Military reference books and manuals (2009-2023, Volume 8)

NWP 3-05

LIST OF ACRONYMS AND ABBREVIATIONS

ADCON

administrative control

AFO

advanced force operations

AFSB

afloat forward staging base

AOR

area of responsibility

ARSOF

Army special operations forces

ATC

Advance Training Command

BPLAN

base plan

BSU

boat support unit

BTC

Basic Training Command

BUD/S

basic underwater demolition/SEAL team

command and control

C4ISR

command, control, communications, computers and intelligence,

surveillance, and reconnaissance

CCDR

combatant commander

CDRSOCPAC

Commander, Special Operations Command Pacific

CDRUSAFRICOM

Commander, United States Africa Command

CDRUSCENTCOM

Commander, United States Central Command

CDRUSEUCOM

Commander, United States European Command

CDRUSPACOM

Commander, United States Pacific Command

CDRUSSOCOM

Commander, United States Special Operations Command

CDRUSSOUTHCOM

Commander, United States Southern Command

CENSEALSWCC

Center for SEAL Team and Special Warfare Combatant Craft-Crewman

CEU

cultural engagement unit

CNO

Chief of Naval Operations

CNT

counternarco-terrorist training

LOAA-1

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NWP 3-05

CNSWG

Commander, Naval Special Warfare Group

CNSWTF

commander, naval special warfare task force

CNSWTF-PAC

Commander, Naval Special Warfare Task Force, Pacific

CNSWTG

commander, naval special warfare task group

commanding officer

COA

course of action

COCOM

combatant command (command authority)

COIN

counterinsurgency

COMM

communications

COMNAVCENT

Commander, United States Naval Forces, Central Command

COMNAVSPECWARCOM

Commander, Naval Special Warfare Command

COMSEVENTHFLT

Commander, Seventh Fleet

COMSIXTHFLT

Commander, Sixth Fleet

COMSOCAFRICA

Commander, Special Operations Command, Africa

COMSOCCENT

Commander, Special Operations Command, United States Central

Command

COMSOCEUR

Commander, Special Operations Command, Europe

COMSOCSOUTH

Commander, Special Operations Command, United States Southern

Command

COMUDU

commander, underwater demolition unit

COMUSNAVSO

Commander, United States Naval Forces, Southern Command

COMUSPACFLT

Commander, United States Pacific Fleet

CONPLAN

concept plan

CP&I

coastal patrol and interdiction

CQT

crewman qualification training

CRRC

combat rubber raiding craft

CRE

contingency response element

combat support

CSAR

combat search and rescue

MAY 2013

LOAA-2

NWP 3-05

CSS

combat service support

counterterrorism

CTG

commander, task group

direct action

DDS

dry deck shelter

DEPORD

deployment order

Det

detachment

DEVGRU

development group

DEVRON

development squadron

DIRLAUTH

direct liaison authorized

DOD

Department of Defense

DSCA

Defense Security Cooperation Agency

EOD

explosive ordnance disposal

F3EA

find, fix, finish, exploit, and analyze

F3EAD

find, fix, finish, exploit, analyze, and disseminate

FID

foreign internal defense

FST

female support technician

GCC

geographic combatant commander

GFM

Global Force Management

GMV

ground mobility vehicle

GRU

group

helicopter mine countermeasures squadron

headquarters

HSC

helicopter sea combat (USN)

HSM

helicopter maritime strike squadron

HVI

high-value individual

IDTC

interdeployment training cycle

IED

improvised explosive device

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information operations

ISR

intelligence, surveillance, and reconnaissance

information technology

JCET

joint combined exchange training

JCF

Joint Chiefs of Staff

JFC

joint force commander

JSOTF

joint special operations task force

JSOTF-GCC

Joint Special Operations Task Force, Gulf Cooperation Council

JTAC

joint terminal attack controller

JTF

joint task force

LOGSU

logistics support unit

LRE

language and regional expert

LTATV

light tactical all-terrain vehicle

LTJG

lieutenant junior grade

MARSOF

Marine Corps special operations forces

MCAD

maritime craft aerial delivery system

MEATS

maritime external air transportation system

METL

mission-essential task list

METOC

meteorological and oceanographic

MIO

maritime interception operations

MISO

military information support operations

MSC

mission support center

MST

mobile support team

MTT

mobile training team

NAVSCIATTS

Naval Small Craft Instruction and Technical Training School

NAVSOF

Navy special operations forces

NAVSPECWARCOM

Naval Special Warfare Command

NCDU

naval combat demolition unit

MAY 2013

LOAA-4

NWP 3-05

NEO

noncombatant evacuation operation

NSW

naval special warfare

NSWC

Naval Special Warfare Center

NSWG

naval special warfare group

NSWTE

naval special warfare task element

NSWTF

naval special warfare task force

NSWTG

naval special warfare task group

NSWTG EUR

Naval Special Warfare Task Group, Europe

NSWTU

naval special warfare task unit

NSWU

naval special warfare unit

OCE

officer conducting the exercise

OIC

officer in charge

OPCON

operational control

OPLAN

operation plan

patrol boat

preparation of the environment

PLT

platoon

PTF

patrol torpedo fast (naval attack craft)

RFF

request for forces

RIB

rigid inflatable boat

S&R

scouts and raiders

SBU

special boat unit

SCUBA

self-contained underwater breathing apparatus

SDV

SEAL delivery vehicle

SDVTU

SEAL delivery vehicle task unit

SEAL

sea-air-land

SecDef

Secretary of Defense

SERE

survival, evasion, resistance, and escape

LOAA-5

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SFA

security force assistance

SIPRNET

SECRET Internet Protocol Router Network

SOCCENT

Special Operations Component, United States Central Command

SOC-R

special operations craft-riverine

SOF

special operations forces

SPECBOAT

special boat

SPECBOATDET

special boat detachment

SPECBOAT TE

special boat task element

SPECBOAT TU

special boat task unit

SQT

SEAL qualification training

special reconnaissance

SSGN

nuclear-powered guided missile submarine

SSN

nuclear-powered attack submarine

SUPPACT

support activity

SWCC

special warfare combatant-craft crewman

TAC D&E

tactical development and evaluation

TACON

tactical control

task force

TIO

tactical information operations

TPFDD

time-phased force and deployment data

TRADET

training detachment

TSCP

theater security coordination plan

TSOC

theater special operations command

TTP

tactics, techniques, and procedures

UAS

unmanned aircraft system

UCS

undersea combat support

UCSS

undersea combat service support

UDT

underwater demolition team

MAY 2013

LOAA-6

HANDLING INSTRUCTIONS FOR JOINT CIVIL INFORMATION MANAGEMENT PRODUCTS

The Office of the Secretary of Defense (OSD) authorizes official use of this product for operational and institutional

purposes that contribute to the overall success of United States (US) and Allied efforts.

The information contained in this product is provided for informational purposes only and is not intended to

replace or supersede existing joint, Service, and interagency doctrine, policies, and regulations.

This product is designed for widest possible distribution among the stakeholder community and is UNCLASSIFIED

in accordance with Department of Defense (DoD) Regulations.

This product results from a collaborative effort between Joint Civil Information Management Joint Test (JT) and the

Joint Test and Evaluation Program (JT&E) under the Director, Operational Test and Evaluation (DOT&E), OSD. The

JT&E Program seeks nominations from the Services, Combatant Commands, and National Agencies for projects

that develop test products to resolve joint operational problems. The objective of the program is to find ways for

warfighters to improve mission performance with current equipment, organization, and doctrine. Please visit

http://www.jte.osd.mil for additional information on the program.

Program Participants

The OSD, DOT&E determined that the publication of this manual is necessary for the standardization of joint civil

information management procedures. The procedures provide guidance for executing each of the steps in the joint

civil information management process to enable decision making by the JFC, facilitate planning by staff members,

and support execution of civil-military operations. The following commands and agencies participated in the

development and revision of this publication:

Joint

DOT&E, Air Warfare Division

OSD

Assistant Secretary of Defense, Network

US Special Operations Command (USSOCOM) (J6,

Integration Interoperability/Chief Information

J7/9, J33)

Operations

US Africa Command (USAFRICOM) (J5)

US Joint Forces Command (USJFCOM) (J8)

US Pacific Command (USPACOM) (J3)

US Southern Command (USSOUTHCOM) (J7)

Marine Corps

Marine Corps Combat Development Command

HQ, USMC, Plans, Policies, and Operations (PP&O)

(MCCDC)

Army

95^th CA Brigade (Airborne), US Army Special

US Army Civil Affairs and Psychological Operations

Operations Command (USASOC)

Command (USACAPOC) (Airborne)

US Army War College, Department of National

Security and Strategy

Navy

Maritime Civil Affairs and Security Training

Naval Expeditionary Combat Command (NECC)

Command (MCAST)

PREFACE

1. Scope

The Joint Civil Information Management User’s Manual provides joint tactics, techniques and procedures (TTP) as a

standard for planning, collection, consolidation, analysis, production, and sharing civil information to supplement

how commanders, senior leaders, and staff plan and execute operations. This document establishes an organized

and disciplined approach for joint civil information management at the Joint Task Force (JTF) level and below. The

focus of the Joint Civil Information Management Joint Test (JT) was Chapters 4, 5, and 8 (collection, consolidation,

and sharing, respectively), and the assessment forms located in Annex B. The considerations, procedures, and best

practices presented for each of the six steps of the joint civil information management process include current civil

information management (CIM) standards employed by each Service with assigned civil affairs (CA) forces.

2. Purpose

The purpose of this manual is to:

a. Provide standardized joint civil information management assessments.

b. Provide a structured joint civil information management process to conduct CIM.

c. Enable commanders and staffs to better plan and execute operations.

d. Define the two primary roles and responsibilities in executing CIM: staff supporting their commander and

CIM coordinators supporting the staff with visible, accessible, and understandable civil information.

e. Enable cooperation and collaboration between the stakeholder community and the joint force

commander (JFC).

The need for a publication on this topic arose from the joint CA force, but extends beyond that community. Each

Service has experienced similar challenges when managing civil information and difficulty collaborating with

civilian stakeholders without a standard methodology.

Operational challenges for all services and interagency partners include:

a. No common language defining the civil domain

b. No common reporting standards

c. No common graphic symbols

d. No common naming convention

e. No common data collection procedures

f. No common data storage procedures and standards

g. No interoperable systems for storing and

h. No common system for Relief in Place (RIP)/Transfer

transmitting civil information,

of Authority (TOA) data/information transfer

i. No common education or training for managing

civil information

These challenges degrade the JFC’s ability to achieve unity of effort among military, government, humanitarian

assistance (HA), and development communities. Standardized TTP for collecting, consolidating, and sharing civil

information mitigates some of these challenges and supports decision-making and unity of effort. The impact of

these challenges on stakeholders in the operating environment includes:

a. Incomplete situational awareness of civil domain b. Redundant efforts and wasted resources

This User’s Manual is not intended to address the conduct of CMO or Civil Affairs Operations (CAO) outside the

task of CIM. While current limitations in training, force development, and acquisition are being addressed by

iii

multiple joint, Service, and COCOM initiatives this manual provides a framework to accomplish the difficult task of

managing civil information to better inform these developmental efforts. Considerations, procedures, and best

practices in this User’s Manual have been collected from multiple units and agencies that have managed civil

information, and provide a way to accomplish CIM with available equipment and mitigate constraints that impede

a unit or agency accomplishing CMO.

3. Applicability

This publication serves as a source document for developing joint and Service manuals, publications, and curricula,

or as a stand-alone document at the JTF and component levels. It expands on several joint publications, providing

insight into the procedures for effectively managing civil information. While written for a JTF-level audience, this

publication applies to any organization managing civil information.

The stakeholder community referenced throughout this manual consists of the supported JFC and military or non-

military entities partnering with it. This community can include:

a. US military consisting of higher, adjacent, and

b. US Government (USG) agencies such as country

supporting elements

teams, resident offices, or Headquarters (HQ)

c. Host and partnering nation militaries

d. Host and partnering nation agencies

e. International Organizations

Non governmental organizations (NGO)

g. Private volunteer organizations (PVO)

h. Private sector entities such as business,

education, and medical

4. User Information

This publication reflects current joint and Service doctrine, command and control organizations, facilities,

personnel, responsibilities, and procedures. Changes in Service protocol, appropriately reflected in joint and

Service publications, will likewise be incorporated in revisions to this document. Unless stated otherwise,

masculine nouns and pronouns in this publication do not refer exclusively to men.

