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

356

environment-specific civil

357

information architecture. This

358

provides a framework for

359

systematically analyzing conditions

360

and changes in the operating

361

environment. Identifying operating

362

environment-specific civil

363

information architecture is critical

364

for managing civil information, and

365

can be accomplished using the

366

following guidelines:

367

Reference JP 2-01.3, JIPOE,

368

appendix C, section B,

369

Typical PMESII Systems

370

and Subsystems for the

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

371

initial structure of civil information architecture.

372

Populate the initial structure using the civil baseline of the operating environment that was developed

373

during planning from historical, cultural, political, economic, and other information.

374

Adjust PMESII subsystems so that they appropriately represent the culture, political system, economic

375

system, infrastructure, and information media in the operating environment. This is accomplished using

376

analytical frameworks and technical architecture to identify relative weight and relationships of

377

subsystem components, both within PMESII systems and across them.

378

a. Recommended analytical frameworks include techniques, frameworks, data collected, and analyses

379

conducted by civilian political scientists, economists, civil and municipal planners and engineers, and

380

other SMEs who plan and direct civil programs for governments.

381

b. Technical architectures necessary can be defined by identifying components of analytical frameworks

382

employed to understand the civil components of the operating environment.

383

Populate civil information architecture with current conditions based on effects, decisive points, and other

384

military and stakeholder activity in the operating environment.

385

Associate LOOs with related PMESII systems and populate civil information architecture with mission

386

success and termination criteria for each LOO.

387

Associate operational requirements with historical and current conditions using the civil information

388

architecture.

389

a. Identify the people, processes, and technologies that comprise the civil components of the operating

390

environment as links, nodes, and COGs.

391

b. Identifying COGs requires understanding conditions while relating operational/strategic objectives to

392

those conditions. The nature and functions of nodes and their interrelationships provide the basis for

393

determining COGs. Knowing COGs and their relationships provide the basis for developing IRs that

394

support planning and targeting, and enable developing systems-oriented event templates that

395

facilitate mission planning and execution.

3-12

396

c. Conduct effects-based planning leveraging targets identified through analytical systems, such as

397

PMESII or LOOs, incorporated into the civil information architecture.

398

These additional best practices facilitate planning to manage civil information:

399

1. Plan to manage civil information in and around the AO:

400

a. Subordinate echelon enabler and maneuver operations should support the commander’s objectives.

401

b. Stakeholder AOs may not be completely contained within the commander’s O, be flexible in order

402

to support them and maintain a positive, mutually supportive relationship.

403

2. Know who has information, skill sets, or capabilities and be prepared to broker contact among

404

organizations or people who need them:

405

a. Know POCs for every organization that civil information is being shared with.

406

b. Share those POCs with organizations or people who need help.

407

3. Identify all stakeholders requiring information about the civil components of the operating environment.

408

4. Verify relevance of participant as a stakeholder:

409

Conduct pre-meeting analysis by researching organizations, charters, press releases, country of

410

origin, cultures, and so forth of identified stakeholders.

411

b. Know the overarching strategies of all stakeholders involved.

412

Identify mutual goals/end states for each stakeholder.

413

5. Consistently provide concise, analytical, echelon appropriate products that guide decision making.

414

6. Never miss an opportunity to push civil information to other staff with sufficient time for them to

415

incorporate the information into their planning.

416

7. Identify available means to communicate, including direct and indirect means, such as a third party.

417

3.5 Conclusion

418

Planning to manage civil information is a vital element of staff operations. Historically, operations required

419

commanders to focus on friendly and enemy information. Population centric operations require substantial SA of

420

the people, culture and civil conditions in the operating environment. Developing civil information architecture

421

that complements friendly and enemy forces information in C4I systems enables staff to provide accurate and

422

predictive sensemaking of the civil components of the operating environment. Understanding how nodes are

423

interconnected within and between PMESII systems enable commanders to achieve unity of effort and mission

424

success.

¹ Counterinsurgency Advisory and Assistance Team, RC-West, Herat, Afghanistan. The Stability Operations

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

² Joint Publication 5-0, Joint Operation Planning, 26 December 2006, page III-12.

³ Joint Publication 2-01.3, Joint Intelligence Preparation of the Operational Environment, page II-44.

⁴ Counterinsurgency Advisory and Assistance Team, RC-West, Herat, Afghanistan. The Stability Operations

Information Center (SOIC): Comprehensive Understanding for Comprehensive Operations, page 6.

⁵ Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3100.01A, CJCSI 3122.01 CJCSI 3122.02, CJCSI 3122.03B, JP

3-0 and JP 5-0.

⁶ Joint Publication 3-0, Joint Operations, 17 September 2006; Incorporating Change 2, 22 March 2010, page IV-26;

Joint Publication 5-0, Joint Operation Planning, 26 December 2006, page IV-34.

⁷ Joint Publication 3-57, Civil-Military Operations, 8 July 2008, page GL-6.

3-13

CHAPTER 4 JOINT CIVIL INFORMATION COLLECTION

4.0 Introduction

Collection is the second step in the joint civil information management

“By the word ‘information’ we

denote all knowledge which we

process, and is essential for achieving visible, accessible, and understandable

have of the enemy and his

information.¹

It facilitates data sharing and making informed decisions. For

country; therefore, in fact, the

this to occur, collection is executed for a specific topic to fulfill a specific

foundation of all our ideas and

actions”

need. A formal collection process ensures required data is defined, gathered,

complete, and accurate. Figure 4.1, Collection Process, depicts three

Carl Von Clausewitz,

On War

collection procedures. Collection requirement taskings and planning sub

steps are similar for each procedure. Information search, civil

reconnaissance, and civil engagement should be synchronized during planning to provide complete, timely, and

accurate civil information to decision makers.

NOTE: The term “information” refers to data, knowledge, and understanding unless otherwise specified.

Figure 4-1. Collection Process

1. Information Search consists of the collection from the internet, printed media, or other civilian or military

sources. This collection type is considered indirect collection and may be used for data mining.

2. Civil Reconnaissance is planned collection of focused information by direct observation and evaluation of

the operating environment.

4-1

3. Civil Engagement is dialogue or cultural exchange with

Information search is civil information

one or more individuals. It is a participatory interaction,

collection and can be a very efficient way to

satisfy an IR.

such as key leader engagement (KLE), mass

engagement, and surveys between the collecting unit

Information search helps to determine what

civil information needs to be collected through

and the people and organizations being engaged.

the more resource intensive, and potentially

higher risk, direct collection procedures for civil

4.0.1 Key Terms

reconnaissance and civil engagement.

