA

Herat

Kandahar MeS

AUP

Nimroz

Helmand

Paktika

ABP= Afghan Border Police

AUP

AUP= Afghan Uniform Police

ANCOP= Afghan National Civil Order Police

CNPA= Counter-Narcotics Police of Afghanistan

Figure 4-7: ANP organizational structure

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Focused District Development (FDD)

The goals of FDD include the following:

• Enhance ANP capabilities, starting with the AUP.

• Transform the AUP into a service loyal to the Afghan people and Afghan national interests.

• Build a “prosecutor-driven justice system” and the rule of law (ROL).

• Strengthen the AUP linkage to provincial, regional, and national leaders and staff.

• Develop MoI capabilities by mentoring its leadership of this initiative.

• Enable the Islamic Republic of Afghanistan and MoI to project success by improving the lives of Afghan citizens at the

local level.

Six phases of reform:

• Phase I: District Assessment

• Phase II: Relief-in-place (RIP)/Transfer of authority (TOA) with ANCOP

• Phase III: AUP Reconstitution at the Regional Training Center

• Phase IV: ANCOP RIP/TOA with AUP (on order)

• Phase V: Focused Mentoring and Validation

• Phase VI: Police Mentor Team Overwatch and Sustainment Training

The district reform team (DRT) consists of the following:

• MoI office/chief of uniformed police representative (leader)

• Regional and/or provincial police chief representative

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• Attorney general office representative

• Afghan local leadership representative

• MoI recruiting team

• ANCOP liaison

• ISAF regional command (RC) and/or Combined Security Transition Command-Afghanistan (CSTC-A) Afghan Regional

Security Integration Command representative

• European Union Police representative (ROL specialist)

• United Nations Assistance Mission in Afghanistan representative

• Afghan RC representative

• Linguists

• Appropriate security forces to protect and move the team

• Potential observers

Counter Narcotics Police of Afghanistan

The CNPA is in charge of counter narcotics operations in Afghanistan and operates under the control of the Afghan MoI.

National Directorate of Security

The NDS is Afghanistan’s version of a combined CIA and FBI.

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Chapter 5

Afghan Counterinsurgency Training

“[We need] more, more, and still more counterinsurgency training for the trigger pullers. We ran into multiple conflicts where

task force commanders, not understanding the police mentor team mission, wanted to utilize Afghan National Police in a

kinetic role, not a police role.”

-MAJ, police mentor team chief

Afghan COIN Training

Afghanistan is not Iraq, but it is in a counterinsurgency (COIN) fight. Though the principles of COIN operations can be used

anywhere in the world, units must take cultural factors into consideration and how the principles are applied. Most newly-arriving

Soldiers will receive the basic COIN indoctrination while in-processing at Camp Phoenix; however, to truly understand the Afghan

COIN environment, Soldiers should take the week-long course at the Afghan COIN Academy at Camp Dahrulaman in Kabul. This

course is open to U.S., coalition, host nation, and other governmental agencies. Soldiers will participate in discussions and

problem-solving scenarios with Afghan soldiers, police, and ministry-level members.

COIN Academy Vision

The Afghanistan COIN Academy marries U.S. COIN doctrine to Afghan application and fosters an Afghan-specific COIN mindset

across all stakeholders in country to achieve common Islamic Republic of Afghanistan and coalition strategic goals. The academy acts

as the focal point for the collection and dissemination of lessons learned; best practices; and tactics, techniques, and procedures (TTP)

for coalition and Afghan National Security Forces (ANSF) elements in theater, COIN proponents in the continental United States, and

International Security Assistance Force allies. Finally, the academy serves as a COIN advisory tool for commanders at all levels in

theater.

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COIN Academy as the Fusion Center

MOI

NDS

ISAF

CSTC-A

Is Rep of

Afghanistan

UNAMA

Afghanistan COIN Academy

MOD

ANATC

ANSF

Coalition Services

International Community

ANA

ANP

UNAMA

- United Nations Assistance Mission in Afghanistan

ANATC

- Afghan National Army Training Command

NDS - National Directorate of Security

- Afghanistan COIN Academy becomes fusion center for COIN

- Conduit between all government, military, non-military agencies/organizations

- Unity of effort in application of COIN principles along multiple lines of operation

- Trained counterinsurgents applying COIN throughout Afghanistan

- Distillation of effective COIN practices in Afghanistan

Figure 5-1

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COIN Academy Strategic, Operational, and Tactical Objectives

Strategic:

• Advise/educate Government of the Islamic Republic of Afghanistan officials to implement COIN across all aspects of

national power.