TABLE OF CONTENTS

EXECUTIVE SUMMARY

ES-1

CHAPTER 1 INTRODUCTION TO JOINT CIVIL INFORMATION MANAGEMENT

1-1

1.0 Introduction

1-1

1.1 Context

1-2

1.1.1 Understanding the Operating Environment

1-2

1.1.2 Civil Environment

1-3

1.1.3 Focused Attention and Enhanced Perception

1-4

1.1.4 Command, Control, and Decisions

1-6

1.1.5 Command, Control, and Planning

1-7

1.2 Joint Civil Information Management Process

1-8

1.2.1 Joint Civil Information Management Roles

1-10

1.3 Understanding Civil Information

1-11

1.3.1 Echelon Appropriate Information

1-11

1.3.2 Aggregation

1-11

1.3.3 Cognitive Hierarchy

1-12

1.4 Conclusion

1-13

CHAPTER 2 ORGANIZATION FOR JOINT CIVIL INFORMATION MANAGEMENT

2-1

2.0 Introduction

2-1

2.1 Context

2-1

2.2 Staff Organization for Joint Civil Information Management

2-1

2.2.1 Service Approaches to Civil Information Management

2-2

2.3 The Joint Civil Information Management Coordination Section

2-2

2.3.1 Skills Required in the Joint Civil Information Management Coordination Section

2-4

2.3.2 Joint Civil Information Management Coordinator Maxims

2-4

2.3.3 Relationship to Information Management

2-5

2.3.4 Considerations for Organizing Joint Civil Information Management Coordinators in the Staff

2-5

2.4 Joint Civil Information Management Support to Interagency Operations

2-5

2.5 Conclusion

2-5

CHAPTER 3 JOINT CIVIL INFORMATION PLANNING

3-1

3.0 Introduction

3-1

3.0.1 Key Terms

3-2

3.1 Context

3-3

3.2 Considerations

3-3

3.2.1 Joint Civil Information Management Coordinator Collaboration

3-4

3.2.2 Civil Information Architecture

3-4

3.2.3 Nesting Tactical Missions under Operational and Strategic Objectives

3-6

3.2.4 Interagency Operations

3-8

3.2.5 Planning for Requirements

3-9

3.3 Planning Procedures

3-9

3.4 Best Practices

3-11

3.5 Conclusion

3-13

CHAPTER 4 JOINT CIVIL INFORMATION COLLECTION

4-1

4.0 Introduction

4-1

4.0.1 Key Terms

4-2

4.1 Context

4-2

4.2 Information Search

4-3

4.2.1 Information Search Considerations

4-3

4.2.2 Information Search Procedures

4-3

4.2.3 Information Search Best Practices

4-5

4.3 Civil Reconnaissance

4-6

4.3.1 Civil Reconnaissance Considerations

4-6

4.3.2 Civil Reconnaissance Procedures

4-6

4.3.3 Civil Reconnaissance Best Practices

4-8

4.4 Civil Engagement

4-8

4.4.1 Civil Engagement Considerations

4-9

4.5.2 Civil Engagement Procedures

4-10

4.4.3 Civil Engagement Best Practices

4-12

4.5 Collection for Project Data

4-13

4.6 Conclusion

4-13

CHAPTER 5 JOINT CIVIL INFORMATION CONSOLIDATION

5-1

5.0 Introduction

5-1

5.0.1 Key Terms

5-1

5.1 Context

5-2

5.2 Collate Civil Data

5-2

5.2.1 Collate Civil Data Considerations

5-3

5.2.2 Collate Civil Data Procedures

5-3

5.2.3 Collate Civil Data Best Practices

5-5

5.3 Process Civil Data

5-6

5.3.1 Process Civil Data Considerations

5-6

5.3.2 Process Civil Data Procedures

5-7

5.3.3 Process Civil Data Best Practices

5-10

5.4 Project Data during Consolidation

5-10

5.5 Conclusion

5-10

CHAPTER 6 JOINT CIVIL INFORMATION ANALYSIS

6-1

6.0 Introduction

6-1

6.0.1 Key Terms

6-1

6.1 Context

6-1

6.2 Considerations

6-2

6.2.1 Civil Information Architecture

6-2

6.2.2 Echelon Appropriate Analysis

6-2

6.3 Analysis Procedures

6-2

6.4 Best Practices

6-14

6.4.1 Maintain Thorough Notes

6-14

6.4.2 Conduct Multiple Analyses

6-14

6.4.3 Be Predictive

6-14

vii

6.4.4 Maintain Relevancy

6-15

6.5 Conclusion

6-15

CHAPTER 7 JOINT CIVIL INFORMATION PRODUCTION

7-1

7.0 Introduction

7-1

7.1 Context

7-1

7.2 Considerations

7-1

7.3 Procedures

7-2

7.4 Best Practices

7-12

7.4.1 Answering RFIs

7-12

7.4.2 Common Operating Picture Production

7-13

7.4.3 Production as a Driver of Planning

7-13

7.5 Conclusion

7-13

CHAPTER 8 JOINT CIVIL INFORMATION SHARING

8-1

100

8.0 Introduction

8-1

101

8.1 Context

8-2

102

8.2 Push Civil Information and Reports

8-2

103

8.2.1 Push Civil Information and Reports Considerations

8-3

104

8.2.2 Push Civil Information Procedures

8-4

105

8.2.3 Push Reports Procedures

8-5

106

8.2.4 Push Civil Information Best Practices

8-7

107

8.2.5 Best Practices to Report Civil Data

8-7

108

8.3 Pulling

8-8

109

8.3.1 Pulling Considerations

8-8

110

8.3.2 Procedures to Enable Stakeholders to Pull From the Supported Unit

8-9

111

8.3.3 Pulling Best Practices

8-10

112

8.4 Populate the Civil Common Operational Picture

8-11

113

8.4.1 Populate the Civil Common Operational Picture Considerations

8-11

114

8.4.2 Populate the Civil Common Operational Picture Procedures

8-12

115

8.4.3 Populate the Civil Common Operational Picture Best Practices

8-12

116

8.5 Sharing Project Information

8-13

117

8.6 Conclusion

8-14

118

APPENDIX 1 JOINT DATA SHARING WORKING GROUP

APPENDIX-1-1

119

1.0 Introduction

APPENDIX-1-1

120

1.1 Joint Data Sharing Working Group Data Sharing With The UNAMI

APPENDIX-1-2

121

1.2 Joint Data Sharing Working Group Charter

APPENDIX-1-5

122

1.3 Information Identified for Sharing

APPENDIX-1-6

123

1.4 Data Request Form

APPENDIX-1-9

124

1.5 Data Transfer Process

APPENDIX-1-10

125

APPENDIX 2 REFERENCES

APPENDIX-2-1

126

ANNEX A QUICK REFERENCE CIM RESOURCE GUIDE AND WEBSITES

A-1

127

A.1 Country Information:

A-1

128

A.2 Foreign Language Tools:

A-2

129

A.3 General Reference:

A-2

viii

130

A.4 Imagery and Maps:

A-2

131

A.5 Training:

A-3

132

ANNEX B CIVIL DATA COLLECTION FORMS

B-1

133

B.1 Table of Contents

B-1

134

B.2 Symbology

B-2

135

Assessment Form A: Mandatory

B-3

136

Assessment Form B: Building

B-4

137

Assessment Form C: School / Orphanage

B-5

138

Assessment Form D: Warehouse

B-7

139

Assessment Form E: Store / Market

B-8

140

Assessment Form F: Arts / Historical / Cultural / Religious

B-9

141

Assessment Form G: Fuel Point

B-10

142

Assessment Form H: Police / Security

B-11

143

Assessment Form I: Fire Station

B-13

144

Assessment Form J: Trash Removal

B-14

145

Assessment Form K: Sewage System

B-15

146

Assessment Form L: Hospital

B-16

147

Assessment Form M: Road / Route Recon

B-19

148

Assessment Form N: Bridge

B-21

149

Assessment Form O: Railway

B-22

150

Assessment Form P: TCAPF

B-24

151

Assessment Form Q: NGO

B-25

152

Assessment Form R: Subject Matter Expert Exchange (SMEE)

B-26

153

Assessment Form S: Key Leader Engagement

B-27

154

Assessment Form T: Civilian Engagement

B-29

155

Assessment Form U: Contractor

B-31

156

Assessment Form V: Mass Engagement

B-32

157

Assessment Form W: Fishery/Hatchery

B-33

158

Assessment Form X: Ports and Harbors

B-35

159

Assessment Form Y: Airfield / Airstrip

B-38

160

Assessment Form Z: Farm

B-39

161

Assessment Form AA: Veterinary

B-41

162

Assessment Form BB: Dislocated Civilian / Humanitarian Assistance

B-43

163

Assessment Form CC: Village

B-45

164

ANNEX C JOINT CIVIL INFORMATION MANAGEMENT COORDINATOR MANUAL

C-1

165

C.0 Introduction

C-1

166

C.0.1 Key Terms

C-2

167

C.1 Context

C-2

168

C.2 Considerations

C-3

169

C.2.1 Principles of Joint Civil Information Management

C-4

170

C.3 Procedures

C-6

171

C.3.1 Monitor the civil information environment

C-6

172

C.3.2 Coordinate Civil Information Organization and Access

C-9

173

C.3.3 Execution

C-9

174

C.3.4 Joint CIM Coordinator Techniques

C-11

175

C.4 Planning

C-12

176

C.5 Collection

C-12

177

C.5.1 Assess and Identify

C-13

178

C.6 Consolidate and Analyze

C-17

179

C.6.1 Design and Organize

C-17

180

C.7 Analyze and Produce

C-21

181

C.7.1 Develop and Apply

C-22

182

C.8 Sharing

C-26

183

C.8.1 Implement and Transfer

C-27

184

C.9 Best Practices

C-28

185

C.10 Conclusion

C-30

186

APPENDIX 1 TO ANNEX C SAMPLE JOINT CIVIL INFORMATION MANAGEMENT PROGRAM

C-1-1

187

C.1.0 Introduction

C-1-1

188

ANNEX D SUMMARY OF THE DISTRICT STABILITY FRAMEWORK

D-1

189

D.0 Introduction

D-1

190

D.1 District Stability Framework Overview

D-2

191

D.2 Situational Awareness

D-3

192

D.3 Analysis

D-4

193

D.4 Design

D-5

194

D.5 Monitoring & Evaluation

D-7

195

D.6 Conclusion

D-7

196

APPENDIX 1 TO ANNEX D DISTRICT STABILITY FRAMEWORK TOOL KIT

D-1-1

197

D.1.0 Introduction

D-1-1

198

D.1.1 ASCOPE-PMESII Matrix

D-1-1

199

D.1.2 Cultural Matrix

D-1-2

200

D.1.3 Factors of Stability/Instability

D-1-2

201

D.1.3.1 Instability Factors

D-1-2

202

D.1.3.2 Stability Factors

D-1-3

203

D.1.4 Collection Planning

D-1-3

204

D.1.5 Sources of Instability Matrix

D-1-9

205

D.1.6 Tactical Stability Matrix

D-1-9

206

D.1.6.1 Design Components of the Tactical Stability Matrix:

D-1-10

207

D.1.6.2 Analysis Components of the Tactical Stability Matrix:

D-1-10

208

D.1.7 Activity Design Worksheet

D-1-11

209

D.1.8 Synchronization Matrix

D-1-12

210

D.1.9 Monitoring and Evaluation Matrix

D-1-12

211

D.1.10 Overall Stability Index

D-1-13

212

ANNEX E RELIEF IN PLACE/TRANSITION OF AUTHORITY CHECKLIST

E-1

213

E.0 Relief in Place/Transfer of Authority

E-1

214

E.1 Outgoing Unit Relief in Place Checklist

E-2

215

E.2 Incoming Unit Relief in Place Checklist

E-4

216

GLOSSARY

GL-1

217

Part I - Abbreviations And Acronyms

GL-1

218

Part II - Terms and Definitions

GL-7

219

220

221

TABLE OF FIGURES

222

Figure ES-1. Joint Civil Information Management Cycle

ES-1

223

Figure

1-1. Components of the Operating Environment

1-2

224

Figure

1-2. Scope of Civil Factors within the Operating Environment

1-4

225

Figure

1-3. Operating Environment and Information Requirements Categories

1-5

226

Figure

1-4. Planning in the Context of C2 and Operations

1-8

227

Figure

1-5. Joint Civil Information Management Process

1-9

228

Figure

1-6. Interactive View of the Joint Civil Information Management Process

1-10

229

Figure

1-7. Cognitive Hierarchy

1-13

230

Figure

3-1. Emphasis in the Full Range of Military Operations by Phase and Level of Effort