The following terms are defined within the context of the joint

civil information management process:

Information search is not only pulling data from

Data are observations, cue detection, recognition of civil

the searching organization’s existing repository

situational elements, facts and current status identified

of civil data, but also collecting new or updated

by a sensor or collector (human, mechanical, or

civil information from internal and external

sources. This data is required to meet the

electronic) from the environment or communicated and

searching organization’s IRs.

processed between nodes in any system.

Information is the meaning that humans derive from data. This meaning is the outcome of filtering,

fusing, formatting, organizing, collating, correlating, plotting, translating, categorizing, and arranging data

to make sense of it. Information is only information for the individual requirement it is processed to

support; for all other purposes it is just facts or data.

4.1 Context

Example: During Operation Iraqi Freedom an

Planning provides the purpose, direction, and authority for civil

RFI was sent down from Corps to MND-N three

data collection to ensure that complete, accurate, timely, and

times to assess the banks in a specific region.

operationally relevant civil data is visible, accessible, and

The first and second RFIs did not specify the

understandable to supported elements, higher headquarters,

exact information required. The executing

other USG and DoD agencies, IGOs, and NGOs. Collection cannot

units were left to decipher the requirements,

be conducted without:

resulting in reports that provided no pertinent

information. The information needed was bank

1. Purpose: What is the data being collected to support?

usage, such as payroll distribution, and scale

2. Direction: What civil data is will satisfy the purpose?

based on the dimensions of the bank vaults, to

CAUTION: If a collection tasking lacks clear purpose and

determine which banks had sufficient capacity

direction, refer to the collection plan, or send an RFI to the

to accommodate the large cash volume for

tasking authority.

government payrolls.

3. Necessary Authority: Do collectors possess the required

The third RFI specifically directed that bank

authority to collect data?

vault dimensions, conditions and security be

a. Under Title 22²

authority, the US Embassy regulates

provided.

official communication with HN representatives

Proper purpose and direction was provided in

b. Engagements may require coordination through the

the third RFI, which resulted in collection that

POLAD and or the POC within the US Mission

satisfied the RFI. The previous two RFIs lacked

CAUTION: If a collection tasking requires engaging HN

purpose and direction, which exposed US and

officials at the operational or strategic level, ensure that

coalition forces to unnecessary risk from

authority for the engagement is coordinated through the

needless missions.

POLAD with the US Embassy.

4-2

4.2 Information Search

Information search is executed at all levels, but is typically concentrated at the operational level and higher. It is a

four-step procedure for collecting information from existing sources, and is represented in Figure 4-2, Information

Search Procedures. Sources may be physical or digital and found via the internet or from civilian and military

partners. Data can be in the form of reports, assessments, or other products. Additionally, means of conveyance

may be varied as depicted in step 1a (3) below. Information search is a crucial part of collection that can provide an

efficient way to satisfy IRs and helps to determine what civil data needs to be collected through direct collection.

NOTE: As a general rule, data collectors should exhaust all existing sources before conducting direct collection.

4.2.1 Information Search Considerations

There are several considerations associated with data collected through information search. These are important

to collecting complete and accurate civil data. These considerations are:

Reliability & Credibility: Sources of information have varying degrees of reliability while data types have

varying degrees of credibility. All data from information searches must be assessed for reliability

concerning the source and credibility of the data. Source Reliability and data credibility should be

evaluated and documented IAW standards established in the collection plan, or standard operating

procedure (SOP), but when standards are not specified, the framework shown in Table 4-1, Source

Reliability, and Table 4-2, Data Credibility,³

can be used.

Currency: Evaluate source data to determine the currency of the data. Physical, social and other civil data

identified in information search are subject to change over time. Civil information managers should

establish currency guidelines based on the perishable nature of the data.

Source Documentation: All civil data collected through information search must be documented. This

enables analysts and other users of the data to go back to the source if necessary. This is particularly

important where the reliability of the source or accuracy of the data is uncertain. Techniques for

documenting open internet sources can be found in Army Field Manual (FM) 2-22.9, Appendix I.

Data Format(s): Standardized data fields and formats enable more efficient consolidation of data and

enables analysts and other stakeholders to effectively correlate and corroborate the data that is

consolidated in civil information systems.

4.2.2 Information Search Procedures

Figure 4-2. Information Search Procedures

Step 1- Planning to Search. The following steps are used to prepare for information search.

a. Determine data requirements:

(1) Review tasker and identify data requirements using Figure 4-3, Example Tasker Forms.

4-3

(2) Determine the purpose for the data from the tasking. The purpose can provide essential

requirements, both specified and implied.

(3) Identify all directed or required media using Figure 4-4, Means of Conveyance.

CAUTION: If a collection requirement is not clear,

Verbal directive.

specific enough or the purpose is not included, send

A specified task in the operations order (OPORD) or

an RFI to the tasking authority.

fragmentary order (FRAGO).

b. Determine appropriate collection tools:

A collection matrix that is an outcome of the planning

step and is usually conveyed as a list of civil tactical

(1) Identify the appropriate civil data collection

goals and tasks matched to operational objectives.

100

forms found in Annex B. Form A, is

Recurring requirements. These include implied

101

mandatory for all collection requirements.

requirements such as a CCIR and battle rhythm inputs

such as situation reports (SITREP) and update briefs.

102

More than one form may be required.

Data shortfalls identified from collection management.

103

(2) Identify the required data fields and their

104

priority on the collection form(s).

Figure 4-3. Example Tasker Forms

105

(3) Identify and become familiar with the standards, such

Photo/Video

Audio

106

as the format, for each required data field.

Digital

Hard Copy

107

NOTE: The standardized data format specified for each data

Files/Records

Documents

Objects and artifacts

108

field is one component of data accuracy. The other

109

component is the accuracy of the data itself.

Figure 4-4. Means of Conveyance

110

CAUTION: If an automated collection tool is used, refer to the system’s TTP to identify data field and

111

data format requirements. Use the forms in Annex B to complement any system specific shortfalls.

112

c. Identify sources:

Table 4-1. Source Reliability

Value

Rating

Description

113

(1) Consider, but do not limit potential sources to the

Reliable

No doubt about the

114

following organizations: US and combined forces, US

authenticity,

115

and partner nation agencies, and NGOs.

trustworthiness or

116

(2) Consider, but do not limit sources to the following:

competency of the

source. History of

SITREPS

Staff estimates

complete reliability.

Intelligence updates

Sectarian reports

Usually

Minor doubts. History

Law enforcement reports

Media reports

Reliable

of mostly valid data.

Internet search results

Scholarly literature

Fairly

Doubts. Provided

Reliable

reliable data in the

117

(3) Prioritize sources to search.

past.

118

(4) Task requirements among available personnel.

Not

Significant doubts.