• Advise and educate coalition/United Nations Assistance Mission in Afghanistan civilian and military officials on integrating

political, military, economic, social, infrastructure, and information.

• Support doctrinal development across ANSF.

• Facilitate lessons learned collection and integration at the doctrinal level.

• Provide a COIN strategic-level clearinghouse, a Web-based collaborative-forum that includes experts across the political,

military, social, and economic spectrums.

Operational:

• Provide combined training through national curricula targeting brigade/battalion staffs, company commanders, and

embedded training team leaders in ANSF and coalition forces and civilian equivalents.

• Provide in situ tailored training targeting COIN deficiencies or to support operational planning at the command level.

• Incorporate COIN into ANSF training and education continua/curricula by supporting ANSF training centers.

• Facilitate lessons learned collection and integration at the operational level.

Tactical:

• Facilitate lessons learned collection and integration at the tactical level with best practices, TTP, Smartbooks, etc.

• Provide COIN Leaders’ Course, ETT/OMLT training, and military transition teams; disseminate COIN information

down-range.

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“Our Soldiers are faced with an incredible challenge not only in the environment, but just making sense of their area of

operations. Every valley is different from the next. The local tribes all present unique challenges. Almost to a person,

everyone agreed that any COIN instruction they got was what helped them the most. They just need more of it.”

-MAJ David Hanselman, theater historian, 305th Military History Detachment, Combined Joint Task Force-82, CJ1

(who just returned from 3 weeks forward in the Bayonet area of responsibility)

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REL NATO, GCTF, ISAF, MCFI, ABCA

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Chapter 6

Afghan National Security Forces Logistics

“[We need] more emphasis on logistics requirements and procedures in Afghanistan.”

-LTC, Corps G4 mentor

Ministry of Defense Form 14

To be an effective mentor/advisor, one must understand what his counterpart must go through to request logistics support. When the

Ministry of Defense (MoD) Form 14 was introduced, it required over 20 signatures (mostly of those who had no need to sign), which

was never the intent of the Afghan logistics process. As a result of this bureaucracy, some advisors/mentors thought it was easier to

order supplies through the U.S. or coalition system. Do not do this. The Afghan Nation Security Forces (ANSF) have a system. They

must learn to use it, embrace it, and take ownership of it. That is the only way this system will work. It may be a slow and painful

process now, but the more the Afghans understand and use their process, the faster they will get their supplies.

Afghan National Security Forces Logistics

Although getting better, logistics continues to be a challenge for the ANSF. Afghan National Army (ANA) logistics is better off than

the Afghan National Police (ANP), but still remains a challenge. The Ministry of Interior’s (MoI) logistical system for the ANP

mirrors the MoD’s system.

Mentors play a critical role in enforcing the logistics standards. Mentors must:

• Know and understand the MoD Form 14 process.

• Ensure that Afghans go through their channels—generate the request (even for items that are not readily available in the

Afghan system).

• Track and verify requests.

• Use operational funds only when the ANSF logistics systems has been utilized/exhausted.

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MoD

14 and Material Flow

(Corps HQs Form 14

(24 Hrs to process

Approved by HQs Cdr)

to Supporting Depots)

Start

Corps

Log Cmd

Kabul

HQs

(G4)

Support Ops

Units

Start

Class

II, IV, VI

VII, VIII

Forward Supply Depot

National

(If out of stock, Class I,

Depots

III, V request goes to

Log Cmd)

Brigade

Start

Approving Authority

Sustainment

Units

Kandak

Above Corps

MoD & ANA Form 14 flow

Material Delivery / Pickup

Start

Kandaks

Approval authority Stamp

Assign Doc #

(Approving authority is on a Form 1687)

Figure 6-1

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Afghanistan Command and Control