3-2

231

Figure

3-2. Systems Perspective of the Operating Environment

3-5

232

Figure

3-3. Assessment Levels and Measures

3-6

233

Figure

3-4. Tactical Mission Linked to LOO through MOP and MOE

3-8

234

Figure

3-5. Joint Operation Planning Activities, Functions, and Products

3-12

235

Figure

4-1. Collection Process

4-1

236

Figure

4-2. Information Search Procedures

4-3

237

Figure

4-3. Example Tasker Forms

4-4

238

Figure

4-4. Means of Conveyance

4-4

239

Figure

4-5. Civil Reconnaissance Procedures

4-6

240

Figure

4-6. Troop Leading Procedures

4-7

241

Figure

4-7. Civil Engagement Procedures

4-10

242

Figure

5-1. Consolidation Process

5-1

243

Figure

5-2. Collate Civil Data Procedures

5-3

244

Figure

5-3. Process Civil Data Procedures

5-7

245

Figure

5-4. Comparison Criteria

5-8

246

Figure

6-1. Analysis Process

6-3

247

Figure

6-2. Systems Analysis Showing Nodes and Links

6-5

248

Figure

6-3. Stakeholder Matrix

6-9

249

Figure

6-4. Sample Stakeholder Map Formats

6-10

250

Figure

6-5. Root Cause Analysis

6-11

251

Figure

6-6. Pattern Analysis Plot

6-14

252

Figure

7-2. Production Process Model

7-2

253

Figure

7-1. Stability Tasks and Corresponding DOS Sectors

7-2

254

Figure

7-3. Quad Chart

7-4

255

Figure

7-4. Civil Layer of the Common Operating Picture

7-5

256

Figure

7-5. Population Support Overlay

7-6

257

Figure

7-6. Drought Effects Trend Timeline

7-7

258

Figure

7-7. Drought, Famine, Food Distribution, and Foraging Timeline

7-7

259

Figure 7-9. Interpersonal Relationship Diagram

7-8

260

Figure 7-8. Djibouti-Senior Level of Government Link Diagram

7-8

261

Figure 7-10. Association Matrix

7-9

262

Figure 7-11. Activities Matrix

7-9

263

Figure 7-12. Health Care-Access

7-10

264

Figure 7-13. Infrastructure-Wells and Clinics

7-11

265

Figure 7-14. Project Management Link Diagram

7-12

266

Figure 8-1. Share Civil Information

8-2

267

Figure 8-2. Push Civil Information and Reports

8-4

268

Figure 1-1. Data Transfer Process

APPENDIX-1-10

269

Figure C-1. Joint CIM Cycle

C-1

270

Figure C-2. Joint CIM Coordinator Maxims

C-3

271

Figure C-3. Joint CIM Process and Content Management Process

C-6

272

Figure C-4. Range of Joint CIM Coordinator Techniques

C-11

273

Figure D-1. DSF Implementation Methodology

D-2

274

Figure D-2. DSF Local Perceptions Data by Neighborhood

D-4

275

Figure D-1-1. ASCOPE/PMESII Matrix

D-1-1

276

Figure D-1-2. Cultural Matrix

D-1-2

277

Figure D-1-3. Factors of Instability/Stability Matrix

D-1-3

278

Figure D-1-4. Sources of Instability Analysis Matrix

D-1-9

279

Figure D-1-5. Tactical Stability Matrix (Analysis and Design)

D-1-10

280

Figure D-1-6. Activity Design Worksheet

D-1-11

281

Figure D-1-7. Synchronization Matrix

D-1-12

282

Figure D-1-8. Monitoring & Evaluation Matrix

D-1-13

283

Figure D-1-9. Overall Stability Index

D-1-14

284

285

286

TABLE OF TABLES

287

Table 1-1. Notional Emphasis of Joint Civil Information Management at Each Echelon

1-9

288

Table 1-2. Examples of Categorical and Analytical Systems

1-11

289

Table 4-1. Source Reliability

4-4

290

Table 4-2. Data Credibility

4-5

291

Table 4-3. Questions for Planning

4-5

292

Table 5-1. Sample Metric System

5-9

293

Table 8-1. Community of Interest Key Attributes and Primary Responsibilities

8-10

294

Table 1-1. Identified Sources, Types and Details of Information to be Shared by UN

APPENDIX-1-6

295

Table 1-2. Identified Sources, Types and Details of Information to be Shared by MNF-I

APPENDIX-1-7

296

Table 1-3. Identified Actors, Locations and Focal Points for Data Sharing

APPENDIX-1-8

297

Table 1-4. Data Request Form

APPENDIX-1-9

298

Table C-1. Sample Evaluation Criteria

C-14

299

Table C-1-1. Tactical Level Joint Civil Information Management Program

C-1-2

xii

EXECUTIVE SUMMARY

Joint Civil Information Management User’s Manual

The Joint Civil Information Management User’s Manual presents

tactics, techniques, and procedures (TTP) for managing civil

information using a six-step cycle, depicted in Figure ES-1, Joint

Civil Information Management Cycle, consisting of planning,

collection, consolidation, analysis, production, and sharing. Civil

Information Management (CIM) is the process where civil

information is collected consolidated in a central information

system and shared with supported elements, JTF, higher

headquarters, Department of Defense (DoD), United States

interagency and coalition partners, nongovernmental

organizations, and the private sector to ensure the timely

availability of information for analysis and the widest possible

dissemination of raw and analyzed civil information to military

Figure ES-1. Joint Civil Information

Management Cycle

and nonmilitary partners.

Joint civil information management is applicable to the full range of military operations, but is particularly

important to civil-military operations (CMO). The TTP in this User’s Manual enable commanders and staff to better

plan, execute, and assess operations. They help facilitate cooperation and collaboration between the stakeholder

community and the joint force.

Introduction to Joint Civil Information Management

The goal of joint civil information management is to provide visible, accessible, and understandable civil

information to decision makers. Joint civil information management occurs at all levels and requires an

information management organization to support the information management plan. Joint civil information

management coordinators are an important part of that organization, and specialize in monitoring the information

environment in the unit. The process enhances command and control by changing raw data into information,

knowledge, and situational understanding of the civil components of the operating environment. It is a collective

task for the entire joint command including the staff, maneuver forces, supporting elements, and military or non

military stakeholders operating in the area of operations and among its population. All of these must interact to

attain unity of effort. The joint civil information management process provides structure to aggregate information

as it moves through the organization, making it useable for the echelon that needs it.

Organization for Joint Civil Information Management

The CMO staff section (J9) is normally the lead for managing civil information and must identify and work with all

stakeholders who execute any component of the joint civil information management process. Each staff section

manages information within its field of interest. Supporting elements enable the process as they manage

information within their fields. The J9 coordinates moving the most relevant civil information into the decision

making process and injects it into the common operating picture (COP). Civil information management

coordinators in the J9 may be from Army CIM cells, Navy CIM coordinators, or Marines tasked to conduct CIM. Two

ES-1

elements are required to successfully manage civil information: staff and a joint civil information management

coordination section. This section of the J9 performs content management and integrates the joint civil

information management process into the information management plan. The J9 must task organize a section for

this purpose if not supported by CA assets with a CIM capability.

Planning for Joint Civil Information Management

Staffs have specific procedures for managing information about friendly and enemy forces. The robust information

architectures in command, control, communications, computers, and intelligence (C4I) systems to manage that

information provide poor support for managing civil information. The joint civil information management process

provides staff a method to develop a situation-specific civil information architecture that links tactical conditions to

strategic objectives for the civil components of the operating environment. It provides structure to measure

effectiveness and performance, based on effects. Planning to manage civil information is modeled on the

principles of targeting, joint intelligence preparation of the operating environment, and joint operation planning. It

relies on civil information architecture for identifying centers of gravity and strengths, weaknesses, opportunities,

and threats in the civil environment. This helps develop a collection plan that identifies and prioritizes information

requirements to satisfy identified gaps.

Civil Information Collection

Collection can take the form of one or more of the following activities: information search, civil reconnaissance,

and civil engagement. Information Search is collecting data and information from the internet, printed media, or

other non-first person sources. Civil Reconnaissance is planned collection by direct observation of the operating

environment. Civil Engagement is actively engaging individuals in dialogue or cultural exchange. Examples are key

leader engagement, mass engagement, and surveys of the people and organizations in the operating environment.

Collection must be executed for a purpose, with direction, and have the necessary authority. Source reliability and

data credibility must be validated to avoid misrepresenting conditions. Finally, project management is a special

environment where collection is conducted and affords opportunities to influence the operating environment.

Civil Information Consolidation

The purpose of consolidation is to organize and filter civil data into civil information. It provides decision-quality

information to support command and control. During consolidation raw data is progressively transformed into the

more useful state of information. Consolidation is accomplished by collating and processing data into concise

groups of relevant information in formats that are visible, accessible, and understandable.

Civil Information Analysis

nalysis provides the “so what” to information, making sense of it for a decision maker. Analysis separates a

complex topic into its basic elements to study the parts and their relationships. It can only be conducted with

processed information and is done to form conclusions to use as the basis for products that satisfy requirements.

Analysis helps commanders understand the operating environment and enables planning, execution, and

assessment of operations. Analysis provides situational awareness about operational conditions which decision

makers synthesize with operational requirements, commander’s guidance, and direction from higher to achieve

situational understanding. Understanding provides the basis for timely and effective decision making.

ES-2

Civil Information Production

Production of civil information uses various media and formats to help commanders visualize conditions in the

operating environment. The end state is products that accurately and completely present the civil components of

the operating environment. Content for the various products is found in numerous formats throughout the staff.

One of the tasks during production is to select the best format with which to present the information. The product

formats used in a military staff are information papers, assessments, area studies, running estimates, orders,

annexes, surveys, overlays, matrices, charts, white papers, and others. This chapter provides context,

considerations, procedures, and best practices for selecting an existing product or creating a new product with

which to convey civil information.

Civil Information Sharing

Sharing is the delivery or exchange of information between users in a usable form for application to appropriate

missions, tasks, and functions, and occurs in three ways: pushing, pulling, and populating. Pushing is the active

dissemination of civil information to stakeholders that have a requirement for it. Pulling uses direct electronic

access to databases, files, or other repositories by military organizations and provides select stakeholders similar

access. Populating is adding civil information to the civil COP, expressed as either the civil layer to a COP or a CMO

COP, to support organizational requirements. Sharing is a coordinating mechanism that promotes unity of effort

between stakeholders by continually providing relevant civil information they can use to further the objectives of

their organization.

Annexes

The annexes to the User’s Manual provide tools to enhance understanding of the concepts presented and to

execute the steps of the joint civil information management process. There are four annexes that cover the

following topics:

A. Civil Information Management Quick Reference Guide

B. Civil Data Collection Forms

100

C. Joint Civil Information Management Coordinators Manual

101

D. District Stability Framework Overview

102

E. Relief in place/Transition of authority checklist

103

Supporting Publications

104

This User’s Manual is supported by a Joint Civil Information Management Tactical Handbook (TACHAN).

105

The TACHAN is written for tactical collector working in any unit routinely operating in and among the civil

106

populace. It is a pocket size guide covering the details of collection and reporting taken from Chapter 4, Collection,

107

and Chapter 8, Sharing, of the User’s Manual.

108

ES-3

CHAPTER 1 INTRODUCTION TO JOINT CIVIL INFORMATION MANAGEMENT

1.0 Introduction

There is an almost insatiable demand for information that

“It is essential for the *Joint Force Commander+

provides greater operational success across the range of

JFC to ensure that subordinate commanders,

staff principals, and leaders of [command and

military operations. Both Service and combatant

control] C2 nodes understand their authorities,

command resources are expended to gain a greater

their role in decision-making and controlling,

understanding of the civil environment. A disciplined

and their relationship with others. Control and

approach is urgently required for an effective civil

appropriate sharing of information is a

information exchange that meets joint, interagency, and

prerequisite to maintaining effective C2.

multi-national requirements.

Identifying, requesting, receiving, tracking and

sharing the needed information ensures that

The scale to develop and implement this disciplined

decision makers make informed, timely

approach is substantially greater than a single Service or

decisions.”

command database, information system, or tool. As the

Joint Publication 1, Doctrine for the Armed Forces of

demand for civil information increases, civil information

the United States

management (CIM) becomes more imperative.

Joint civil information management is the process where civil information is collected, consolidated in a central

information system, and shared with supported elements, joint task force (JTF), higher headquarters, Department

of Defense (DoD), United States government (USG) interagency and coalition partners, nongovernmental

organizations (NGO), and the private sector. This ensures the timely availability of information for analysis and the

widest possible dissemination of the raw and analyzed civil information to military and nonmilitary partners. Joint

civil information management is executed through a six step process designed to support command and control

(C2) by providing situational awareness of the civil environment. This is accomplished by consistently transferring

information to key decision makers.

Transferring information effectively, like moving people (by foot,

In the aftermath of several years of

bicycle, car, bus, etc.), is made possible by “infrastructure”. There is

less than successful counter

more to infrastructure than roads; there are signs, traffic rules,

insurgency operations, it is not

difficult to make the case for

enforcement, etc. Infrastructure is comprised of the whole system of

collecting, consolidating and sharing

people, process, and technology required to meet the joint force

civil information. These three

commander’s (JFC) information needs. Directing the control and use of

activities are essential to moving

information while planning, analysi30

civil data requires consistent joint doctrine; focused and understood

and production determine what is

processes and procedures; and associated information systems and

needed at various levels of decision

technologies. Today, computer programs, repositories, computational

making. So the Civil Information

Management process incorporates33

modeling, and communication devices define the control of data and

six main steps necessary for informed

information rather than people, processes and technology. Adequate

decision making.

“infrastructure” is necessary for moving and using civil information.

JFCs require infrastructure¹ that provides them visible, accessible, and understandable²

civil information.

Managing civil information requires a family of mutually reinforcing disciplines designed to support a tested

process³

as the baseline for requirements generation. Joint civil information management is the formalization of a

1-1

process historically performed ad hoc to fulfill the decision makers’ need to understand the civil environments in

which they operate. Joint civil information management tactics, techniques, and procedures do not add tasks or

requirements, but rather establishes standards and methods for the tasks that units and staffs already execute.