119

Step 2 - Search sources for required civil data:

Usually

Provided valid data in

120

a. Determine how to query the source organization:

Reliable

the past.

Telephone

Unreliable

Lacks authenticity,

trustworthiness, and

Online Collaboration

Internet Search

competency. History of

Liaison

invalid data.

121

b. Establish standard procedures among partners for

Cannot be

Insufficient

122

repetitive data searches and sharing.

Judged

information to

123

c. Search to satisfy all data fields identified in Step 1b.

evaluate - may or may

not be reliable.

124

d. When required data located, record the source of the data:

125

(1) Non-internet sources, record author, organization, title, publication, date, and retrieval date.

4-4

126

(2) Internet site sources, record the author, organization, title, publication or posting date, retrieval

127

date, and uniform resource locator (URL) of the information.

128

Step 3 - Record civil data:

Table 4-2. Data Credibility

129

a. Generate a digital or paper copy of the data collection form.

Rating

Rating description

Value

130

b. Complete the required fields on the data collection form.

131

c. Follow the data format standards in the data collection form.

Confirmed

Logical, consistent

with other relevant

132

d. Append supporting documents to the data collection form.

data, confirmed by

133

e. Maintain classification of civil data at the lowest level

independent

134

authorized. Appropriately marking unclassified data is critical

sources.

135

to meet the principle of accessibility.⁴

Probably

Logical, consistent

136

NOTE: Following the data format standards makes data

True

with other relevant

data, but not

137

consolidation more efficient.

confirmed.

138

Step 4 -QA/QC the recorded data:

Possibly

Reasonably logical,

139

a. Verify completeness and accuracy of all available and

True

agrees with some

140

required civil data collected from the source.

relevant data, but

141

b. Verify all supporting documents are attached to the data

not confirmed.

142

collection form.

Doubtfully

Not logical but

143

c. Verify the source is correctly documented.

True

possible, no other

data on the subject,

144

d. Verify all data is recorded IAW the data formats specified in

and not confirmed.

145

the data collection form.

Improbable

Not logical,

146

e. Verify that data collected fulfills requirements in the

contradicted by

147

collection tasking.

other relevant data.

148

4.2.3 Information Search Best Practices

Cannot be

The validity of the

149

The following information search best practices are lessons learned

Judged

data can not be

determined.

150

derived from deployed units and from input by SMEs:

151

1. A collection planning best practice is to answer the questions in Table 4-3, Questions for Planning.

Table 4-3. Questions for Planning

Sequence #

Planning question

Search, Collection, Research activity

What do we need to know?

query, question

How are we going to collect it?

design

Who needs the information and by when?

deliverable

How are we going to get it there?

fields, format & distribution

152

153

2. Maintain a list of useful and trusted sources. Modify the list as organizations enter and leave the AO. An

154

initial list of unclassified internet sources is provided in Annex A, Quick Reference Guide.

155

3. Be aware of what types of data are maintained by various mission partners. Develop a sharing strategy or

156

plan with the partnering stakeholders, IAW the procedures in Chapter 8.

157

NOTE: Users must adhere to a SOP for meta-tags, references and naming conventions.

158

4. Save complete back-up copies of files and record the location of source material to ensure accessibility.

4-5

159

5. Review and acquire all civil data from the AO when conducting RIP/TOA. Capturing relevant civil data

160

during RIP/TOA ensures continuity of effort that is essential to mission success.

161

4.3 Civil Reconnaissance

162

Civil reconnaissance is a four-step procedure that involves the collection of civil data directly from the operating

163

environment. It is represented in Figure 4-5, Civil Reconnaissance Procedures, and is the focused, planned, and

164

coordinated observation and evaluation of the civil population and the physical aspects of the operating

165

environment. Civil reconnaissance fills gaps in the collection plan indentified during information search and is

166

conducted concurrently with civil engagements or other operations, actions, and activities. Civil reconnaissance is

167

conducted primarily at the tactical level by forces in direct contact with IPIs.

168

4.3.1 Civil Reconnaissance Considerations

169

When conducting civil reconnaissance there are three primary considerations:

170

1. Integration: Multiple assets within the joint force collect data on various aspects of the operating

171

environment. Civil reconnaissance is normally conducted concurrently with civil engagement. Forces

172

conducting civil reconnaissance can include force enablers and functional area specialists. Non-military

173

stakeholder organizations operating in the AO and may be collecting as well. Integration occurs when civil

174

reconnaissance is coordinated with the supported unit staff and other stakeholders. This coordination

175

should include operational details of the mission, which aids in de-conflicting available resources, such as

176

transportation and security, and promotes synergy among stakeholders.

177

2. Timeliness: Civil reconnaissance is subject to affects of friendly and threat operations as well as

178

unforeseeable changes in the environment.

179

NOTE: Planning civil reconnaissance to meet reporting timelines should take into account uncontrolled

180

operational and environmental factors.

181

3. Opportunity Collection: This occurs when friendly forces moving about the operational area come upon

182

aspects of the operating environment that are of interest or fulfill IRs. Be prepared to collect civil data

183

when unplanned collection opportunities occur. Pre-mission information search provides e information

184

about the AO and its people to guide actions when encountering these situations.

185

4.3.2 Civil Reconnaissance Procedures

186

187

Figure 4-5. Civil Reconnaissance Procedures

188

Step 1- Mission Planning. The following steps prepare for civil reconnaissance.

189

a. Determine the data requirements:

190

(1) Review tasker and identify data requirements using Figure 4-3, Example Tasker Forms.

4-6

191

(2) Determine the purpose for the data from the tasking.

192

(3) Identify all directed media requirements. Examples are in Figure 4-4, Means of Conveyance.

193

CAUTION: If a collection tasking is not clear and does not include purpose, RFI the tasking authority to

194

clarify the purpose for the data. The purpose can provide information to clarify the requirement.

195

b. Determine appropriate collection tools.

TLP Mission Environment

196

(1) Identify the appropriate civil data collection form in

Social Considerations

197

Annex B. One or several forms may be required

Recent Friendly Actions

198

depending on the scope of the tasking

Recent Threat Actions

Risk Assessment.

199

(2) Gather any other required material and references (e.g.

TLP Mission Plans

200

measuring tools).

Routes

201

(3) Identify all required fields on the collection form.

Security

202

(4) Identify and familiarize yourself with the data standards

Communications

203

within each required data field.

Emergency Procedures

204

NOTE: Standardized data formats specified for each data field is

TLP Team Assignments

205

one component of data accuracy; the other is accuracy of the

Recordings/Transcriptions

206

data itself.

Photographs

207

CAUTION: If an automated collection tool is used, refer to the

Collection Forms/Automated Tools

Translation

208

system TTP to identify data field and format requirements. Use

209

Annex B to compliment any shortfalls.