USCENTCOM

US EMBASSY

SHAPE

JFC Brunssum

ISAF

Task Force

Counter-Terrorism

DCOMISAF

CoS

CSTC -A

Director, Air

DCOS

Coord Element

Stability

Support

Operations

DCG International

DCG

Chief of Staff

Afghan

Security Cooperation

Pol - Mil

Nat’l Army

Nat’l Police

RC West

RC South

RC Capital

RC North

RC East

CJTF-101

CG Combined

CJTF

DCG ANA

Air Power

Phoenix

Training CMD

National command

Tranistion Force

Coordination

National

Afghanistan

Support

NATO OPCON

Element

Engineer

4-101

173

US TACON

Brigade

CJSOTF-A

District

Combat

US ADCON

Team Team

Figure 7-1

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North Atlantic Treaty Organization (NATO)-ISAF¹

Through the United Nations-mandated ISAF, NATO is assisting the Afghan government in extending and exercising its authority and

influence across the country, creating the conditions for stabilization and reconstruction.

ISAF’s key military tasks include assisting the Afghan government in extending its authority across the country, conducting stability

and security operations in coordination with the Afghan Nation Security Forces, mentoring and supporting the Afghan National Army

(ANA), and supporting Afghan government programs to disarm illegally armed groups.

Two groups that are key to ISAF efforts are operational mentor and liaison teams (OMLTs) and provincial reconstruction teams

(PRTs).

In order to accomplish its mission, ISAF has divided Afghanistan into 5 regional commands (RCs). Certain nations have constraints

placed on their operational employment.

¹ Based on <http://www.nato.int/isaf>

26 NATO Nations

11 Non-NATO Nations

ALB

MAC

AUS

IRL

AUT

NZL

AZE

SWE

HRV

CHE

FIN

Figure 7-2: NATO and non-NATO nations

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Operational Mentor and Liaison Teams

Overview¹

The OMLT program is a key contribution by NATO’s ISAF mission towards developing the ANA:

• OMLTs are embedded in ANA battalions (Kandaks), brigades, garrisons, and corps headquarters (HQ)

• OMLTs provide training and mentoring to support ANA units’ operational deployments

• OMLTs also provide a liaison capability between ANA and the ISAF, coordinating the planning of operations and ensuring

that the ANA units receive enabling support

• Corps HQ and garrison OMLTs do not deploy from their assigned locations

• Brigade and Kandak OMLTs deploy throughout Afghanistan with their ANA partner units

• OMLTs are composed of 12-19 personnel, depending on the type of partner unit

• OMLT personnel deploy for periods of at least six months in order to build enduring relationships with the ANA and

maximize the mentoring effect

• OMLT training is a three-phase process, consisting of national training, NATO predeployment training, and in-theater

training

OMLT nations¹ (as of Sep 07)

Canada, Croatia, France, Germany, Italy, Netherlands, Poland, Spain, United Kingdom, and the United States have contributed full

OMLTs/embedded training teams (ETTs).

Canada, Croatia, Czech Republic, France, Germany, Netherlands, Norway, Slovenia, Sweden, and the United Kingdom have

contributed personnel to multinational OMLTs/ETTs.

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Provincial Reconstruction Teams

Overview¹

PRTs are small teams of civilian and military personnel working in Afghanistan’s provinces to provide security for aid workers and

help reconstruction work.

In addition to regular patrols and security operations, NATO-ISAF PRTs also assist in rehabilitating schools and medical facilities,

restoring water supplies, providing agricultural technical assistance, and many other civil-military projects.

Currently, there are 25 PRTs operating throughout the country.

¹ Based on <http://www.nato.int/isaf>

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Chapter 8

Field Ordering Officers and Commander’s Emergency Response Program

“[We need more] training on Commander’s Emergency Response Program and field ordering officers. A lot of teams did not

know about these programs until about 2-3 months after being assigned to their forward operating bases.”

-SFC, Afghan Regional Security Integration Command South J9 noncommissioned officer in charge

As an embedded training team member, you may be required to obtain new skills, such as handing field ordering officer (FOO) money

or managing Commander’s Emergency Response Program (CERP) funds. Basically these programs are normally developed and run

by each major command. You should receive additional training prior to executing these duties.