1.1 Context

Control of civil information is a multidisciplinary endeavor, rooted in command, control, computers,

communications and intelligence (C4I) functions that facilitate command and control (C2) of joint operations,

actions and activities. Information management and situational awareness (SA) are components of C2, and civil

Information management is a component of information management.

C2 is fundamental to controlling civil information and

executing civil information management. “C2 is as much a

problem of information management as it is of carrying out

other warfighting tasks.”⁴

Joint C2 is thoroughly addressed in

joint doctrine, and Joint Publication (JP) 1, Doctrine for the

Armed Forces of the United States, states: “C2 is the means by

which the JFC synchronizes and/or integrates joint force

activities in order to achieve unity of command and unity of

effort.”⁵

Joint application of C2 is maturing.⁶

The Command and

Control Research Program (CCRP) is focused on improving

both the state of the art and practice of C2 to help the DoD

take full advantage of opportunities afforded by emerging

technology. Understanding Command and Control, published

in 2006 by CCRP, establishes the foundation for C2 in an era of

complex coalition civil-military operations (CMO). The

operating environment for joint civil information management

is nested within this application of joint C2.

Figure 1-1. Components of the Operating

Environment

1.1.1 Understanding the Operating Environment

The JFC’s operating environment consists of three layers or components of information that are arrayed in time

and space. These are depicted in Figure 1-1, Components of the Operating Environment. Joint civil information

management focuses on the civil environment, and was developed to assist the JFC obtain and control civil

information during the range of military operations, especially CMO. These include stability, security, transition

and reconstruction operations (SSTRO), irregular warfare (IW), counterinsurgency (COIN), and antiterrorism (AT),

where civil populations are the center of gravity (population-centric warfare). Control of civil information is a

component of joint information management policies, procedures, architecture, and guidelines.

Current joint doctrine and C2 constructs provide definitions, frameworks, models, and cognitive processes for joint

information management. The policies, architecture, and guidelines for joint information management enable C2.

Situational awareness is important to C2 and the execution of joint civil information management at tactical,

operational, and strategic levels.

1-2

Situational awareness is “the perception of elements in the environment within time and space, the

comprehension of their meaning, and the projecting of their status in the near future. Situational awareness is

about the knowledge state that is achieved - either knowledge of current data elements, or inferences drawn from

these data, or predictions that can be made using these inferences.”⁷

This framework defines three levels of

situational awareness: perception, comprehension, and projection. Situational assessment is the process of

achieving the first level of situational awareness.⁸

The first level, perception, is being aware of relevant elements

or factors present in the environment (within time and space).

The second level of situational awareness is comprehension. It is often identified as situational understanding,

and refers to comprehending the meaning of information and applying analysis and judgment to the unit’s

situational assessment to determine the relationship of factors present to form conclusions about threats,

opportunities, and gaps in information.⁹

Situational understanding comprehends of the meaning of data and

information as they interrelate and directly apply to the commander’s intent or goals. Sensemaking is the term

used to describe the process that achieves comprehension.¹⁰

Sensemaking is the motivated, continuous effort to

understand connections between people, places, things, and events to anticipate their trajectories and act

effectively.¹¹

It is looking at past and present information to form explanations and understanding, and is the

process used to form a systems perspective.

The third level of situational awareness is projection, which involves perceiving information about the

environment, comprehending the meaning, then integrating and comparing it with goals to provide projected

future states that are valuable for decision making. This level uses situational understanding to project what may

occur in the near future to inform decision making. This is thought of in military terms as predictive analysis.

1.1.2 Civil Environment

The first step toward situational awareness is to identify the status,

“The tendency to overemphasize

attributes, dynamics, and relationships of relevant elements to other

detailed information about the

enemy at the expense of the political,

100

points of reference in the operating environment.¹²

The scope of

economic, and cultural environment

101

these elements is represented in Figure 1-2, Scope of Civil Factors

that supports it becomes even more

102

within the Operating Environment. At the most basic level, civil

pronounced at the brigade and

regional command levels”.

103

situation assessment involves observation, monitoring, cue

104

detection, and simple recognition of multiple civil elements for their

Fixing Intel: A Blueprint for Making

Intelligence Relevant in Afghanistan

105

current status. These elements can be objects, events, people,

JANUARY 2010

106

systems and other factors. Current status can be conditions, forms,

107

manner of expression, and actions. Together, these express the situation in the civil environment that is assessed

108

during Joint Intelligence Preparation of the Operational Environment (JIPOE), to develop a systems perspective.¹³

109

Regardless of the mission, current organizational capabilities lack means and methods to focus attention and

110

accurately perceive what is occurring in a vast portion of the JFC’s operating environment. This manual provides

111

collection, consolidation and sharing procedures to achieve situational awareness.

1-3

112

113

Figure 1-2. Scope of Civil Factors within the Operating Environment

114

Requirements for achieving situational awareness of the civil components of the operating environment include:

Common procedures for relief in place

Common data collection, consolidation and

(RIP)/transfer of authority (TOA)

sharing procedures

Common graphics and symbols

Common file naming conventions

Common reporting standards

Common data storage methodology

Common language defining the civil environment

Interoperable civil information architecture

Civil information education and training

Civil information system program of record

115

1.1.3 Focused Attention and Enhanced Perception

116

Informed, echelon appropriate decisions require situational assessment and situational understanding; neither is

117

possible apart from purposeful collection, consolidation and sharing of civil information. Figure 1-3, Operating

118

Environment and Information Requirements Categories, illustrates the relationship between the operating

119

environment¹⁴ and information requirements categories¹⁵. It demonstrates how the civil components of the

120

operating environment relate to the commander’s critical information requirements (CCIR) to produce situational

121

awareness. Information requirements categories (adversary forces, civil environment, and friendly forces) direct

122

attention and focus.

1-4

125

There are two aspects of information necessary to understand the situation and make sound decisions. Military

126

and civilian practitioners who work to enhance situational awareness, at any one of the three levels in section

127

1.1.1 will often manage these two aspects of civil information differently. They are:

128

What is going on? This is information that helps to scope a problem in the operating environment. The

129

information shapes informed decision-making related to complex problems. It is seeking to first

130

understand conditions and events in the operating environment. Answering this question is similar to

131

framing the problem, which is often one of the initial steps before proceeding to operational design.

132

What are we doing or what is being done? This information captures what the organization is doing, or

133

what actions and activities are taking place to address a problem or concern. This captures the quality,

134

performance, and results of actions. For ongoing efforts, this information is often associated with

135

measures of performance (MOP) and measures of effectiveness (MOE). This information begins with and

136

further focuses operational design, planning and analysis.

137

Both aspects correlate with the two basic uses of information identified in JP 6-0, Joint Communications Systems:

138

the first is to help create situational awareness as the basis for a decision while the second is to direct and

139

coordinate actions in the execution of the decision.¹⁶

Focusing attention on civil information and making sense of it

140

are the only means to know what is occurring and how joint force and stakeholder activities impact the operating

141

environment. Clear comprehension of the civil environment must occur before integrating and comparing goals to

142

project future events in the operating environment. Mission success depends on focused comprehension and

143

projection of events and actions using civil components of the operating environment.

144

1.1.4 Command, Control, and Decisions

145

Joint doctrine defines Joint Force Commander “as a general term applied to a combat commander, sub-unified

146

commander, or joint task force commander authorized to exercise combatant command or operational control

147

over a joint force.”¹⁷

His means to manage activities are command and control. “The purpose of command and

148

control is to bring all available information and all available assets to bear.”¹⁸

149

The connection between C2 and decisions is established in the following definition: command and control

150

encompasses decisions directly associated with goals or collective actions and the control of activities and actions

151

that carry out these decisions. Decisions relate directly to identified command goals or the commander’s intent. In

152

other words, they are mission related. They do not encompass all of the decisions made by individuals or

153

organizations nor decisions that emerge from collective behavior.¹⁹

154

Command identifies or decides a desired outcome - intent or goal [Art].

155

Control specifies the orders given (direction). Control consists of decisions linked to action (execution of

156

the intent) [Science].

157

The JFC produces decisions. The following C2 model identifies three specific processes that demonstrate how the

158

JFC’s decisions become actions. They are:

159

Information processing, which accepts information from and about the operating environment and

160

converts it into situational awareness;

161

The sensemaking process by which situational awareness is converted into understanding and decisions

162

at either the individual or some shared level;

163

Implementation processes by which decisions are converted into actions.²⁰

1-6

164

The variables of mission success are as diverse as the factors that dominate the situation. Even so “the

165

effectiveness of the leader [commander] is proportional to the effectiveness of the decisions the leader makes and

166

the cascading impacts as decisions turn into action, both good and bad.”²¹

167

There is a simple control loop where information is processed as part of focused situational awareness.

168

Sensemaking leads to situational understanding that enables decisions. Through control mechanisms, decisions

169

are converted into actions. These actions and their effects are observed to form updated situational awareness.

170

This simple loop represents the link between joint force actions and effects in the civil environment. However,

171

events occur outside of this control loop, which prompt the question: “What is going on?” This can happen in an

172

environment of ongoing activity or someplace altogether new. In either case, initial effort and focus may be

173

applied to collect information leading to situational awareness. Answering this question may require situational

174

awareness of events and actions in the civil environment occurring outside of the JFC’s control.

175

The cases identified above include situations where questions, information processing, and making sense of the

176

operating environment must do more than simply consider the civil components. Civil considerations must become

177

civil imperatives to achieve situational awareness, satisfy the CCIRs, identify decision points, and support echelon

178

appropriate decisions.

179

1.1.5 Command, Control, and Planning

180

Defining CCIRs, identifying decision points, and decision making are conducted during planning. C2 determines the

181

conditions that shape that process.²²

Figure 1-4, Planning in the Context of C2 and Operations, illustrates the

182

relationship between command, control, sensemaking, planning, and execution.²³

Planning is an integral part of

183

the sensemaking process.²⁴

Making sense of the operating environment begins with factors in the civil

184

environment. The JFC and his staff determine roles and responsibilities, allocate resources, determine the nature

185

of interactions that take place among participants, and define how information is shared among stakeholders. This

186

is done for each information requirements category. The level of effort applied to each category reflects the JFC’s

187

priorities and operational capability.

188

Civil information planning, collection, consolidation, analysis, production and sharing enable units and staffs to

189

more effectively accomplish missions they are already tasked to execute. Standards and methods for managing

190

civil information enhance collaborative processes and support joint operational planning. Figure 1-4, Planning in

191

the Context of C2 and Operations, shows collection, consolidation, and sharing in the operating environment and

192

collaborative planning space. They enhance the movement of information by information processing and sharing.

193

Plans inform both the sensemaking and execution processes because they are updated interactively. Similarly, civil

194

information planning is part of sensemaking and informs the JFC’s situational understanding and projection.

195

Sharing is both internal (sharing of plans within the collaborative process) and external to stakeholders in the

196

operating environment. The decision about what to collect, consolidate and share from the civil environment is

197

determined by command priority (decision) based on situational awareness (planning, analysis and production)

198

and carried out (control) through the execution of plans.

1-7

199

200

Figure 1-4. Planning in the Context of C2 and Operations

201

1.2 Joint Civil Information Management Process

202

The joint civil information management process supports planning and execution by incorporating civil information

203

into the JFC’s C2 and decision processes. Without civil information, the JFC operates with incomplete situational

204

awareness, as illustrated in Figures 1-1, 1-2, and 1-3. Figure 1-5, Joint Civil Information Management Process,

205

illustrates the iterative nature of civil information management, where information flows conditionally from

206

analysis and production to consolidation, and how the exchange of information from sharing leads to further

207

collection, consolidation and planning. The process steps are:

208

1. Planning develops plans to collect, consolidate and share. The collection plan considers what data and

209

information are necessary. The plan to consolidate informs how the collected data will be organized. The

210

dissemination plan identifies what to share, and with whom.

1-8

211

2. Collection provides civil data to support the

212

JFC’s civil information requirements

213

through information search, civil

214

reconnaissance and civil engagement.

215

3. Consolidation is the process of collating

216

and processing data to produce civil

217

information to support planning, analysis,

218

and sharing.

219

4. Analysis is situational assessment,

220

sensemaking, and projection. It supports

221

the development of products requested by

222

the joint force command.

223

5. Production organizes analyzed civil

224

information, event logs, status trackers,

225

etc. into products that satisfy requirements.

Figure 1-5. Joint Civil Information Management

Process

226

6. Sharing: Pushing, pulling, and populating

227

civil information supports the external and internal exchange of information to increase JFC and

228

stakeholder situational assessment and situational understanding.

229

NOTE: This Manual focuses specifically on information management tactics, techniques, and procedures for

230

managing civil information. Additional operational and administrative aspects involved with managing civil

231

information fall under the authority of Joint and Service doctrine, and are beyond the scope of this Manual.

232

The joint civil information management process is executed at all echelons (tactical through strategic). It is

233

applicable across the military, USG agencies, and other participating partners. The process is collective: each

234

organization integrates infrastructure (people, process, and technology) based on their capabilities and missions.