Figure 4-6. Troop Leading

210

c. Conduct TLP:

Procedures

211

(1) Understand the collection environment using factors in Figure 4-6, TLP Mission Environment.

212

(2) Plan the mission using Figure 4-6, TLP Mission Plans.

213

(3) Assign the collection responsibilities within the team using Figure 4-6, TLP Team Assignments.

214

(4) Rehearse the mission, including data collection, and data handling.

215

(5) Issue the order.

216

(6) Conduct pre-combat inspections (PCI)/pre-combat checks (PCC).

217

Step 2 - Conduct civil reconnaissance for required civil data:

218

a. Collect data for all data fields identified in STEP 1b, using appropriate collection tools as required.

219

b. Collect civil information, using directed media requirements, in Figure 4-4, Means of Conveyance.

220

c. Create opportunities to interact with the local populace. These can be planned future engagements

221

or ad hoc meetings added to this mission. In either case use civil engagement procedures as required.

222

WARNING: Social or technical issues may preclude use of automated collection tools. Be prepared to

223

manually record data.

224

Step 3 - Record civil data on data collection forms (usually at close of mission):

225

a. Prepare a digital or paper copy of the collection form.

226

b. Complete all required fields on the selected data collection form.

227

c. Follow the data format standards in the data collection form.

228

d. Append supporting documents to the data collection form.

229

e. Maintain classification of civil data at the lowest level authorized.

230

NOTE: Following data format standards makes data consolidation more efficient.

231

Step 4 - Perform QA/QC on recorded data:

4-7

232

a. Verify that all available and relevant civil data was collected from the reconnaissance objective.

233

b. Verify that all recorded data is IAW the data formats in the data collection form.

234

c. Verify that translations are accurate when possible.

235

d. Validate data and verify that data collected fulfills requirements in the collection plan.

236

e. Verify that all supporting documents are appended to the collection form, and ensure compliance

237

with file naming conventions

238

4.3.3 Civil Reconnaissance Best Practices

239

The following are best practices for data collection via civil reconnaissance:

240

a. Mission Planning: Answer the questions identified in Table 4-3, Questions for Planning.

241

b. Collecting Atmospherics: When collecting data throughout the reconnaissance route it is important

242

to note abnormalities in social behavior in relation to the local populace. Example: As you enter a

243

village you’ve been to before you see children leave the area around you. You recognize this is a

244

change from previous missions at this location so it should be noted.

245

c. Manually Recording Civil Data: The advantage of manually recording civil data is that it requires

246

minimal note taking skills and has no requirement for the technical training required for an

247

automated collection tool. nnex B contains 8.5” x 11” versions of the assessment forms that can be

248

utilized during data collection to provide a reference for what to collect and how to record data.

249

CAUTION: Ensure that no classified material is recorded in Annex B forms or leader books.

250

d. Automated Versus Manual Collection: Automated collection tools are an effective means to record

251

and report civil data. Social considerations, as noted in Step 2, or technical issues may preclude the

252

use of these tools. In those circumstances, use the manual forms in Annex B to initially collect civil

253

data. Input data into the collection/consolidation device when time and conditions permit.

254

NOTE: Ensure that backup power for automated collection tools is added to your list of PCI/PCC.

255

e. Cameras: A camera needs to be rugged if it is used in a tactical environment. Its use should not draw

256

unwanted attention. In addition to the physical features of the camera, it should have the ability to

257

encode the image data with the date and time. Listed below are recommended camera capabilities:

(1) A date/time group (DTG) stamp function

(2) Minimum 10 megapixel resolution

(3) A flash that can be turned off

(4) A removable data storage media

(5) Common battery capabilities

(6) GPS stamp function

258

NOTE: Understand the capabilities, limitations, and functionality of collection equipment.

259

4.4 Civil Engagement

260

Civil engagement consists of a four-step procedure for collecting civil data from people about the operating

261

environment. It is represented in Figure 4-7, Civil Engagement Procedures, and entails direct interaction between

262

the collecting unit and IPIs to collect data about the operating environment. Primary sources for civil engagement

263

are people with knowledge of or influence among the civil population. Civil engagement may be a necessary

264

precursor to other activities in an area, and is primarily conducted at the tactical level by forces in contact with

265

IPIs. In the context of the joint civil information management, the ways to engage the civilian population include:

266

1. KLE: One-on-one or small group interaction. These are normally done with individuals who have a degree

267

of authority or responsibility.

4-8

268

2. Mass Engagement: Interaction with a large assembly of people. These range from large meetings, through

269

civil events, to social activities.

270

3. Surveys: A method to interact with any number of people. Surveys enable collection of large amounts of

271

data that may be difficult to acquire by other means.

272

4.4.1 Civil Engagement Considerations

273

Civil engagements are a form of direct collection where the collector is acquiring data from meetings between

274

people. Effective communication is essential to maintaining successful dialogue. This will often take place within

275

meetings that may be informal and spontaneous or routine and structured. The considerations for civil

276

reconnaissance apply to civil engagement, but there are additional factors associated with civil engagement:

277

1. Social Customs: Most US military operations are conducted on foreign soil. Consequently, service

278

members must be knowledgeable of IPI customs.

279

NOTE: The actions and activities that convey respect for local customs play a decisive role in the mission.

280

2. Language: When service members lack the ability to communicate effectively with the local populace, a

281

properly vetted and trained interpreter should be used.

282

NOTE: The proper use and supervision of interpreters is essential.⁵

283

3. Opportunity Collection: Friendly forces will often have unplanned interactions with IPIs. Be prepared to

284

collect civil data to standard during such unplanned collection opportunities.

285

WARNING: Exercise caution during engagements. Operational security (OPSEC) measures reduce the risk of

286

compromising operations or the safety of military, civilian, and HN partners.

4-9

287

4.5.2 Civil Engagement Procedures

288

289

Figure 4-7. Civil Engagement Procedures

290

Step 1- Mission Planning. The following steps are used to prepare for civil engagements:

291

a. Determine data requirements:

292

(1) Review tasker and identify data requirements using Figure 4-3, Example Tasker Forms.

293

(2) Determine the purpose for the data from the tasking.

294

(3) Identify all directed media requirements using Figure 4-4, Means of Conveyance.

295

CAUTION: If a collection tasking does not define the purpose, send a RFI to the tasking authority.

296

b. Determine appropriate collection tools:

297

(1) Gather required material and references.

298

(2) Identify the appropriate civil data collection form(s) from Annex B. One or several forms may be

299

required depending on the

300

scope of the tasking.

301

(3) Identify the required data fields and their priority on the collection forms.

302

(4) Identify and familiarize yourself with the data standards within each required data field.