Field Ordering Officers

FOOs are Department of Defense (DOD) personnel authorized to expend operating funds for mission-essential operating expenses

valued at $3,000 or less under a contracting officer’s supervision. FOOs allow deployed units to purchase mission-critical

requirements that cannot be obtained by the unit through military supply systems or higher headquarters. A FOO cannot be a finance

and accounting officer, disbursing officer, pay agent (PA), property book officer, acquisition staff officer, or contracting officer’s

representative, unless an exception is made at the discretion of the contracting office.

Remember the following:

• FOO authority may not be delegated.

• FOOs and PAs are teams and both must be present at time of purchase.

• FOOs cannot purchase recurring requirements with operating funds.

• Expenses >$3000 are not allowed. Only a warranted contracting officer can exceed this limit.

• Operating funds are for mission-critical needs, no luxuries!

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Nomination:

• Commander (0-5 and above) nominates (not appoints) a Soldier to be a FOO.

• FOO should also have a DD 577 (Signature Card) signed by commander.

• Soldiers (E-5 and above) can be nominated by the unit commander.

• Note: The FOO appointment letter will be issued from the contracting office. Neither the unit nomination letter nor the DD

Form 577 will authorize a FOO to make purchases using SF 44s.

• Finance office will not issue funds to PA without a copy of the FOO’s appointment letter from contracting and DD Form

577 from unit.

A FOO can purchase or pay for:

• Consumable, expendable supplies.

• Basic office supplies.

• Non-standard supplies.

• General equipment repair.

• Office machine repair.

• Information technology (IT) equipment repair.

• IT accessories—flash drives, USB hubs, cables, keyboard, mouse, battery packs, cartridges, toner (1 at a time).

• Film processing critical to mission.

• Firewood (if no contract available).

• Sanitation services not on contract.

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FIRST 100 DAYS OEF ETT HANDBOOK

• Live animals for training aids.

• Cargo/personnel transportation.

• Class 3 items-fuel, oil, brake fluid.

• Class 4-lumber, plywood, 2x4s.

• Class 9-oil filters, spark plugs, tires.

• Minor vehicle repair.

• Minor roadside repair.

• Batteries.

• Basic cleaning supplies.

• Safe or backpack to secure FOO money.

• Weather-proofing supplies.

• Training aid material.

• Temporary service < 30 days.

• Rental of cars, trucks, boats, cranes (requires prior approval of battalion commander).

FOOs should never use operating funds to purchase:

• Items available from military supply systems or from contracts/blanket purchase agreements.

• Recurring requirements; leases/rentals over 30 days.

• Copying/printing costs.

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CENTER FOR ARMY LESSONS LEARNED

•

Any IT hardware (e.g., printers, internal computer parts, or any item that can be plugged into the Internet).

•

Food and drinks, other than bottled water.

•

Carpet, curtains/rods, drapes, similar furnishings.

•

Permanent construction; large DOD supplies or equipment.

•

Digital cameras, cell phones, radios, communication equipment, celebration items (flowers, coins, patches, flags, etc.), and

morale, welfare, and recreation items, such as TV/DVDs, weights, and sports equipment.

•

Medicine.

•

Newspapers/magazine subscriptions.

•

Luxury items.

•

Religious items.

•

Taxes, bribes, consultant fees.

•

Payroll, overtime, extra duty.

•

Personal or labor services with foreign government employees.

•

Burial costs.

•

Intelligence/surveillance.

•

Guns/ammunition/explosives.

•

Phone cards.

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Basic FOO rules:

• Determine if item is available from military supply channels.

• If the item is non-expendable (durable) require a hand-receipt to ensure accountability; a Letter of Justification must be

approved by the contracting office prior to purchase.

• The FOO holds all hand receipt responsibility.

• Cash and carry only: FOO cannot pick up items or have them delivered later.

• No partial payments; payment in full is required. For short-term leases/rentals <30 days (generators, vehicles, other

transportation needs) pay vendor at end of lease/rental. For everything else require payment in full.

• The limit for the total requirement is $3,000.

º Do not split into multiple requirements to stay under ceiling.

º Examples of split requirements—$2900 purchases for same item from same vendor on separate days.

• Avoid any appearance of impropriety; do not do anything that might adversely affect public confidence in the integrity of

the government acquisition system; do not accept gifts or play favorites with vendors.

