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STP 41-38B14-SM-TG
Coordinate the Storage, Security, and Movement of Supplies from Other Organizations
331-38B-3015
Conditions: As a Civil Affairs (CA) team sergeant with a mission to coordinate the storage, security, and
movement of supplies with other government agencies (OGAs), intergovernmental organizations (IGOs),
and nongovernmental organizations (NGOs). A list of resources by source and contact information for
each organization, a civil-military operations (CMO) estimate, a laptop computer with word processing
software, and all required references are available.
Standards: Coordinate for the storage, security, and movement of supplies from multiple sources in
support of CMO in accordance with mission requirements.
Performance Steps
1. Review the mission regarding the storage, security, and movement of supplies in support of CMO.
a. Review the commander’s intent with IGOs, NGOs, and OGAs regarding the storage, security,
and movement of supplies.
b. Analyze courses of action (COA) for guidance on procedures regarding acquisition and
logistical issues.
2. Coordinate supply operations.
a. Identify specific IGOs, NGOs, and OGAs on the list of resources that have supplies that will
support the mission.
b. Verify that use of IGO’s, NGO’s, and OGA’s supplies for the mission is legal.
(1) Read United States Code Title 10, Section 402, Transportation of Humanitarian Relief
Supplies to Foreign Countries, for specific guidance.
(2) Consult with staff judge advocate (SJA) officer on site.
c. Submit a request for Information up the chain of command for a higher echelon SJA review if a
Judge Advocate General officer is not on site.
d. Write a security plan.
(1) Identify infrastructure assets critical to the plan.
(2) Apply risk management principles to transportation, handling, storage, and each critical
asset in order to determine the proper course of action (COA) for enhancing asset
security.
e. Coordinate with IGO, NGO, and OGA points of contact to obtain supplies.
(1) Explain the mission without compromising operation security.
(a) Explain that IGO, NGO, and OGA support of the mission is legal.
(b) Explain how the mission will support the indigenous populations and institutions (IPI).
(c) Explain the benefits of the mission
(2) Provide a list of needed supplies.
(3) Verify that the IGO, NGO, or OGA has the needed supplies in stock and will support the
mission.
(4) Coordinate transportation and handling of supplies.
(a) Explain the risk management analysis for transportation.
(b) Determine the best COA for transportation.
3. Integrate the security plan and the selected COA for handling, storage, securing and movement of
supplies into a five paragraph fragmentary order (FRAGORD).
a. Write the situation paragraph.
b. Write the mission paragraph.
c. Write the execution paragraph.
d. Write the service support paragraph.
e. Write the command and signal paragraph.
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Evaluation Preparation: Setup: Provide the Soldier with adequate training/testing facilities, sufficient
time to review with task materials, laptop computer with software pencil, paper, and needed resource
materials
Performance Measures
GO NO-GO
1. Reviewed the mission regarding the storage, security, and movement of supplies
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in support of CMO.
2. Coordinated supply operations.
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3. Integrated the security plan.
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4. Selected COA for handling, storage, securing and movement of supplies into a
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five paragraph FRAGORD.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
FM 3-05.40
FM 5-0
JP 4-0
TITLE 10, USC, SEC. 402
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STP 41-38B14-SM-TG
Conduct Negotiations
331-38B-3022
Conditions: As a Civil Affairs (CA) Soldier assigned to a CA team, you are tasked to conduct
negotiations in order to reach an agreement with another party and meet the commander’s intent as well
as further United States (U.S.) objectives. You have available FM 3-05-401, Civil Affairs Tactics,
Techniques, and Procedures, and other relevant references.
Standards: Conduct the situation research, prepare for negotiations by identifying the appropriate tactics
and techniques used in the negotiating agreements. Conduct negotiations by using relationship based
negotiation, and then formalize the agreement.
Performance Steps
1. Identify the techniques in reaching agreements.
a. Identify the four standard criteria of a successfully negotiated agreement:
(1) Fairness-implies that all or both sides are treated alike without reference to the feelings or
interest of the negotiator.
(2) Efficiency-refers to producing a desired outcome with a minimum of effort, expense, or
waste.
(3) Wisdom-pertains to judging rightly and following the soundest course of action (COA).
(4) Durability-refers to the stability of the agreement or the ability of the agreement to last.
b. Identify essential competencies in reaching agreements.
(1) Conflict style management.
(2) Dynamics of conflict.
(3) Verbal communication skills.
(4) Cultural awareness.
c. Identify essential qualities in reaching agreements.
(1) Be tolerant.
(2) Be patient.
(3) Take charge.
(4) Be prepared.
(5) Expect change.
(6) Be innovative.
(7) Be flexible.
(8) Be resourceful.
(9) See the mission through.
2. Identify techniques and tactics used in negotiation.
a. Determine if the situation calls for negotiation.