235

As a result each step of the process will be emphasized

Table 1-1. Notional Emphasis of Joint Civil

Information Management at Each Echelon

236

in a different way by echelon and organization. This is

Tactical emphasis:

Tactical Echelon elements:

237

demonstrated by a notional view of four of the

80% Collection

Team/Squad/Platoon

5% Consolidation

Company/Detachments

238

process steps in Table 1-1, Notional Emphasis of Joint

5% Analysis

Battalion

239

Civil Information Management at Each Echelon. The

10% Sharing (mostly with

Brigade

supported commander)

240

process or a procedure is not restricted to a particular

Operational emphasis:

Operational Echelon elements:

20% Collection

Brigade/Task force

241

echelon or organization. For example, analysis occurs

30% Consolidation

Component Commands

242

at the tactical level, but is conducted differently than

30% Analysis

Corps/Joint Task Force

20% Sharing

243

analysis at other levels just as situational assessment

Strategic emphasis:

Strategic Echelon elements:

244

is different from sensemaking (section 1.1.1).

5% Collection

Combined Joint Task Force

25% Consolidation

Combatant Command

245

Figure 1-6, Interactive View of the Joint Civil

30% Analysis

40% Sharing

246

Information Management Process, illustrates

247

planning, analysis and production using the data and information that are obtained and moved through collection,

248

consolidation and sharing. Essentially, planning, analysis and production determine what is needed at various levels

249

or echelons of decision making. Sharing determines what is externally needed by stakeholders.

1-9

250

251

Figure 1-6. Interactive View of the Joint Civil Information Management Process

252

1.2.1 Joint Civil Information Management Roles

253

The roles discussed, and the instructions throughout the chapters, are collective. Groups of individuals accomplish

254

the process steps that support collaboration within and outside the JTF. In addition to the role of the JFC, there are

255

three other roles required to execute the CIM process:

256

1. The supported unit is the joint force command and any other supported unit that uses and manages civil

257

information during the course of their duties, including maneuver unit staffs, CMO staff (J9), force

258

enablers (civil affairs teams, military police, surgeons, chaplains, legal officers, engineers, etc) and other

259

elements. This manual provides considerations, procedures, and best practices for the staff of the

260

supported unit to integrate civil information into the planning and execution process.

261

2. Joint civil information management coordinators facilitate the movement of civil information and act as

262

the liaison for staff and managers of civil information. This requires executing content management

263

functions in conjunction with the joint civil information management process to ensure civil information is

264

visible, accessible, and understandable²⁵

between echelons and areas of operation (AO). These tasks are

265

performed by US Army (USA) CIM cells, US Navy (USN) CIM coordinators, US Marines (USMC) task

266

organized to conduct CIM, and all other service members tasked to perform equivalent responsibilities.

267

NOTE: Chapter 2 provides guidance for organizing a joint civil information management coordinator section,

268

and Annex C describes the activities joint civil information management coordinators execute.

269

3. Stakeholders are any group of individuals who have legitimate interest in, knowledge of, can affect, or are

270

affected by USG operations in the civil environment. They can be military and non-military entities with

1-10

271

information, information requirements or interest in the operating environment, and include, but are not

272

limited to:

Higher, adjacent, and subordinate units

USG agencies

Host nation (HN) military and agencies

Partnering nation military and agencies

Intergovernmental organizations (IGO)

NGOs

Indigenous populations & institutions (IPI)

Private sector entities such as business,

education, and medical conglomerates.

273

1.3 Understanding Civil Information

274

The JFC’s comprehension of conditions, circumstances, and influences affects the employment of capabilities. C4I

275

systems oriented toward friendly and enemy forces information requirements categories do not generally address

276

civil factors, nor do they include echelon appropriate, aggregated, and layered civil information.

277

1.3.1 Echelon Appropriate Information

278

Echelon appropriate information defines the different information needs at each echelon of command and

279

decision making. Visible and accessible information does not contribute to sensemaking for every echelon. For

280

example, the JFC uses information to achieve situational understanding of national or regional conditions, and

281

does not benefit from reports developed for battalion level situational awareness. Tactical echelon civil

282

information does not relate to operational and strategic level requirements until it is consolidated and analyzed for

283

those echelons. Echelon appropriate information mitigates information overload, by replacing distracters with

284

information analyzed to support decision making at the appropriate echelon.²⁶

285

1.3.2 Aggregation

286

Civil information is aggregated together from separate sources. Aggregation describes bringing together [fusing]

287

only the information relevant to a commander’s mission or current information requirements to enable quick and

288

accurate decision making. The output of consolidation, analysis, and production is echelon appropriate,

289

aggregated information. Staffs routinely aggregate friendly and enemy forces information using established C4I

290

infrastructure, however the lack of civil information architecture in C4I systems requires staffs to manually nest

291

categorical systems applied at the tactical level, under analytical systems implemented at operational and strategic

292

levels, to achieve situational awareness.

Table 1-2. Examples of Categorical and

293

1.3.2.1 Categorical and Analytical Systems

Analytical Systems

294

Systems are designed to model the operating environment.

Categorical Systems:

Analytical Systems:

Mission, enemy, terrain

Interagency Conflict

295

These systems are one of two types: categorical or

and weather, troops and

Assessment Framework

296

analytical. Implementing these systems enables analysis and

support available, and

(ICAF)

297

planning of the operating environment by organizing

time available (METT-T)

PMESII

298

information into related groups. The systems listed in Table

District Stability

Lines of operation (LOO)

Framework (DSF)

299

1-2, Examples of Categorical and Analytical Systems,

Macroeconomic models

ASCOPE

300

facilitate sensemaking.

SWEAT-MSO

301

Categorical systems organize information about the

302

operating environment based on physical characteristics or functions of the components being identified, and are

303

generally more useful at lower echelons. They are comprised of concrete categories like sanitation, water, electric,

1-11

304

academics, transportation, medical, security, and other considerations (SWEAT-MSO), or areas, structures,

305

capabilities, organizations, people, and events (ASCOPE). Categorical systems nest under analytical systems the

306

same way tactical missions nest under operational objectives. Categorical systems generally support tactical

307

planning and analysis of smaller AO.

308

Analytical systems organize information based on processes, roles, or related ideas, and are the composite of

309

abstract concepts, events, and interactions. They aggregate categorical systems, and often other analytical

310

systems, into a single display to facilitate operational and strategic situational understanding and projection. The

311

systems approach²⁷

aggregates analytical systems into the PMESII system of systems, often with the ASCOPE

312

categorical system nested within each PMESII system. This is used as information architecture for civil information.

313

Additional examples of analytical systems include agriculture, macroeconomics, political science, and the applied

314

ethics behind human rights protection. For example, agriculture is the composite of interactions between farming,

315

climate, infrastructure, irrigation, and often culture. Joint operation planning identifies effects that link missions to

316

objectives.²⁸

Staffs plan to influence components of analytical systems to produce effects on the overall system.

317

1.3.2.2 Layers of Visualization

318

Tactical level commanders require real-time, granular operational pictures; while JFCs require operational pictures

319

that capture changes in complex and interconnected operating environments.²⁹

Subordinate operating pictures

320

comprise elements of higher echelon operating pictures. Regardless of echelon, all COPs contain the elements

321

depicted in Figures 1-1, 1-2, and 1-3. Categorical and analytical systems generally provide the information

322

architecture for placement of aggregated echelon appropriate information to develop the COP. When properly

323

fused, civil information informs friendly and enemy forces layers of a COP.

324

1.3.3 Cognitive Hierarchy

325

Human sensemaking is captured in the cognitive hierarchy model. Cognitive hierarchy is comprised of four

326

information levels illustrated in Figure 1-7, Cognitive Hierarchy: data, information, knowledge and

327

understanding.³⁰

The cognitive hierarchy describes the underlying process of command, control, and decision

328

making. The four information levels correspond to consolidation, analysis, and production. The result is situational

329

understanding leading to echelon appropriate decisions.

1-12

330

331

Figure 1-7. Cognitive Hierarchy

332

1.4 Conclusion

333

The operating environment is large and complex. Traditionally, military commanders operated in this space

334

focused on enemy and friendly formations. Today, command and control recognizes new technologies, new

335

challenges and the imperative for a capability and means to identify relevant information from the civil

336

environment.

337

Civil information management is nested within C2 and information management. The need for civil information

338

exchange is on a scale never before experienced by the United States (US) military. This scale can be expressed by

339

comparing the difference between designing a building and urban planning. The former is the discipline of an

340

architect and the latter incorporates many mutually supporting disciplines. This scale requires the appropriate

341

“infrastructure”. city (joint civil information management) is not just a bigger house (Service CIM); it is

342

meaningfully different in both quality and diversity. Like urban planning, joint civil information management is

343

heavily interdependent and requires applicability across echelons, domains and theaters. It provides the necessary

344

operational support to Service CIM, which is scaled for maneuver element execution.

345

Collecting, consolidating and sharing are formalized to fulfill the decision maker’s need to move civil information in

346

order to make operational sense of it. However, infrastructure and training for civil information exchange remain

347

incomplete, limiting joint and interagency use. The remaining chapters of this manual will illustrate the joint civil

348

information management process and highlight TTP for effective movement of civil information, ultimately

349

creating a foundation for joint civil information infrastructure and training.

¹ Joint Publication 6-0, Joint Communications Systems, 10 June 2010, page III-28. The collaborative information

environment requires infrastructure. This includes information systems, tools, communications and procedures.

² Department of Defense Directive (DoDD) 8320.02, Data Sharing in a Net-Centric Department of Defense, page 2.

³ Joint Publication 6-0, Joint Communications Systems, 10 June 2010,The procedures must be “based on accepted

theory and practice and established to meet joint force needs͙The full benefit of these capabilities is realized only

with a fourth component - users͙”

⁴ Joint Publication 6-0, Joint Communications System, 10 June 2010, page I-2.

1-13

⁵ Joint Publication 1, Doctrine for the Armed Forces of the United States. Washington: Joint Chiefs of Staff, 20

March 2009, page 18.

⁶ There are “major discontinuities between Command and Control concepts and practices taught and practiced

today and those of tomorrow.” Alberts, David S. & Hayes, Richard E. (2006). Understanding Command and Control.

Command and Control Research Program Publication Series, Assistant Secretary of Defense, Networks and

Information Integration/Chief Information Officer, 2006, page vii.

⁷ This definition, by Dr. Mica Endsley, is established and broadly accepted for application across multiple domains.

Endsley, M.R. (1995b). Toward a Theory of Situation Awareness in Dynamic Systems. Human Factors, 37(1), 32-37.

⁸ [Endsley 36]

⁹ Major Dostal, Brad C., USA. (2001). Enhancing Situational Understanding through the Employment of Unmanned

Aerial Vehicles. Center for Army Lessons Learned Newsletter, July 2001, 71.

¹⁰ Endsley, M.R. (1995b). Toward a Theory of Situation Awareness in Dynamic Systems. Human Factors, 37(1),

32-37.

¹¹ Klein, G., Moon, B, & Hoffman, R.R. (2006). Making Sense of Sensemaking 1: Alternative Perspectives. IEEE

Intelligent Systems Journal, Volume 21 (Issue 4), 70-73.

¹² Endsley, M.R. (1995b). Toward a Theory of Situation Awareness in Dynamic Systems. Human Factors, 37(1),

32-37

¹³ Joint Publication 2-01.3, Joint Intelligence Preparation of the Operational Environment, 16 June 2009, page II-44.

¹⁴ Ibid, page I-3.

¹⁵ Joint Publication 3-0, Joint Operations, 17 September 2006: Incorporating Change 2 22 March 2010, page III-12.

¹⁶ Joint Publication 6-0, Joint Communications Systems, 10 June 2010, page I-2.

¹⁷ Joint Publication 1-02, Department of Defense Dictionary of Military and Associated Terms. Washington, GPO, 12

April 2001 (as amended through 7 May 2002).

¹⁸ Alberts, David S. & Hayes, Richard E. (2006). Understanding Command and Control. Command and Control

Research Program Publication Series, Assistant Secretary of Defense, Networks and Information Integration/Chief

Information Officer, 2006, page 67

¹⁹ ibid page 8

²⁰ ibid, page 176

²¹ Effective Decision-Making Processes for the Joint Force Commander, Air Land Sea Bulletin, Air Land Sea

Applications (ALSA), Issue 2003-1, March 2003.

²² Command initially, and control during the course of an endeavor, determines the conditions that shape the

sense making process. Alberts, David S. & Hayes, Richard E. (2007). Planning: Complex Endeavors. Command and

Control Research Program Publication Series, Assistant Secretary of Defense, Networks and Information

Integration/Chief Information Officer, April 2007, page 122.

²³ This representation is drawn from the body of research in the CCRP that integrates planning with C2. This figure

differs from the original because it focuses on how the joint civil information management process complements

C2 and collaborative staff processes to enhance sensemaking and projection during operation planning. Ibid, page

123.

²⁴ Ibid, page 126.