Commander’s Emergency Relief Program

The purpose of the CERP is to enable local commanders to respond to urgent humanitarian relief and reconstruction requirements

within their operating areas of responsibility (AORs) by carrying out programs that will immediately assist the Afghan people and

capacity-building across the Regional Command-East lines of operation. The Afghanistan Combined/Joint Operational Area (CJOA)

continues to mature; CERP projects are shifting from basic needs to more complex reconstruction and development, institutional, and

economic capacity building projects.

CERP funds are U.S. appropriated funds available for use during the fiscal year for which they were appropriated by Congress.

CJTF-101 receives CERP funding from higher headquarters in allotments at various times throughout the year based on obligation

rates.

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CENTER FOR ARMY LESSONS LEARNED

The CERP utilizes project purchasing officers (PPOs) and PAs to purchase supplies and contract services. The PPO and PA for any

given project cannot be the same person.

Task force (TF) commanders appoint PPOs in writing. It is highly recommended that PPOs be grade E-7 or higher. PPOs receive

general procedural training from their TF CERP manager prior to executing CERP responsibilities. PPOs are also strongly

encouraged to seek additional training on contracting specifics from the regional contracting offices. A record of the training must be

maintained at the TF level. PPOs must complete a DD Form 577, Appointment/Termination Record-Authorized Signature (i.e.,

Signature Card), and provide the original to the servicing finance office and a copy to the Regional Management (RM) office. Also,

PPOs will complete an OGE Form 450 within 30 days of initial appointment. A copy of this form will be sent to the CJTF-101 staff

judge advocate (SJA) administrative law chief.

TF commanders appoint PAs in writing with a designated spending authority limit. PAs must be grade E-6 or above. If it is not

possible to appoint a PA in the grade of at least E-6, the commander must request a waiver from the 726th Finance Battalion

commander. The maximum dollar amount PAs may draw (total out at one time) from the finance office must be specified prior to the

TF commander’s appointment. This amount will be annotated on the appointment orders.

Each unit’s commander is responsible for ensuring adequate security for funds in the custody of the PA. PAs receive CERP

procedural training from the TF CERP manager and training on financial transaction procedures from the finance office disbursing

officer. A record of the training must be maintained at the TF level. PAs must complete a DD Form 577, and provide the original to

the servicing finance office and a copy to the RM office. Additional duties include overall project management and quality

assurance/quality control. Payments to contractors will be made if the contractor has executed to standard in accordance with the

project construction specifications and drawings included in the contract. The PA reports weekly to the PPO on percentage complete

and estimated completion date.

The CERP may be used to assist the Afghan people in the following representative areas:

• Water and sanitation.

• Food production and distribution.

• Agriculture.

• Electricity.

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•

Healthcare.

•

Education.

•

Telecommunications.

•

Economic, financial, and management improvements.

•

Transpiration.

•

Rule of law and governance.

•

Irrigation.

•

Civic cleanup activities.

•

Civic support vehicles.

•

Repair of civic and cultural faculties.

•

Repair or payment for repair of property damage that results from U.S., coalition, or supporting military operations and is

not compensable under the Foreign Claims Act.

•

Condolence payments to individual civilians for death or physical injury resulting from U.S., coalition, or supporting

military operations not compensable under the Foreign Claims Act. Condolence payments may include payments

(sometimes referred to as ‘martyr payments’) made to the surviving spouse or next of kin of defense or police personnel

who were killed as a result of U.S. coalition or supporting military operations.

•

Payments to individuals upon release from detention.

•

Protective measures, such as fencing, lights, barrier materials, berming over pipelines, guard towers, temporary civilian

guards, etc. to enhance the durability and survivability of a critical infrastructure site (oil pipelines, electric lines, etc.).

•

Other urgent humanitarian or reconstruction projects.

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CENTER FOR ARMY LESSONS LEARNED

CERP Approval Authority Levels and Commander Approval Authorities

Only a U.S. military commander may serve as an approving authority:

• Project nominations over $200 thousand (K): commanding general (CG) or designated representative.

• Project nominations between $25K-$200K: O-6 level commander (TF commander).

• Project nominations up to $25K: O-5 level commander (battalion/provincial reconstruction team commander).