303

NOTE: Standardized formats specified in the forms is one component of data accuracy. The other is the

304

accuracy of the data itself.

4-10

305

CAUTION: If automated collection tools are used refer to the system TTP to identify data field and data

306

format requirements. Use the forms in Annex B to compliment any system specific shortfalls.

307

c. Conduct TLP:

308

(1) Understand the collection environment using Figure 4-6, TLP Mission Environment.

309

(2) Plan the mission and consider Figure 4-6, TLP Mission Plans.

310

(3) Assign the collection responsibilities within the team using Figure 4-6, TLP Team Assignments.

311

(4) Issue the order.

312

(5) Rehearse the mission, including preparing the translator, data collection, and data handling.

313

(6) Conduct PCI/PCC.

314

Step 2 - Conduct civil engagement.

315

a. Conduct the engagement IAW the appropriate sub-steps:

Step 2a: KLE

Step 2b: Mass Engagement

Step 2c: Conduct Survey

316

b. Create new opportunities to interact with the local civilians.

317

Execute civil engagement procedures as required

318

c. Review relevant stakeholder assessment frameworks for additional collection considerations.⁶

319

NOTE: More than one of these sub-steps can be conducted for the civil engagement.

320

CAUTION: Carefully manage the amount of recorded data; both audio and video, to ensure that it can

321

be consolidated. Collectors need to prioritize the data and avoid excess information.

322

WARNING: Social considerations or technical issues may preclude use of automated collection tools. Be

323

prepared to manually record data.

324

Step 2a - Conduct a KLE:

325

(1) Position all data collectors including:

Photographer

Recorder/Transcriber(s)

Interpreter(s)

326

(2) Establish the meeting objectives with the participants.

327

(3) Determine the key leader’s goals and objectives.

328

(4) Distribute supporting documents.

329

(5) Collect civil information. See Figure 4-4, Means of Conveyance.

330

(6) Arrange to meet other persons with required/related information.

331

(7) Arrange future meeting with the key leader.

332

Step 2b - Conduct a mass engagement:

333

NOTE: Mass engagements may require multiple collection tools and personnel to cover the entire event.

334

(1) Position all data collectors including:

Photographer(s)

Recorder/Transcriber(s)

Interpreter(s)

335

(2) Establish objectives with participant(s) when necessary.

336

(3) Distribute supporting documents.

337

(4) Set up visual aids.

338

(5) Interact to collect civil information, using Figure 4.4, Means of Conveyance.

339

(6) Arrange future mass engagements with selected persons.

340

Step 2c - Conduct a survey:

341

CAUTION: Surveys are a special form of engagement that requires coordination with human terrain

342

teams, military information support, and civil affairs before administering.

4-11

343

(1) Position the survey administrators and translators.

344

(2) Establish the survey objectives with the participants.

345

(3) Distribute the survey.

346

(4) Establish the time limit for completing the survey.

347

(5) Facilitate the completion of the survey by the participants.

348

(6) Collect additional civil data by interacting with local civilians.

349

(7) Collect the completed surveys and screen them for completeness.

350

NOTE: Referrals for future engagements may present themselves before, during, or after surveys.

351

Step 3 - Record civil data on data collection forms (usually at close of mission):

352

a. Prepare a digital or paper copy of the collection form.

353

b. Complete the required fields on the selected data collection form.

354

c. Translate the data as required.

355

d. Follow the data format standards on the data collection form.

356

e. Append supporting documents to the data collection form.

357

Maintain classification of civil data at the lowest level authorized. Appropriately marking unclassified

358

data is critical to meet the principle of accessibility.

359

NOTE: Following the data format standards makes data consolidation more efficient.

360

Step 4 -Perform QA/QC on recorded data:

361

a. Verify that all available, relevant civil data collected from the engagement is complete and accurate.

362

b. Verify that all recorded data is IAW the data formats specified in the data collection form.

363

c. Verify that the translations are accurate.

364

d. Verify that all required ancillary media is appended to the data collection form and ensure

365

compliance with the file naming conventions.

366

e. Verify that all supporting documents are appended to the data collection form and ensure

367

compliance with the file naming conventions.

368

Verify that data collected fulfills requirements in the collection plan.

369

NOTE: Q/C is the last step in the civil engagement procedure. IF all data requirements are satisfied,

370

continue the CIM process. IF all data requirements are not satisfied, conduct additional collection.

371

4.4.3 Civil Engagement Best Practices

372

The following are the best practices for civil engagement.

373

1. Mission Planning: Answer the questions identified in Table 4-3, Questions for Planning.

374

2. Collecting Atmospherics: Collect as you would for civil reconnaissance see 4.3.3b.

375

3. Maintain Purpose: The following points apply when conducting engagements:

376

a. Stay focused on collecting answers that satisfy IRs, not allowing subjects to sidetrack the discussion.

377

b. Do not make value judgments.

378

c. Be attentive to the individual’s intellect and education level. Use clear and concise vocabulary.

379

ctively listen and display a genuine interest in the individual’s ideas and opinions.

380

e. Convey sincerity and avoid appearing superficial.

381

Be attentive to the level of trust between participants.

382

g. Select questions in order to bond with the participant(s).

4-12

383

h. Do not promise what cannot be delivered.

384

4. Assessing sources: Assess the reliability of individuals and accuracy of information during engagements to

385

distinguish objective and factual information from inaccurate information. A rating system is provided for

386

collectors and consolidators of civil data in Table 4-1, Source Reliability, and Table 4-2, Data Credibility.

387

The forms in Annex B provide a location to record the assessment of the source.

388

5. Use of Interpreters: Appendix C of Multi-Service Tactics, Techniques, and Procedures for Conducting Peace

389

Operations, provides guidance for selection, training, and use of interpreters.

390

6. Event Arrival: Be highly sensitive to OPSEC and IPI social norms when conducting civil engagement.

391

4.5 Collection for Project Data

392

Projects provide a special environment where collection is conducted that affords opportunities to influence the

393

operating environment. This is a C2 activity that entails observation of on-going projects and reporting aspects of

394

project status to commanders and project managers. Civil collectors are often in a position to assist in the task of

395

nominating potential projects and monitoring progress of on-going projects. Project management provides

396

opportunity for access to and influence over a civil population. During collection joint forces should be sensitive to

397

conditions that may be improved by potential projects.

398

The need for potential projects or information about existing projects may arise during civil reconnaissance or civil

399

engagement. The collector should record information about these projects and what affect the project will likely

400

have or does have on various constituencies. Potential projects may be nominated based on civil information

401

collected. In this context, civil collectors are not managing projects but assisting them by reporting their status.