²⁵ DoDD 8320.02, Data Sharing in a Net-Centric Department of Defense, page 2.

²⁶ Counterinsurgency Advisory and Assistance Team, RC-West, Herat, Afghanistan. The Stability Operations

Information Center (SOIC): Comprehensive Understanding for Comprehensive Operations, page 2-3.

²⁷ Joint Publication 5-0, Joint Operation Planning, 26 December 2006, page III-16.

²⁸ Ibid, page III-12.

²⁹ Ibid, page III-17.

³⁰ Field Manual 6-02.85/Marine Corps Reference Publication 3-40.2A/Naval Warfare Publication 3-13.1.16/Air

Force Tactics, Techniques, and Procedures (Interim) 3-2.22, Multi-Service Tactics, Techniques, and Procedures for

Joint Task Force Information Management, page I-6.

1-14

CHAPTER 2 ORGANIZATION FOR JOINT CIVIL INFORMATION MANAGEMENT

2.0 Introduction

A joint force must task organize to enable effective C2

“Transforming to a network centric force requires

and achieve unity of effort. To reach these desired end

fundamental changes in processes, policy, and

culture. Change in these areas will provide the

states, information management must occur. The primary

necessary speed, accuracy, and quality of decision-

roles in civil information management identified in

making critical to future success. Beyond battlefield

Chapter 1, Section 1.2.1, are elements in joint forces.

applications, a network centric force can increase

efficiency and effectiveness across defense

These elements consist of the JTF staff, attached and

operations, intelligence functions, and business

supporting force enabler staffs, and joint civil information

processes by giving all users access to the latest,

management coordinators.

most relevant and accurate information.”

2.1 Context

National Defense Strategy, March 2005

The joint force is comprised of many elements that

interact with the civil population and observe civil components of the operating environment. These elements

include maneuver units and force enablers such as military police (MP), engineers, chaplain, judge advocate

general (JAG), medical service, civil affairs (CA), and military information support operations (MISO). All elements

that use civil information play a role in managing it.

2.2 Staff Organization for Joint Civil Information Management

The optimum organization to manage civil information consists of staff and force enablers within an established

civil information management and C4I infrastructure. The J9 is normally the lead for managing civil information.

Regardless of mission or task organization, the requirement to effectively manage civil information is constant. The

responsible staff directorate must identify and work with all stakeholders who execute planning, collection,

consolidation, analysis, production, or sharing of civil information.

Each directorate in a joint staff has the implied task of managing information within their field. Enablers and

special staff manage information within their field: MPs manage civil law enforcement information; the JAG

manages civil courts and rule of law information; the surgeon’s office manages information about civil medical

capabilities; chaplains manage information about the religious and ideological environment; and so forth. Each

provides functional area expertise when managing information about the civil components of the operating

environment.¹

NOTE: Staff sections with topical responsibility for a subject, enablers with specialized knowledge, and subject

matter experts (SME) are referred to as functional area specialists throughout the this Manual.

The J9 or responsible staff section coordinates moving civil information into the decision making process and

provides it to the operations section (J3) for depiction in the COP. They accomplish this through extensive

coordination with functional area specialists and other stakeholders, ensuring that any organization that requires

civil information manages it effectively. The J9’s primary capability to manage civil information is the joint civil

information management coordination section. Joint civil information management coordinators can be organized

within a civil-military operations center (CMOC), within the J9, or as directed by the joint force commander. CIM is

a CA core task, therefore CA forces are best suited to perform joint civil information management. Civil information

2-1

management is not solely the task of CA personnel in the CIM section or cell. It is an essential task for all

components of a unit.²

“The goal of common understanding of

Managing civil information requires a collaborative information

information and appropriate sharing of the

environment consisting of “personnel, equipment, facilities, and

same is achieved through the proper

procedures”³, that provides the people, process, and technology to

management of personnel, equipment,

facilities, and procedures. This management is

plan, execute, and assess operations. It provides commanders and

conducted by a viable information

staffs the capacity to plan and operate with unity of effort by

management organization.”

providing the right information to the right people at the right

Joint Publication 3-33, Joint Task Force

time in an understandable format.

Headquarters, 16 February 2007

2.2.1 Service Approaches to Civil Information Management

The civil information management coordination task fits differently into each Service CA force structure based on

mission specialization. Army CIM coordinators are organic to some CA units, while Navy CIM coordinators have a

continental United States (CONUS) reach-back capability, and Marines task organize to fulfill CIM coordinator

functions within each mission.

USA. Army CIM cells are organic to CA CMOCs at the battalion level and higher. CIM cells are organized the same at

all levels and comprised of Soldiers from three military occupational specialties (MOS). The CIM cell consists of:

1 x 38A Civil Affairs Officer

2 x 25B Information Technology Operator/Analysts

1 x 21Y Geospatial Engineer

USN. Navy CIM coordinators have two organizational capabilities. The first is a CONUS-based reach-back resource

supporting maritime CA. The second is the communications expert of the five-man maritime CA team being trained

and tasked to provide the forward-deployed CIM coordinator capability.

USMC. Currently the Marine Corps has no organic CIM coordinators resident within active or reserve component

CA units. They typically task-organize a CMO cell, located within the operations section (S-3 or G3/G9) that

includes MOS 0530 CA officers and 0531 CA noncommissioned officers (NCO). Working groups are used by putting

a CA Marine with MISO, fires, logistics, engineer, or other appropriate staff representation to conduct civil analysis

and COA development.

2.3 The Joint Civil Information Management Coordination Section

Joint civil information management coordinators are typically organized as a section under the J9, or in a CMO cell

in J3. They are managers of information with limited capability for analyzing the civil environment. Civil analysis is

accomplished either by CA functional specialty cells (FSC) or functional area specialists. The role of the joint civil

information management coordination section is to:

Understand the civil information environment within the organization.

o Assess how each element of the organization manages civil information.

Coordinate the organization of and access to civil information among stakeholders.

o Determine whether civil information is available, in usable formats, to consumers.

Joint civil information management coordinators collect civil information, consolidate it into a central information

system, and share it with a wide community of stakeholders. These stakeholders can be within the unit; other joint

2-2

or combined military organizations; or US and non-US civilian organizations operating in the AO. The joint civil

information management coordinators receive or have access to raw and analyzed information in diverse forms

from many sources. They interact with people, observing their reporting and information systems to ensure the

visibility, accessibility, and understandability of civil information.

Joint civil information management coordinators are the conduit to repositories where civil information is stored,

and provide a coordinating mechanism for sharing information among stakeholders. They function as reference

librarians who facilitate the handling, retrieval, and distribution of data: not its generation and use. This is

accomplished by managing the joint civil information management process and finding appropriate information to

best satisfy civil IRs.

The coordinator(s) should have access to all reports and assessments about the civil components of the operating

environment from partnering stakeholders, and can assist in outreach to other resources. They ensure that

consolidated civil information is available for sharing in usable formats to the entire stakeholder community. To

accomplish this, coordinators focus on two major tasks: monitor the unit civil information environment and

coordinate civil information organization and access. These tasks consist of the following subtasks:

Monitor the unit civil information environment:

Maintain SA of efforts to manage civil information by military and civil stakeholders.

Act as the primary interface between civil data collectors and analysts.

Collate information so the staff can provide analyzed civil input to the COP.

Ensure that after action reviews are completed and documented.

Ensure civil information can be partitioned from military intelligence systems and remain visible and

accessible to the staff.

Maintain the capability to geo-reference and interface pertinent civil data.

Identify procedural shortcomings that impact the quality of available civil information.

Help J9 manage civil knowledge products.

Build and maintain relationships with stakeholder information managers.

Coordinate civil information organization and access:

Establish a working relationship with the information management officer (IMO) and

100

Communications Directorate (J6).

101

Develop a CIM program to support the information management plan (IMP).

102

Establish a CIM working group with a core team drawn from all staff sections to resolve civil IR.

103

o The core team consists of representatives from the intelligence section (J2), J3, and J9.

104

o Provide the capability for effective integration of civil information with JTF operations.

105

o Provide readily understandable products.

106

o Get the right information to the right people at the right time.

107

Analyze new information technology for potential application to joint civil information management.

108

Develop organization and access procedures that enhance search and retrieval.

109

Conduct quality control checks for duplication, accessibility, and understandability.

110

Advise the JTF on joint civil information management processes and tools.

111

NOTE: For more information about joint civil information management coordinators, refer to Annex C.

2-3

112

2.3.1 Skills Required in the Joint Civil Information Management Coordination Section

113

When CA CIM coordinators are not available, the JFC may task organize to internally form a joint civil information

114

management coordination section. The joint civil information management coordination cell must have the ability

115

to monitor the civil information environment and coordinate civil information organization and access. The

116

optimum skills required in a joint civil information management coordination section are:

117

Strong analytical and problem solving skills.

118

Basic project management skills.

119

Information technology skills:

120

o Proficient in Microsoft (MS) Office applications.

121

o Network configuration and security.

122

o Capacity to plan and coordinate large scale data management.

123

o Experience using and programming handheld geographic positioning system (GPS) units and

124

familiarity with the interoperability between hardware and software.

125

o Basic understanding of content management in relational databases.

126

Excellent verbal and written communication skills required for documentation, training, and reporting.

127

Strong geographic information system (GIS) skills.

128

o Able to manage GIS databases, conduct GIS assessments, and generate maps.

129

o Knowledge of coordinate systems and coordinate transformations.

130

o Tailoring GIS solutions based on dialog with individual stakeholders.

131

o Familiarity with joint, interagency, and multinational operational terms, graphics and symbols.

132

Team-building experience in collaboration and outreach.

133

Training the joint civil information management process, and its supporting software and hardware.

134

NOTE: For more information about geospatial support to operations, refer to JP 3-34, Joint Engineer

135

Operations and JP 2-03, Geospatial Intelligence Support to Joint Operations.

136

2.3.2 Joint Civil Information Management Coordinator Maxims

137

Joint civil information management coordinators manage the joint civil information management process, not

138

communications architectures, C2 of joint forces, task organizations, or stakeholder activities. The following

139

maxims guide their efforts:

140

1. There is never enough bandwidth.

141

2. There will never be a single database.

142

3. Stakeholders may each have their own database. Identifying points of integration is the key to success.

143

4. Outside-the-wire warfighters are highly trained and very well resourced: problems receiving civil

144

information from them result from unclear requirements being conveyed to them.

145

5. Time is precious to Outside-the-wire warfighters: don’t waste it trying to fix problems that originate above

146

their level with them.

147

6. Staff personnel (inside-the-wire) receive less training and have fewer resources to perform staff functions:

148

problems receiving civil information from staff are often caused by poor training and discipline, poorly

149

defined expectations and standards, and insufficient command emphasis.

2-4

150

2.3.3 Relationship to Information Management

151

Joint civil information management is a component of information management, and both use similar processes.

152

Joint civil information management coordinators work closely with and are subordinate to the joint information

153

management board (JIMB) regarding information management policy and the IMP. The JIMB is responsible for

154

designing and implementing information management solutions for the JTF.⁴

Joint civil information management

155

coordinators must facilitate the IMP by conducting civil information management to support the JIMB or IMO.

156

NOTE: For more information about the JIMB, IMO, and command IMP, refer to JP 3-33, JTF Headquarters (HQ).

157

2.3.4 Considerations for Organizing Joint Civil Information Management Coordinators in the Staff

158

The J9 maintains responsibility for managing and sharing civil information, regardless of the availability or

159

disposition of CA forces with a CIM capability. Identifying J9 personnel with information management expertise

160

and tasking them as joint civil information management coordinators for the JTF is the most effective means for

161

executing joint CIM in the absence of organic joint civil information management coordinators in a CA CMOC.

162

These identified joint civil information management coordinators perform information and content management

163

functions in support of joint staff. They assist the J3 in defining reporting standards, ways, and means; quality

164

checking subordinate reports; and engaging subordinate, adjacent, and supported military units with training and

165

expertise to improve their CMO reporting and management of civil information.

166

2.4 Joint Civil Information Management Support to Interagency Operations

167

Joint civil information management supports all stakeholders needing information about the civil components of

168

the operating environment. During CMO, such as SSTRO, COIN, IW, and humanitarian assistance/disaster relief

169

(HA/DR), there may be many interagency and other partners either supporting or supported by the joint force

170

depending on the mission. Joint civil information management coordinators must adapt to changing requirements

171

of multiple organizations to provide situational understanding of the civil components of the operating

172

environment.

173

2.5 Conclusion

174

This chapter summarized the task organization necessary for executing joint civil information management and the

175

importance of establishing a CIM coordination capability with varying levels of CA force structure. Responsibility to

176

manage civil information should be broadly tasked so that all elements of the JTF are aware that they influence the

177

COP and facilitate the joint intelligence preparation of the operational environment (JIPOE) process. “The goal of

178

CIM is to enhance SA and understanding to achieve decision superiority.”⁵

Managing civil information is the

179

responsibility of every warfighter.

¹ Rand Corporation CA Capabilities and Way Forward not yet published

² Joint Publication 3-57, Civil-Military Operations, 8 July 2008, page B-20.