• Project nominations over $500K are to be approved by the CG only. Following approval, all documentation included in the

project nomination must be forwarded to the Army Central Command Concept of Operations for review before funds can be

certified.

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Steps to complete a CERP project (flowchart)

Project purchasing officer (PPO) prepares Afghan Development Report

(ADR) in Combined Information Data Network Exchange,

which assigns unique project number. PPO submits to CERP manager.

Is project

Battalion or Provencial

>$25K

Reconstruction Team (PRT)

commander approves project

yes

>$200K or use

Task force (TF)

commander approves

CG funds?

project

yes

TF commander reviews ADRs/forwards

his approved projects to

CJTF -101 CJ9 CERP manager

Submit for staff

Yes

section review

Is project

>$200K

Project to CERP

review board

PPO enters project into their CERP checkbook, then prepares

DA Form 3953, Purchase, Request & Commitment (PR&C) & submits to TF CERP

manager.

TF CERP manager submits PR&C to

Resource Management (RM)

for funds to be committed (one project per

PR&C); PPO enters commitment on

CERP checkbook.

Go to

Figure 8-1

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CENTER FOR ARMY LESSONS LEARNED

Continued

from previous

page

PPO & vendor sign contract (all projects must

have a contract) & PPO submits contract to TF

CERP manager

TF CERP manager submits contract to RM

for funds to be obligated; PPO enters obligation on

CERP checkbook.

PA draws funds (Afghanis) for interim/final payments from

servicing finance office via project PR&C; finance records amount

on DD Form 1081, Statement of Agent Accountability, or SF 1034 for EFTs

PA pays vendor (disbursement) in Afghanis via SF 44, Purchase

Order-Invoice-Voucher; signatures on SF 44: PPO, PA, & vendor;

PA records payment of reverse side of PR&C

PA clears servicing finance office & RM at least every 30 days

& NLT 15 Sep of each FY; return PR&C, SF 44s, DD Form 1081,

& remaining cash to finance

PPO records disbursement on CERP checkbook and updates

the CERP project database weekly

TF CERP manager reports weekly to the CJTF 101 CJ9 that the

database has been updated.

Is this the

final payment?

yes

PPO prepares project closure report for TF

commander’s signature & terms of use

contract for project recipient’s signature

PPO files all related project documentation together for

historical/audit purposes for 5 years

End

Figure 8-2

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CENTER FOR ARMY LESSONS LEARNED

CERP review board

The CERP Review Board will convene weekly, or as needed, to verify that all project nominations are legitimate and advisable uses

of CERP funds. The board will be chaired by the CJTF-101 chief of staff with voting members from the CJ5, CJ7, CJ8, CJ9, and

CJTF-101 SJA. Although the TFs are not voting members of the board, their attendance and participation are essential to ensuring

the most detailed justifications and accurate information regarding the project nominations are presented.

CERP relief-in-place (RIP)/transfer of authority (TOA) procedures

Prior to a unit leaving theater, the outgoing unit will complete a TOA document with the incoming unit. The outgoing unit

commander will ensure that the necessary documentation is updated on all projects. This includes projects that have been nominated;

submitted for approval; approved; or are active, completed, or cancelled. The incoming unit commander will ensure appropriate

personnel have received a thorough briefing from the outgoing unit on all transferred projects executed within their area of operation

(AO) and that PPOs/PAs have received initial training. Upon completion of information exchange and satisfactory training, the

outgoing and incoming commander and PPO will sign the TOA document.

Incoming units assume responsibility for maintaining all CERP project records and for representing CERP operations during any

audit or investigation. However, outgoing units remain pecuniarily liable and administratively responsible for all CERP operations

conducted. The TOA document does not relieve outgoing unit personnel (including the commander, PPOs, and PAs) of any

pecuniary liability or administrative/disciplinary action for actions conducted during the course of CERP operations, including

instances of theft, fraud, waste, and abuse.

Outgoing units will transfer all closed project records to the incoming unit. Project records must be retained at the unit for five years

after project completion. The outgoing unit must ensure all records are present and complete. Any deficiencies should be identified

and corrected prior to the arrival of the incoming unit. Minor deficiencies and/or missing documents that cannot be corrected or

replaced on the spot should be listed on the TOA documentation. Memorandums for records documenting the deficiencies, attempts

made to fix them, and the circumstances in which they occurred should be prepared and included in the project records. Incoming

CERP personnel will review closed project records and be prepared to represent closed projects executed by predecessors during

audits or inquiries.