402

Often times civil data collectors may report on projects outside their organization. Such projects may be under the

403

control or contract of other USG agencies, such as USAID, or multi-national organizations or non-governmental

404

organizations. Providing status reports of these projects to their field offices that are often times dislocated from

405

the project site can help promote greater cooperation and information sharing between the stakeholders.

406

4.6 Conclusion

407

Joint civil information collection is accomplished with synchronized information search, civil reconnaissance, and

408

civil engagement. Successful collection occurs when collected data: satisfies the collection plan, collection

409

requirement, or RFI; is reported in a way that facilitates consolidation; enables informed decisions; and can be

410

disclosed to agencies with a requirement to know. Ultimately, accurate collected civil data shapes the success of

411

the subsequent step, consolidation.

¹ DoDD 8320.02, Data Sharing in a Net-Centric Department of Defense, page 2.

² Title 22, United States Code, Foreign Relations and Intercourse

³ Joint Publication 2-01, Joint and National Intelligence Support to Military Operations, 07 October 2004, page

III-35.

⁴ Executive Order (EO) 13526, Classified National Security Information; EO 13556, Controlled Unclassified

Information; Department of Defense Instruction (DoDI) 5200.01, DoD Information Security (INFOSEC) Program and

Protection of Sensitive Compartmented Information (SCI); DoD 5200.1-PH, Guide to Marking Classified Documents;

DoD 5200.1-R, INFOSEC Program; DoDD 5205.02, DoD OPSEC Program; DoD Manual 5205.02-M, DoD OPSEC

Program Manual; and Directive-Type Memorandum, Security Classification Marking Instructions.

4-13

CHAPTER 5 JOINT CIVIL INFORMATION CONSOLIDATION

5.0 Introduction

“[International Security Assistance Force]

Consolidation is the third step in the joint civil information

ISAF must develop effective assessment

management process. The purpose of the step is to organize and filter

architectures, in concert with civilian

civil data to process it into civil information. Data consolidation is an

partners and home nations, to measure the

effects of the strategy, assess progress

integral component of sound data management. Consolidation

toward key objectives, and to make

provides decision-quality information that supports, sharing, analysis

necessary adjustments. ISAF must identify

and planning. Consolidation is part of the cognitive hierarchy¹

where

and refine appropriate indicators to assess

progress, clarifying the difference between

raw data is progressively transformed into more useful states.

operational measures more appropriate to

Consolidation methods vary based on analytical requirements,

national capitals. Because the mission

information systems, and file structures used. This process, as

depends on [Government of the Islamic

Republic of Afghanistan] GIRoA, ISAF must

depicted in Figure 5-1, Consolidation Process, consists of the steps

also develop clear metrics to assess

collation and processing. Consolidation is accomplished by collating

progress in governance.”

and processing data into concise groups of relevant information in

General Stanley McChrystal, Commander,

formats that are visible, accessible and understandable². Although the

US Forces, Afghanistan

steps are depicted as sequential, they may be iterative as well.

Figure 5-1. Consolidation Process

Collation and processing are defined as follows:

Collation is the storing and meta-tagging of related data to organize and standardize it into relevant

groups for identification or further processing.

Processing is the reduction and conversion of collated data into specific formats. Processing reduces data

by removing obsolete, irrelevant, inaccurate, or incomplete data. It then collapses overlapping and similar

data according to meta-tags and analytic requirements. The final step of processing converts data into the

formats used for situational assessment and sensemaking³

5.0.1 Key Terms

A Repository is a central place where civil information is collected, stored, and maintained in an organized

way, usually in computer storage. A repository may be just the aggregation of data itself into some

5-1

accessible place of storage or it may imply the ability to search and selectively extract data. Examples of

repositories are: (a) database, (b) spreadsheet, (c) electronic or (d) hardcopy file structure

A System is a functional, physical, or behaviorally related group of regularly interacting or interdependent

elements that form a unified whole.⁴

Systems can be DoD programs of record or engineering, research

and development toolsets that provide the capability to store collected civil data using standardized data

formats and fields. They consist of hardware and software and are used to perform consolidation via

system specific requirements.

Meta-tags are generally defined as “data about data”, and are discussed in the DoD Discovery Metadata

Specification.⁵

In joint civil information management, meta-tags are “information about objects” that is

relevant to identifying and organizing those objects to support requirements. Objects include documents,

images, and other data. Examples of meta-tags are: author, DTG produced, version number, image

resolution, file type, location stored, group name, etc.

Relevant information is what is important to commanders and staffs for the exercise of command and

control. It is organized quality civil information needed for SA at the levels described in Chapter 1 section

1.1.1. Consolidation must focus on relevant data and information in order to makes it visible,

understandable and accessible. Information management categorizes information as:

o Specified requirements are those specifically identified by commanders, such as CCIRs.

o Implied requirements are important elements of information that commanders need but have not

requested.

o Gaps are elements of information that commanders need to achieve situational understanding but do

not have. Ideally, SA identifies gaps and translates them into IR.

o Distracters are any information that is not relevant to the task at hand that diverts attention away

from it. Distracters also contribute to information overload.

5.1 Context

Collating and processing data and information for use requires the integration of people, processes, and

technology. While the collation step can be manual or automated, processing is rarely automated. However, some

advanced systems can process data into decision quality information for pre-defined analyses.

Effective collation and processing of civil data into decision quality civil information occurs only when direction and

purpose are provided. Direction and purpose are conveyed in mission statements, the collection plan, or mission

planning guidance. These documents identify what is relevant and worthy of collation and processing. Typically,

collating and processing data is done to support a single decision. The same data can support multiple decisions

but must be processed for each decision separately. For example, data about water treatment capability may

enable analysis about either capabilities or areas [in the ASCOPE model]. The category being evaluated will

determine how it is consolidated. This implies:

1. Collected data must be stored, meta-tagged, and shared.

2. Data is fully processed only when decision quality information is needed to support SA.

5.2 Collate Civil Data

Collation organizes and structures data for processing into civil information. The collation step may be manual or

automated. Collation as depicted in Figure 5-2, Collate Civil Data Procedures, consists of storing, meta-tagging for

5-2

identification and organization, and performing QA/QC of civil data. The Collation steps are depicted sequentially,

but may be performed iteratively as well.

When an information system is used, it may render collation transparent. When users employ text editors such as

MS Word or presentation software such as MS PowerPoint, they must manually save and apply meta-tags to the

data. Manual means typically requires substantial user effort to parse the data in the civil data

reports/assessments and to apply meta-tags. In contrast, automated information management systems may

associate ID meta-tags to data based on user logon, data form used, or DTG data entered.

All civil data received must be stored, meta-tagged and ready for sharing as discussed in Chapter 8. Civil data not

required for analysis should only be stored and meta-tagged with descriptive (identifying) information to

distinguish it from other data. Data should be grouped and processed into information only when a requirement

for analysis, planning or sharing is established.