³ Joint Publication 3-33, Joint Task Force Headquarters, 16 February 2007, page xv.

⁴ Ibid, page, IV-2

⁵ Joint Publication 3-57, Civil-Military Operations, 8 July 2008, page B-20.

2-5

CHAPTER 3 JOINT CIVIL INFORMATION PLANNING

3.0 Introduction

Planning is the first step of the joint civil information

“Plans are nothing; planning is everything.”

management process. It is complex and changes based

General of the Army Dwight D. Eisenhower

on the nature and phase of warfare and operational

requirements. Planning for CMO is more complicated than planning for combat operations.¹

In combat operations

direct effects are attainable through performance-based operations such as conduct of offense and defense. Their

effects are usually clear and expressed in terms like destroy, delay, and deny and can generally be assessed in

hours, days and weeks through quantitative measures. Direct effects during CMO are consistent with the effects

achieved during combat operations.

During CMO, many desired effects are more ambiguous and are described in relative terms like indirect, cascading,

and cumulative, and they are generally assessed in weeks, months, and years through qualitative measures.

Indirect effects are usually assessed by measuring indicators.²

Indicators can be nodes and links related to a center

of gravity (COG) or desired effect, and are used to assess effects of operations, actions, and activities that cannot

be directly measured. Changing focus from direct to indirect effects during shaping and influencing operations can

complicate planning, and requires more controlled and effective information management.

The systems perspective³

is civil information architecture that identifies relevant nodes and links in the operating

environment. It also enables COA development; targeting; identifying analytical frameworks for analyzing the civil

components of the operating environment; development of MOEs and MOPs that link missions to higher level

objectives; and definition of mission success. During population-centric warfare, most desired effects in the

operating environment are indirect effects.⁴

Without mature, mission-specific civil information architecture, staffs

have no systematic methods for assessing whether decisive points and desired indirect effects are being achieved.

Executing performance-based operations without effects-based planning generally does not achieve broad

objectives such as economic development, nor provide a means to identify and mitigate unintended effects.

NOTE: “Indirect effects” and effects-based planning are derived from the Principles of Targeting in JP 3-60.

NOTE: Civil information architecture is similar to the intelligence architecture discussed in JP 2-0.

Joint forces execute the joint operations planning process (JOPP) and

During civil-military operations, civil

information is an absolute

use the joint operations planning and execution system (JOPES) to

requirement for understanding the29

establish unity of effort among military and non-military stakeholders.⁵

operating environment; planning and

This manual does not explore JOPP or JOPES, but identifies how civil

executing operations; defining

termination and transition criteria;31

information management supplements joint operation planning

and determining mission success.

A component of joint operation planning is acquiring and exploiting the

During combat operations, civil

information necessary to conduct population-centric warfare. SA begins

information is a secondary input th3

informs commanders of the presen34

with identifying the objectives of the operation and the phase. Figure 3-

and status of civilians in the

1, Emphasis in the Range of Military Operations by Phase and Level of

environment and provides guidance

Military Effort⁶, depicts the relationship between CMO and the phases

for operations, actions and activitie3.

of military operations. CMO may occur prior to, during, or after other

military actions, regardless of the phase of the operation.⁷

3-1

Figure 3-1. Emphasis in the Full Range of Military Operations by Phase and Level of Effort

3.0.1 Key Terms

Collection Management involves the establishment, prioritization, and monitoring of civil information

collection requirements and tasking through a civil information collection plan. For more information

about collection management refer to JP 2-01.

Critical Capability. A means that is considered a crucial enabler for a center of gravity to function as such

and is essential to the accomplishment of the specified or assumed objective(s). (JP 5-0)

Critical Requirement. An essential condition, resource, and means for a critical capability to be fully

operational. (JP 5-0)

Critical Vulnerability. An aspect of a critical requirement which is deficient or vulnerable to direct or

indirect attack that will create decisive or significant effects. (JP 5-0)

The Collection Plan is the representation in time of a continuous activity that coordinates and integrates

the efforts of all collection units and agencies. Information requirements are matched with appropriate

collection capabilities and expressed in tasks and requests for information (RFI). Collection planning

synchronizes the timing of collection with the operational scheme of maneuver (JP 2-0).

An effect is the physical or behavioral state of a system that results from an action, a set of actions, or

another effect. The result, outcome, or consequence of an action. A change to a condition, behavior, or

degree of freedom. (JP 3-0)

3-2

Effects-Based Planning is used to achieve a desired indirect effect on COGs, which cannot be directly

engaged, by engaging critical vulnerabilities of related nodes and links with all available capabilities to

achieve the effect with the least risk and expenditure of time and resources.⁸

An Indicator is a variable with characteristics of quality, quantity, and time used to measure, directly or

indirectly, changes in a system, and to assess progress made toward related objectives. It also provides a

basis for planning.

Indirect effects are the delayed or displaced second, third, and higher-order consequences of actions

created through intermediate events or mechanisms. The outcomes may be physical or behavioral in

nature. Indirect effects may be difficult to recognize because subtle changes in system behavior are

difficult to perceive. Indirect effects have real benefits, but are difficult to assess and measure. (JP 3-60)

Information Architecture: A model depicting complex systems of facts, data, institutions, instructions and

the interrelationships among its components. Information architecture is a technical architecture⁹

that

focuses on key nodes and links in the operating environment, and requires three components:

People: Personnel who execute a process, including leaders providing resources and training. Also,

persons identified as nodes and centers of gravity in the operating environment.

Process: A course of action intended to achieve a result; procedure. Also, functions of systems, such

as economics or governance, which can be identified as links or nodes in the operating environment.

Technology: Tools, machines and materiel used to enhance or support executing processes. Also,

equipment, infrastructure and other means used to execute processes at individual, local, regional,

national or higher levels that can be identified as links or nodes in the operating environment.

Measure of Effectiveness: A criterion used to assess changes in system behavior, capability, or operating

environment that is tied to measuring the attainment of an end state, achievement of an objective, or

creation of an effect. (JP 5-0)

Measure of Performance: A criterion used to assess friendly actions, which is tied to measuring task

accomplishment. (JP 5-0)

Line of Operations: 1. A logical line that connects actions on nodes and decisive points related in time and

purpose with an objective(s). 2. A physical line that defines the interior or exterior orientation of the force

in relation to the enemy or that connects actions on nodes and decisive points related in time and space

to an objective(s). (JP 5-0)

3.1 Context

Planning to manage civil information enhances operational planning by identifying relevant civil IR that must be

provided to the staff, stakeholders, and other actors, including functional area specialists. Staffs do not plan to

conduct civil information management; they execute it during the course of their duties. There are three joint

planning functions enhanced by the joint civil information management planning step:

Situational Awareness (SA)

Operations planning

Event response

3.2 Considerations

Operations, Intelligence, CMO, and functional area specialists (staff) at all levels have mature processes for

planning and managing the collection, reporting, and analysis of operational information, such as intelligence

3-3

reports and staff estimates, which are extensible to civil information, but there are additional activities necessary

to manage civil information. These activities are necessary because the information architecture, doctrine, training,

and force structure required to support civil information is not as well-developed as the architectures for managing

information about friendly and enemy forces. Friendly and enemy forces information architectures are embodied

in C4I systems under the GCCS infrastructure. No similar infrastructure exists to represent the civil components of

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the operating environment, so staffs preparing to integrate civil information into planning, sensemaking, and

101

decision making will benefit from the following considerations that describe the additional tasks necessary for

102

managing civil information:

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3.2.1 Joint Civil Information Management Coordinator Collaboration

104

A primary consideration for any part of the staff that is planning to manage civil information includes collaboration

105

with the joint civil information management coordinator section. This can occur through civil information

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management working groups and data sharing working groups that identify deficiencies in the IMP. Joint civil

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information management coordinators synchronize the flow of information established in the IMP with staff needs

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for civil information. The IMP contains the commander’s dissemination policy (CDP), CCIR and RFI policies and

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procedures, and the battle rhythm.¹⁰

The CDP identifies routine information products that must be sent to users

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based on their function and role, and prioritizes information flow within an AO. Joint civil information management

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coordinators refine and update the IMP in accordance with (IAW) the guidance established in the CDP. This

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ensures civil information is visible, accessible, and understandable for the staff.

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Collaborating with joint civil information management coordinators simplifies planning to manage civil

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information, because they are force enablers that leverage the civil information management process to ensure

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civil information is visible, accessible, and understandable to staff and warfighters at all levels. They are a critical

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capability during population-centric warfare for enabling C2 by providing coordinating mechanisms between the

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elements of the joint force and non-military stakeholders for managing and sharing civil information. Joint CIM

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coordinators are the only personnel in the JTF tasked to identify where civil data is stored, who the points of

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contact (POC) are, and how it is organized. They identify the people, process and technology required to

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disseminate civil information vertically and horizontally within the JTF in understandable forms.

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NOTE: For more information about the command IMP, refer to JP 3-33 JTF HQ.

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3.2.2 Civil Information Architecture

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The second consideration for planning to manage civil information is gaining understanding the operational

124

environment. This is accomplished through the implementation of civil information architecture. This architecture

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identifies the components, functions, roles, critical capabilities, critical requirements, and critical vulnerabilities of

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each PMESII system, and the interrelationship(s) of these factors with other components within the same system,

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and between other systems. Refining PMESII systems into operation-specific information architecture provides

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clear standards for IRs, desired effects, and mission termination criteria.

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Commanders are disadvantaged when planning and executing population-centric warfare because they lack robust

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civil information architecture. Chapter 1 described how nesting categorical systems under analytical systems

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contributes to aggregation of data from tactical reporting into strategic understanding. Information architectures

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structure IRs at each level so that tactical reporting on local conditions is aggregated into strategic understanding.

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The systems perspective described in JP 2-01.3, and pictured in Figure 3-2, Systems Perspective of the Operating

3-4

134

Environment, highlights how civil information

135

architecture facilitates identifying components and

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interrelationships in each PMESII subsystem.

137

Civil information architecture can be simple or

138

complex, based on the phase of operation,

139

echelon, and operational requirements. A simple,

140

widely implemented civil information architecture

141

is PMESII/ASCOPE. It is effective tactical level civil

142

information architecture, and should be used

143

tactically to enable populating more mature and

144

detailed, operation-specific information

145

architectures at higher levels that identify system-

146

specific components and relationships tailored to

147

the operating environment. Higher level civil

148

information architecture is developed from

149

Appendix C, Section B: Typical PMESII Systems and

Figure 3-2. Systems Perspective of the Operating

Environment

150

Subsystems, of JP 2-01.3, JIPOE.

151

Coordination with functional area specialists and other staff sections is necessary to develop operation-specific

civil information architecture. Civil information architectures

EXAMPLE: Understanding the Economy of a

incorporating specialized analytical frameworks from functional

country entails knowing the economic system

area specialists enable planners and analysts to identify COGs and

at national, regional, provincial, and local or

critical capabilities they can influence to achieve decisive points

district levels. This may mean assigning

and desired effects.

responsibility for monitoring relevant aspects

or indicators of the economy to the

Sensemaking of the operating environment requires analytical

appropriate command echelon. An example of

frameworks to identify COGs and their interrelationships across

this model may include: JTF monitors national

categorical and analytical systems. Frameworks that facilitate

level, task forces monitor provinces, and

sensemaking of civil the components identify people, such as

subordinate units monitor districts.

Information requirements at each level are

ministry officials, religious leaders, contractors, etc; process, such

built to identify relationships between farming

as political process, economic system, ways of corruption, etc; and

and agriculture; markets and transportation

technology, such as critical infrastructure, communications

infrastructure; monetary policy, lending and

networks, and production facilities. These components are nodes

economic development; etc. Defining

and COGs that can be acted upon to exploit or mitigate critical

components of an economic system provides

vulnerabilities of critical capabilities, and maximize civil strengths

meaningful tactical collection requirements

and opportunities through proper planning to address critical

that build to strategic economic objectives.

requirements. Existing analytic frameworks, like those employed

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by social scientists, economists, political scientists, civil engineers, and other civil disciplines, should be used to

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analyze and describe civil conditions during population-centric warfare.¹¹

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NOTE: Annex D for District Stability Framework presents tools and methods for identifying civil conditions.

3-5

172

3.2.3 Nesting Tactical Missions under Operational and Strategic Objectives

173

The third consideration for staffs planning to manage civil information is determining how to nest tactical missions

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under operational/strategic objectives. Staffs nest missions under objectives to synchronize operations and

175

achieve progress along LOOs toward mission success criteria. Synchronizing actions can help attain unity of effort.

176

Methods for assessing achievement of desired effects defined during planning must be established. JP 5-0 presents

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two tools for assessing effects (MOEs and MOPs), and defines the assessment process and the related measures as

178

relevant, measurable, responsive, and resourced. Figure 3-4, Assessment Levels and Measures, relates MOPs and

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MOEs to objectives, effects, and tasks.

180

MOEs are a planning and

181

assessment tool for measuring

182

achievement of desired effects.

183

Desired effects define progress

184

along LOOs, and are usually

185

defined and assessed at the

186

operational level and higher.