Incoming and outgoing PPOs must review all ongoing contracts together. Outgoing PPOs will explain all terms of each contract,

specified tasks directed to the vendor, and payment terms. Incoming PPOs should be introduced to vendors or vendors’

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FIRST 100 DAYS OEF ETT HANDBOOK

representatives who have the authority to negotiate changes to contract terms. Incoming PPOs should also be introduced to any agents

of the vendor authorized to receive payment.

Outgoing PPOs must provide incoming PPOs all details pertaining to payments made to date and payments due for each open project.

Units will schedule on-site visits for all open projects during the RIP/TOA process. Outgoing PPOs should coordinate with the vendor

to ensure they are present at the time of the visit.

Units redeploying without follow-on U.S. forces or who are being replaced by a coalition or International Security Assistance Force

nation should initiate a plan to complete all projects already in progress. However, it may be necessary to designate stay-behind

personnel or assign U.S. liaison officers to inspect projects and/or make payments. Designated personnel must be trained CERP

PPOs/PAs on appointment orders.

Stowage of all funds must be in accordance with Department of Defense Financial Management Regulation (FMR), Volume 5,

Chapter 3, paragraph 30304 (pp. 47-48). In alignment with this regulation, CERP PAs must have the capability to store $50K or more.

Therefore, they will have a burglary-resistant safe or vault carrying at least an Underwriters’ Laboratories classification of

Tool-Resistant Safe, TL-30, and having a Group 1R combination lock. Generally, safes must meet General Services Administration

specifications or be certified as an “Underwriter’s Listed device.” Weight requirements and security regulations must be in

compliance with the FMR.

The PPO is responsible for keeping a complete file of all CERP project documentation for five years after project completion,

including the documents listed in Enclosure 2. When an AOR transfers from U.S. to another coalition nation’s control, the unit’s PPO

must ship all CERP project files to the TF CERP manager. The TF CERP manager is then responsible for keeping those files for the

remainder of the five year period. Likewise, when a region transfers from U.S. to ISAF control, the TF CERP manager must ship all

TF CERP project files to the CJTF-101 CJ9 CERP manager. The CJTF-101 CJ9 CERP manager is then responsible for keeping those

files for the remainder of the five years.

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If your unit has identified lessons learned or TTP or would like to submit an AAR, please contact CALL using the following information:

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Battle Command Knowledge System (BCKS)

BCKS supports the online generation, application, management, and exploitation of Army knowledge to foster collaboration among Soldiers and

units in order to share expertise and experience, facilitate leader development and intuitive decision making, and support the development of

organizations and teams. Find BCKS at <http://usacac.army.mil/CAC/bcks/index.asp>.

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CAL plans and programs leadership instruction, doctrine, and research. CAL integrates and synchronizes the Professional Military Education

Systems and Civilian Education System. Find CAL products at <http://usacac.army.mil/CAC/CAL/index.asp>.

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CSI is a military history “think tank” that produces timely and relevant military history and contemporary operational history. Find CSI products

at <http://usacac.army.mil/CAC/csi/RandP/CSIpubs.asp>.

Combined Arms Center-Training: The Road to Deployment

This site provides brigade combat teams, divisions, and support brigades the latest road to deployment information. This site also includes U.S.

Forces Command’s latest training guidance and most current Battle Command Training Program Counterinsurgency Seminars. Find The Road

to Deployment at <http://rtd.leavenworth.army.smil.mil>.

Combined Arms Doctrine Directorate (CADD)

CADD develops, writes, and updates Army doctrine at the corps and division level. Find the doctrinal publications at either the Army Publishing

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focused on emerging and asymmetric threats, regional military and security developments, and other issues that define evolving operational

environments around the world. Find FMSO products at <http://fmso.leavenworth.army.mil/recent.htm> or

<http://fmso.leavenworth.army.mil/products.htm>.

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REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

Military reference books and manuals (2009-2023, Volume 5) - page 13