5.2.1 Collate Civil Data Considerations

When collating civil data there are four considerations:

Focus primarily on collating only the data required or needed to support the unit’s activities. Collation of

other data should be performed on a time-available basis.

If an automated method is used for Collation, then ensure that it is appropriate for your needs and

sufficient trained personnel are available.

Establish the meta-tagging requirements before starting collation. Meta-tagging requirements reflect

requirements and can be based on any number of criteria, including LOO, coordinates, DTG, ASCOPE, etc.

Establish data/information storage and filing structure before starting Collation. Storage can be in the

form of hard-copy or electronic media, and the filing structure should needs based and support easy

access to the data required.

5.2.2 Collate Civil Data Procedures

Figure 5-2. Collate Civil Data Procedures

5-3

Step 1 - Store Civil Data. Storage is the component of civil information management that places data in an

accessible media so that searches and reports can be drawn from it efficiently, such as entering civil data into

a system or repository. This step can be executed by technology or by users when they begin consolidation,

such as downloading a file from email, or storing collected material on their desktop.

a. Log receipt of civil data

NOTE: When using a system, this step is normally automated.

b. Verify classification and caveats of civil data IAW established standards.⁶

Coordinate with the unit

100

security manager for assistance complying with these standards.

101

c. Store data in the appropriate container. Storage methods include:

102

(1) Store hardcopy civil data in approved containers for its classification level

103

(2) All civil data in digital format must be stored on the designated operational network, usually the

104

secret internet protocol router network (SIPRNET).

105

(3) Unclassified civil data in digital format must be stored on the non-secure internet protocol router

106

network (NIPRNET), in addition to the designated operational network

107

(a) Copy unclassified data from the NIPRNET to the designated operational network. All

108

unclassified civil data must be available on the designated operational network.

109

(b) If authorized and applicable, copy unclassified civil data from the designated operational

110

network to NIPRNET IAW established procedures. Ensure compliance with information

111

assurance (IA) and computer network defense (CND) procedures and requirements.

112

d. Verify 100% of civil data stored

113

NOTE: Use of a standardized format at the collector level facilitates timeliness and completeness.

114

CAUTION: Ensure data is stored using standard naming conventions when using a file structure.

115

Step 2 - Meta-tag Civil Data. Meta-tagging identifies and organizes data for accessibility and visibility, and

116

provides a framework for data search and structured storage. Meta-tagging civil data has two sub-steps.

117

a. Assign ID meta-tags:

118

NOTE: Meta-tag all civil data.

119

(1) When executed by an information system, this task consists of verifying the meta-tags.

120

(2) When manually executed, the following ID meta-tags are required to clearly identify data:

(a) Classification and Caveats

(b) DTG

(d) Author name, rank, position and unit.

(e) Type of data such as report, white paper,

(f) Superior unit and/or AO

decision brief, and so forth

121

(3) Assign discovery meta-tags. These can be based on subject, key words, and major groups.⁷

122

b. Prioritize data and assign groupings:

123

(1) Priority to stated IR and instructions from the tasking.

124

(2) If new or updated data meets priority criteria, alert the supported unit staff.

125

(3) Assign groupings. Data groupings are the categorizations of civil data about the operational

126

environment grouped into the topics based on priorities.

127

CAUTION: Assign groupings only in response to a requirement for information to support analysis,

128

planning, or sharing.

129

(a) Assign data to groupings and sub-groupings based on directed criteria.

5-4

130

(b) Group and combine newly received data with similar existing data.

131

o ASCOPE

o SWEAT-MSO

o DSF problem areas

o PMESII

132

(4) Group civil data into theater specific, commander and unit frameworks:

(a) LOO which it pertains to

(b) MOE and MOP

(d) USAID Country Plan

(e) Foreign assistance plan

(f) Commander’s guidance

133

(5) Group civil data into unique or ad hoc frameworks required for specialized analytical techniques:

(a) Time-series

(b) Named area of interest (NAI).

134

(6) Assign sub-grouping meta-tags as necessary or appropriate:

135

(a) ASCOPE as sub-systems to each PMESII system.

136

(b) SWEAT-MSO as sub-systems to the appropriate ASCOPE/PMESII system.

137

138

Step 3 - QA/QC civil data groupings. QA/QC is performed to ensure meta-tagged civil data meets established

139

standards. Variances from standards are identified for correction. The end state of this step is grouped civil

140

data that is prepared for processing. QA/QC consists of five sub-steps:

141

a. Verify that relevant civil data is grouped using required models such as ASCOPE, PMESII, and so forth.

142

b. Verify that relevant data is accurately grouped within models.

143

c. Verify that data is properly classified. If over classified, coordinate with the original classification

144

authority (if available), security manager, foreign disclosure officer (FDO), or use established

145

declassification procedures, as explained in Chapter 8 to reduce the classification level.

146

d. Verify that the staff is notified of any priority data. Priority data is any data that corresponds to CCIR

147

or other information requests related to specific taskings or projects.

148

e. Verify the completeness of the data.

149

If collated data fails any verifications, re-execute all necessary steps, then send a RFI to the data

150

originator for correction, or to the tasker originator for clarification.

151

WARNING: If verifications fail, make corrections or return the data to its originator for correction.

152

5.2.3 Collate Civil Data Best Practices

153

Employing the following best practices will facilitate effective and rapid collation of civil data:

154

1. When possible, use an information system that executes storage and ID meta-tagging such as network-

155

enabled database. This reduces the manpower necessary to collate data, and also increases data quality

156

by reducing the potential for human error. It also makes data more visible.

157

2. Collectors should store data and assign ID meta-tags at their level before they submit data.

158

3. Compare ID meta-tagged data to the collection plan to determine whether collection management is

159

effectively providing relevant data that supports answering IRs.

160

4. All meta-tag criteria should be provided in writing and communicated extensively among personnel

161

collating the data. Standardized data is critical to producing decision quality information. Data groupings

162

can only be standardized if they are explicit and consistently communicated to, and among those

163

personnel assigning the grouping meta-tags.

5-5

164

5. Save the web page by using the “save as” option in the internet browser and the multipurpose internet

165

mail extension hypertext markup language (MHTML) file type which creates a web archive with the

166

“.mht” extension. This creates a complete, stable record of the entire web page. It may be necessary to

167

include the date and time in the file name to ensure a complete citation for the information.

168

6. Identify intellectual property that an author or an organization which has reserved rights to by

169

copyrighting, trade marking, patenting, or other measures. Some web pages list the points of contact and

170

171

legal office before publishing information containing copyrighted or similarly protected information.