187

Desired effects nest under LOOs,

188

and a single LOO can have

189

several supporting desired

190

effects, such as the LOO:

191

Establish Effective and

192

Sustainable Economic

193

Development. There could be

194

MOEs evaluating effects for each

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subsystem of the ASCOPE

196

categorical system.

197

MOEs evaluate operational

198

outcomes and are developed to

Figure 3-3. Assessment Levels and Measures

199

identify criteria for determining if desired effects are being achieved. MOEs often assess indicators to measure

200

progress toward desired effects, especially desired indirect effects related to non-physical structures such as

201

governance, rule of law, economic development, socio-cultural factors, education and information, and other

202

components of both JIPOE and the PMESII analytical system. MOEs must be specific, measurable, achievable,

203

relevant, and time-bound (SMART)¹², and directly address one or more component(s) of a single desired effect:

204

Specific: Clear and concise statement of the desired effect. How do we achieve progress along LOO(s)?

205

Measurable: Concrete, observable criteria such as cost, quality, quantity, cycle time, and revenue to

206

describe what will be different once the objective is achieved. What are the standards used to determine

207

achievement of the desired effect?

208

Achievable: Feasible for the unit based on organic or supporting capabilities, challenges or obstacles, and

209

available time to accomplish the effect. Is the effect appropriate in scope for the echelon, resources

210

available, operation, and LOO?

3-6

211

Relevant: Clear guidance directly relating desired effect to LOO and mission success criteria. Is the effect

212

relevant to the supported LOO?

213

Time-Based: Timetable for completion. What is the timeframe for achieving the effect?

214

MOEs developed using the SMART system are nested under a LOO and are resourced with time, materiel, training,

215

and knowledge to achieve the effect. Specific, achievable and time-based criteria define how and when desired

216

effects are resourced, and make MOEs responsive by clearly defining current conditions and desired effects in the

217

operating environment, as well as how to determine if conditions are changing.

218

MOPs evaluate performance based operations, and are developed during operation planning to identify what tasks

219

achieve conditions in the operating environment identified by MOEs. Every task requires at least one MOP nested

220

under a related MOE. MOPs measure collective task performance to determine mission success. MOPs assess task

221

and mission success by determining if the task or mission was action-centered, incremental, measurable, and

222

scheduled (AIMS). AIMS assesses the action executed - and is nested under the “Specific” criteria of a MOE.

223

Supporting tasks that must be successfully executed, resources gathered, criteria for mission and supporting task

224

success, and deadline for completion are all identified and measured using AIMS. AIMS is:

225

Action-Centered: Identify performance-based operations and tasks required to achieve objectives

226

identified in MOEs. What is the mission - what is being done?

227

Incremental: Create task lists to clarify order of operations and to measure mission progress. What tasks

228

must be performed to execute the mission (troop leading procedures (TLP), conduct a convoy, conduct

229

area security, conduct an assessment, and so forth) - how is the mission being executed?

230

Measurable: Reportable, verifiable standards for executing tasks - how to determine if it was done right?

231

Scheduled: Time to complete the action centered task. When is the mission - what are the time checks

232

and deadlines?

233

CAUTION: AIMS is not a mission-planning tool. Planners use it to link mission performance to desired effects.

Example: A JTF is conducting SSTRO. One of the JTF LOOs is: Establish Effective and Sustainable Economic Development. The

desired effects identified to achieve the JTF’s mission termination criteria for that LOO are:

Employment level increased

Exports increased

National business growth

Improved lending to businesses

Skilled labor growth

The desired effect of skilled labor growth is the JFC’s main effort because mitigating the lack of skilled HN labor is a critical

requirement to achieve sustainable economic growth. The JTF assigns its subordinate task forces several objectives to support

the JTF main effort:

Assess demand for skilled labor

Assess vocational training facilities

Conduct necessary renovations

Implement and transition job placement programs

The JTF MOEs assess whether operations are achieving the effect of increasing the availability of skilled labor in the HN.

Subordinate task force MOPs assess whether assessments were properly conducted, renovations meeting critical requirements

were conducted, and job placement programs were properly implemented and effectively transitioned to the HN.

WARNING: Achieving success at all MOPs may not achieve the desired effect because other conditions in the operating

environment also influence the availability of skilled labor. Skilled labor growth is an indirect effect that cannot be achieved

through operations only addressing labor and the local economy.

3-7

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Effectively nesting tactical level missions under operational/strategic level objectives requires defining a MOE for

235

each desired effect that specifies how COGs and other conditions in the operating environment are influenced to

236

achieve that effect. When requirements for achieving effects are defined, performance based operations are

237

identified to achieve the requirements. MOPs evaluate whether the missions to achieve these requirements are

238

conducted to standard. Figure 3-5, Tactical Mission Linked to LOO through MOP and MOE, depicts a notional

239

operational level LOO with supporting MOEs, MOPs, and a tactical level mission.

240

241

Figure 3-4. Tactical Mission Linked to LOO through MOP and MOE

242

3.2.4 Interagency Operations

243

The fourth consideration for planning to manage civil information is the involvement of host and foreign

244

government agencies, IGO, NGO, private volunteer organizations (PVO), IPIs, and USG agencies. National Security

245

Presidential Directive 44, Management of Interagency Efforts Concerning Reconstruction and Stabilization, and

246

Department of Defense Directive (DoDD) 3000.5, Military Support for Stability, Security, Transition, and

247

Reconstruction Operations direct that the Department of State (DoS) will be the lead agency in coordinating

248

reconstruction and stabilization. In some instances, joint forces may have the role of lead agency, and must be

249

prepared for the responsibilities and command climate of working with civilian agencies.

250

NOTE: More detailed information for interagency operations can be found in JP 3-08, Volumes I and II.

251

Chapter 4, Collection, and Chapter 8, Sharing, provide considerations, procedures and best practices for collecting

252

and sharing civil information with interagency and other stakeholders. The following considerations can help joint

253

forces planners develop interagency operations, potentially as the lead agency:

254

1. Command, as it is known in the armed forces, does not exist. Interagency relationships must be

255

established through collaboration and negotiation:

3-8

256

a. Military leaders cannot give orders to inter-agency stakeholders; instead, they participate in

257

consensus-building as one voice among equals.

258

b. Combining convincing views with a spirit of cooperation increases the chances of acceptance among

259

other agencies.

260

2. Anticipate the commander devoting attention to host government other foreign government agencies.

261

Keep in mind the role of IGOs, NGOs, and PVOs. The key to success is liaison:

262

a. Commanders at all levels must bridge military operations and interagency requirements.

263

b. Identifying participating agencies and establish regular liaison early in the operation, particularly

264

during the shaping phase.

265

c. Key personnel include:

The US Ambassador or Chief of Mission

Heads of USG agencies

Political advisors (POLAD)

Foreign government agencies

Host nation agencies and local civic,

Heads of IGOs, NGOs, PVOs, etc within

economic, and political leaders

the operating environment

Cultural advisors

266

3. Agreements must be in writing, such as memoranda of understanding, memoranda of agreement, terms

267

of reference, or administrative procedural agreement, to ensure understanding and avoid confusion.

268

3.2.5 Planning for Requirements

269

Planning for requirements begins by defining the product(s) necessary to satisfy the requirement, and then

270

identifies what each step of the joint civil information management process, in reverse order, must yield to

271

support developing the specified product. Planning for requirements identifies the desired end state (product that

272

satisfies the requirement), and what is necessary to achieve it, and occurs in this order:

273

Produce - Identifies the product(s) necessary to satisfy the requirement [the end state].

274

Analyze - Preliminary identification (ID) of analyses required to develop product(s).

275

a. Consolidate - Preliminary determination for how to organize data.

276

Collect - Preliminary determination of data required.

277

Planning for requirements is a key aspect of developing a collection plan because it specifies the information

278

required to provide the JFC SA based on current conditions and objectives. Requirements for products that support

279

situational understanding and decision making drive execution of the joint civil information management process.

280

Knowing what product is required informs what analysis may be required, how data must be consolidated, and

281

data must be collected.

282

3.3 Planning Procedures

283

1. Identify USG strategic objectives and higher unit objectives (what must be accomplished). Read and

284

understand the mbassador’s Mission Strategic Plan or the US ID Mission’s Country Plan and be able to

285

explain and illustrate how your LOOs and objective are nested within or support their plans.

a. Nature of operation

b. Phase of operation

286

2. Understand the operating environment:

287

a. Develop baseline (historical events/traditions/cultures/etc) (what was)

288

b. Establish current conditions in running estimates for the operating environment (what is)

3-9

289

c. Implement civil information architecture that links current conditions to operational objectives

290

through analytical systems, such as PMESII or LOOs. (what subjects to compare)

291

d. Compare the historical baseline to current conditions in the operating environment using the civil

292

information architecture to define gaps between operational objectives and current conditions. (what

293

must be accomplished)

294

(1) Identify decisive points and desired effects

295

(2) Define MOEs for each desired effect

296

e. Identify stakeholders:

(1) Mission

(2) Core capabilities (institutional purpose)

(3) IRs

(4) Information possessed

297

Synchronize civil information architecture with conditions and assign priority for collection and analysis:

298

a. Assess:

(1) Conditions or events IPIs expect

(2) Conditions or events IPIs require

(3) Conditions or events IPIs desire

299

b. Identify strengths, weaknesses, opportunities, and threats (SWOT) of IPI expectations, requirements,

300

and desires compared to operational objectives to determine which conditions:

301

(1) Facilitate USG and operational objectives (strengths)

302

(2) Undermine USG and operational objectives (weaknesses)

303

(3) Can be leveraged to achieve or undermine operational objectives (opportunities and threats)

304

c. Identify IRs:

305

(1) Gaps between baseline and operational conditions requiring more information

306

(2) Gaps between current conditions and populations expectations, requirements and desires

307

(3) Gaps between operational conditions and mission success criteria, using population

308

expectations, requirements and desires to define decisive points, COGs, and desired effects that

309

promote progress along LOOs.

310

d. Map IRs into civil information architecture:

311

(1) Identify key nodes and links

312

(2) Identify information gaps about key nodes and links requiring more information

313

Develop collection management plan:

314

a. Plan IRs:

315

(1) What do we need to know?

316

(a) Higher unit requirements, operational needs, commander’s guidance

317

(b) Identified information gaps

318

319

(2) How are we going to get what we need?

(a) Identify sources and their reliability

(b) Identify collection methods and assets

320

b. Develop a collection plan that establishes priority and sequencing (MOPs):

(a) Priority - order of importance

(b) Sequence - when required

321

c. Synchronize collection plan with IMP:

322

(2) Where does information need to go and what is it used for?

3-10

323

(3) What classified information guidance must be met?

324

(4) How does information need to be packaged?

(a) Push

(b) Pull

325

(5) When must the information be received? (Battle rhythm)

326

(6) Leverage with CIM coordinators and other organizations or entities:

(a) Identify stakeholders (who)

(b) Define civil information grid (where)

(d) Identify C4I infrastructure (what)

327

d. Convert IRs to collection requirements and assign to appropriate collection assets.

328

Implement collection management:

329

a. Execute collection plan:

330

(1) Updating running estimates, situational awareness, and understanding of the operating

331

environment based on newly collected information

332

(2) QA/QC collection:

333

(a) Determine if collection requirements met (did we get what we wanted?) (MOP)

334

(b) Determine if IRs satisfied (Did we ask for what we need?) (MOE)

335

b. Execute distribution plan:

(1) Staff coordination

(2) Liaison

(3) CIM working groups

(4) Data sharing working groups

(5) Stakeholder collaboration

336

c. Consolidate and analyze data collected and compare it to the baseline and operational conditions to

337

update SA and satisfy IRs and gaps by repeating steps 2, b through 5, e of the planning procedures as

338

necessary to maintain relevant, actionable running estimates.

339

d. Continually adjust collection plan based on newly acquired information and operational objectives

340

e. Monitor and re-task as appropriate.

341

3.4 Best Practices

342

Civil information has at times been undervalued and overlooked in military decision making, but has become a

343

necessity for the diverse set of overseas contingency operations the US now faces. Civil information has become a

344

decisive factor in planning and execution of COIN and AT. Staff must inject relevant, actionable civil information

345

into their commander’s decision making process. Developing operating environment-specific civil information

346

architecture is a valuable best practice when planning population-centric warfare.

347

JP 5-0 identifies the elements of joint operations planning, including three broad operational activities, four

348

planning functions and a number of related products that are illustrated in Figure 3-6, Joint Operation Planning

349

Activities, Functions, and Products. When staffs understand the USG strategic end state, the commander’s mission,

350

and the SWOT of the operating environment they develop a concept of the operation that links decisive points and

351

desired effects, through the appropriate components of PMESII subsystem(s) identified in the civil information

352

architecture, to LOOs and mission termination criteria.

353

Providing information about PMESII systems, socio-cultural factors, neutral IPI, and civil components to physical

354

areas is the primary purpose of CIM. Because C4I systems lack frameworks for civil information, staffs leverage

355

their understanding of the operation and use the elements of operational design to develop operating

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Military reference books and manuals (2009-2023, Volume 8) - page 45