(1) Determine if there are advantages to conducting negotiations compared to other COAs.
(2) Determine if you are comfortable negotiating the issue in the particular situation.
(3) Determine if negotiations can further the U.S. objectives.
(4) Determine if the expenditure of energy, time, and resources are worth the benefits that
can be achieved through negotiation.
b. Identify obstacles to conducting negotiations.
(1) Foreign culture.
(2) Different language.
(3) Understand the operational environment including cultural, political, religious, and social
factors that may affect the issues.
c. Identify the best alternative to negotiated agreement (BATNA) prior to entering into
negotiations.
(1) Identify cultural, political, religious and other subjective criteria concerning the issue that
affect the BATNA.
(a) Identify other considerations, factors and sources of pressure that must be
considered from the U.S. perspective.
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Performance Steps
(b) Identify other considerations, factors and sources of pressure that may affect the
other party’s decisionmaking process.
(2) Identify other COA’s other than negotiation that may be employed including the use of
force.
(3) Analyze and determine the best COA other than negotiation.
d. Determine the zone of possible agreement (ZOPA).
(1) Determine the BATNA of the other party, group or entity.
(2) Determine the ZOPA.
(a) Identify any aspects of the issue that both sides can easily agree upon.
(b) Identify aspects of the issues that will most likely be a point of contention.
e. Work to create value through the negotiation process.
(1) Determine what perceptions, values, beliefs, etc. are behind the other party’s position.
(2) Determine the interest behind the positions.
(3) Create value through relationship-based efforts.
f. Identify the issues concerning the structure of negotiations and the tensions of that structure.
(1) Identify the negotiating team.
(2) Identify the roles of individuals.
(3) Identify objectives.
g. Be prepared for hard bargaining techniques.
(1) Know your BATNA.
(2) Do not be intimidated into accepting a bad deal.
h. Don’t lose the “war” fighting to win one “battle.”
(1) Identify the benefits of relationship-based negotiations.
(2) Identify the need to keep the natural competitive spirit and desire for winning in check.
i. Identify tactics used in the negotiation process.
(1) Crossroads.
(a) Provide options and alternatives.
(b) Be flexible.
(c) Satisfy needs.
(2) Surprise.
(a) Shift methods and approach suddenly.
(b) Introduce new information.
(c) Put the ball in their court.
(3) Fait accompli.
(a) Take action in advance.
(b) Present as accomplished fact.
(c) Is irreversible.
(4) Association.
(a) Present the issue in the best light.
(b) Use positive images.
(c) Cite examples of success.
(5) Salami.
(a) Resist the temptation to go for broke.
(b) Break large requests into more manageable pieces.
(c) Prevent perception of overload.
(6) Participation.
(a) Lay the groundwork first.
(b) Appeal to the self-interest of others.
(c) Enlist aid of influential others.
(7) Changing levels.
(a) Change viewpoint.
(b) Change physical attitude.
(c) Be prepared to show benefits at every level.
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Performance Steps
3. Establish the objectives of the negotiation session.
a. Determine the purpose of the negotiations.
b. Determine the expected outcome.
c. Determine the implications of the meeting on ongoing operations and objectives.
(1) Conduct situation research.
(2) Determine resources that can be exploited.
(3) Determine requirements of the local populace that can be leveraged.
(4) Determine the local slant on the situation.
(5) Identify as must as possible about the parties directly and indirectly involved.
d. Determine the needs of the participants.
e. Determine language requirements.
(1) Determine the number of required translators.
(2) Use vetted translators who have been checked for accuracy.
(3) Be mindful of the translator’s personal bias filter.
(4) Identify required translator skill set and technical knowledge.
(5) Brief translators.
4. Establish the schedule and location for the negotiation session.
a. Coordinate participant schedules.
b. Determine optimum timing.
c. Determine the location.
(1) Determine the security requirements.
(2) Coordinate for route clearance.
(3) Consider site neutrality.
5. Plan and prepare the facility.
a. Invite the attendees.
b. Determine size and shape of the negotiating table if applicable.
c. Determine seating arrangements.
d. Provide required resources and audiovisual aids if applicable.
e. Consider local ceremonial customs and cultural idiosyncrasies.
6. Establish the rules.
a. Determine who will attend.
b. Set the agenda.
c. Sequence presentations.
d. Stick to the issues.
7. Conduct the meeting utilizing relationship based negotiation techniques and tactics.
a. Welcome participants and allow for introductions.
b. Orient the participants to the layout of meeting area.
c. Provide an overview of the meetings purpose and objective.
d. Publish clear and concise ground rules for behavior.
(1) Respect for other people.
(2) Confidentiality.
(3) Responsibility.
(4) Physical comfort.
(5) Decision making.
e. Propose and formalize the agenda.
f. Pay particular attention to satisfying the needs of the participants.
g. Designate an individual as the official recorder if necessary.
h. Monitor the composition and skills of the attendees.
i. Provide the opportunity for people to be creative and spontaneous.
(1) Encourage participation.
(2) Ask direct questions.
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Performance Steps
j. Attempt to reach an agreement based on the ZOPA.
(1) Utilize negotiation tactics and techniques as the situation dictates.
(2) Utilize techniques used in reaching agreements as the situation dictates.
k. Consider the BATNA if the ZOPA cannot be reached.
l. Keep combat power at the ready and bring it to bear if the situation warrants it.
8. Conclude the meeting and formalize agreements.
a. Summarize the decisions to ensure understanding and compliance.
b. Give recognition and appreciation for progress.
c. Place unfinished business on future agenda.
d. Provide a translated written report of the meeting to all participants if appropriate.
(1) List of attendees.
(2) Copy of agenda.
(3) Synopsis of all issues and discussions covered during the meeting, decisions made,
agreements drafted, topics tabled for future meetings and further action to be taken.
(4) Dates and subjects of future meetings.
e. Formalize agreements.
(1) Produce and sign written agreements if applicable.
(2) Translate agreements if applicable.
f. Follow up on outstanding issues or actions as appropriate.
g. Report results of meeting to chain of command.
Evaluation Preparation: Setup: Provide the Soldier with adequate training/testing facilities, sufficient
time to review with task materials, pencil, paper, and needed resource materials
Performance Measures
GO NO-GO
1. Identified techniques in reaching agreements.
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2. Identified techniques and tactics used in negotiation.
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3. Established the objectives of the negotiation session.
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4. Established the schedule and location for the negotiation session.
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5. Planned and prepared the facility.
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6. Established the rules.
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7. Conducted the meeting utilizing relationship based negotiation techniques and
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tactics.
8. Concluded the meeting and formalized agreements.
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Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
GTA 41-01-001
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STP 41-38B14-SM-TG
Manage Interpreters During Civil Affairs Operations
331-38B-3030
Conditions: As a Civil Affairs (CA) Soldier assigned to a Civil Affairs team deployed to an area of
operations (AO) where English is not the spoken language, you are tasked to manage interpreters during
Civil Affairs operation (CAO). You have available FM 3-05.401, Civil Affairs Tactics, Techniques, and
Procedures, a CMO running estimate, a CMO annex to an operations order, and vetted interpreters.
Standards: Manage interpreters during CAO, ensure the interpreters are qualified, prepared, and aware
of their roles during your mission.
Performance Steps
1. Ensure that the interpreter is qualified for the mission.
a. Qualify the interpreter as a native speaker by—
(1) Verifying that their manner of speech is compatible with the target audience.
(2) Verifying that their backg1round is compatible with the target audience.
(3) Verifying that their mannerisms are compatible with the target audience.
b. Ensure that the interpreter’s social status is appropriate by—
(1) Verifying that the interpreter’s gender, ethnic, and religious status does not conflict with
the target audience.
(2) Ensuring that the interpreter’s credibility is not compromised by local prejudice.
(3) Verifying the interpreter’s local backg1round and reputation if possible.
c. Ensure that the interpreter speaks fluent English by—
(1) Engaging the interpreter in an informal conversation to establish rapport and verify
understanding of the English language.
(2) Verifying understanding by asking the interpreter to paraphrase the conversation.
d. Ensure that the interpreter has sufficient mental agility. Verify that the interpreter is quick, alert,
and responsive to changing conditions and situations.
e. Verify that the interpreter is able to grasp complex concepts and discuss them without
confusion in a reasonably logical sequence.
f. Ensure that the interpreter has sufficient technical ability by—
(1) Verifying that the interpreter understands technical terminology that is specific to the CMO
project.
(2) Evaluating the interpreter’s note taking ability for consecutive interpreting.
g. Ensure that the interpreter is reliable by—
(1) Ensuring that the interpreter understands the United States (U.S.) military’s preoccupation
with promptness.
(2) Evaluate the interpreter’s loyalty by—
(a) Assuming that a local national’s first loyalty is to the host nation (HN) or subgroup
and not to the U.S. military.
(b) Identifying any hidden agenda or ulterior motives related to a personal or political
agenda.
(c) Observing the interpreter’s actions at all times, being diligent for any signs of conflict
in loyalty to the mission.
(d) Notifying the commander, intelligence section, or security manager if any motives are
suspected or detected.
h. Evaluate the interpreter’s experience by—
(1) Determining if the interpreter’s level of experience can benefit or hinder the mission.
(2) Determining if the target audience will trust and respect the interpreter’s experience.
2. Train the interpreter for a CAO mission without compromising security.
a. Provide the interpreter with an orientation briefing.
(1) Explain the current tactical situation.
(2) Provide backg1round information on the target audience.
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