172

5.3 Process Civil Data

173

Processing takes data collated to satisfy a requirement and transforms it into civil information. Quality processed

174

civil information is portable, usable, discoverable and easy to analyze. Requirements are necessary to produce

175

relevant civil information. Data cannot be processed without the following information:

176

The subject being analyzed (such as status of the agriculture sector in a province).

177

The purpose for analysis (such as determining agricultural improvement over time or what the key

178

agricultural nodes are of the province).

179

The type of analysis the civil information will support (such as time series, link and node, or geospatial).

180

NOTE: If any of these requirements not met, send RFI to request originator for clarification.

181

Processing, as depicted in Figure 5-3, Process Civil Data Procedures, consists of reducing the civil data to minimize

182

duplication and conflicts, converting the civil data into useful formats, and performance of QA/QC to ensure

183

accuracy and applicability. The process steps are shown as sequential, but may be performed iteratively as needed.

184

5.3.1 Process Civil Data Considerations

185

When processing civil data there are three primary considerations:

186

If an automated method is used for processing, ensure it is appropriate for your needs and sufficiently

187

trained personnel are available. Unlike collation, processing is very difficult to automate, so expect

188

significant manual effort.

189

Identify requirement originator to produce echelon appropriate information that satisfies the specified

190

need. Chapter 1 identifies consolidation as a component of producing echelon appropriate information by

191

aggregating available data.

192

Identify information format requirements prior to reducing data. The required format may be present in

193

the unprocessed data, which simplifies reducing and converting

194

5.3.2.1 Aggregation

195

Understanding the commander’s CCIRs, guidance, objectives, and echelon is necessary to aggregate subordinate,

196

existing, and collated data during processing. Reducing data removes distracters by eliminating obsolete,

197

irrelevant, inaccurate, incomplete, conflicting, and duplicated data from the information being produced to satisfy

198

a requirement. Converting data normalizes related data into the units, formats, resolutions, and displays defined

199

by civil data groupings to satisfy a requirement. Removal of distracters facilitates satisfying requirements, and

200

standardizing the format and presentation of data provides relevant information that supports sharing, analysis

201

and planning.⁸

202

NOTE: Tasks that contribute to aggregation are noted in the following procedures.

5-6

203

5.3.2 Process Civil Data Procedures

204

205

Figure 5-3. Process Civil Data Procedures

206

Step 1 - Reduce data. Reducing data critically compares data of the same subject and merges the data to

207

produce a single data point. This step helps manage data by eliminating duplicate data, resolving data

208

conflicts, and facilitating subsequent analysis. Care must be taken to maintain accuracy of the data. This

209

step is broken down into the following sub-steps:

210

a. Compare civil data:

211

(1) Sort and organize the data based on appropriate grouping and sub-grouping meta-tags.

212

(2) Determine if data is duplicated. If duplicated, select a single record and archive the duplicate

213

record(s). For example, if a CAT accompanies a veterinarian on a veterinary civil action program

214

(VETCAP); both submit their own report containing duplicate data. Duplicated data should be

215

selected for retention based on the criteria in Figure 5-4, Comparison Criteria.

216

(3) Identify and resolve data conflicts:

217

(a) Use ID meta-tags to identify conflicts and justify records using figure 5.4, Comparison

218

Criteria.

219

(b) If conflicts cannot be reconciled by ID meta-tags, source reliability, or data validity, then

220

exclude the conflicting data.

221

222

(4) Archive or remove data that is obsolete, irrelevant, inaccurate, or incomplete.

223

(5) Collapse data:

224

(a) Summarize qualitative data by grouping and/or sub-grouping meta-tags.

225

(b) Execute appropriate functions on data.

226

227

b. Verify completeness:

5-7

228

(1) Review prioritization.

Relevancy: To the IR or tasking.

229

(2) QA/QC data comparison.

Recency: More recent is generally better.

230

NOTE: This step contributes to aggregation.

Source Expertise and Authority: SMEs

231

Step 2 - Convert Data. In joint civil information consolidation,

usually produce more relevant data.

232

conversion is changing data from the original format to the

Location: Common names or generalized

locations can be confusing. Verify location in

233

format required for planning, analysis and sharing. After the

reports. For example, a street name may

234

required conversions are identified, the appropriate process is

appear in two reports. Conditions along that

235

executed to accomplish the type of conversion necessary. This

street may vary widely thus making both

236

step is broken down into three sub-steps:

reports worth retaining.

237

Identify conversions required:

Source Reliability: Source reliability should

Unit of measure

File formats

be measured and documented IAW

Resolution and granularity

Information display

standards established in the collection plan.

When standards are not specified, the

238

Execute conversions

framework in Table 4-1 may be used.

239

Convert unit of measure. Change a value or

Data Credibility: Data validity should be

240

measurement from one system of units to another.

measured and documented IAW standards

241

Examples are:

established in the collection plan. When

242

(a) Latitude/longitude to the military grid reference

standards are not specified, the framework

243

system (MGRS).

in Table 4-2 can be used.

244

(b) Miles to kilometers.

Legitimacy: Data produced by unreliable or

245

biased people or organizations should not

be trusted over data produced by reputable

246

Convert data resolution and change the degree of

people or organizations.

247

granularity. Examples are:

Figure 5-4. Comparison Criteria

248

(a) Reducing from a ten-digit grid to a six-digit grid.

249

(b) Personal name to a duty position.

250

Convert file formats.

251

o Change the civil data, stored in a data grouping, from one state or condition to the state or

252

condition required for analysis. Examples are:

253

-1- Convert a digital photo to a hard copy printout.

254

-2- Convert attributes of a facility in a GIS shape file to a spreadsheet.

255

-3- Convert text document to a portable document format (PDF) file.

256

o Convert physical (hardcopy) data to digital format. Hardcopy files can be obtained through

257

voice means, like radio, telephonic, and face-to-face.

258

-1- If using an information system that supports attachments or a directory and file

259

structure as a repository:

260

-a- Scan document as PDF.

261

-b- Save PDF file in configured file.

262

-c- Save digital files IAW established naming conventions.

263

-d- Upload file to an information system as an attachment.

264

-2- If using an information system that does not support attachments:

265

-a- Manually type and transfer collected data into configured system or repository.

5-8

266

-b- See the annexes for details on how to store into a specific system.

267

-c- Determine when to do periodic backups for all systems, files, and repositories such

268

as a compact disk (CD)/digital video disk (DVD) and hard copies.

269

o Convert qualitative data to quantitative data:

270

-1- Organize data into format for easy access and migration to numeric and tabular format

271

-2- Study data to ensure full understanding to maintain consistency with source material

272

-3- Develop quantitative categories

-a- Time categories

-b- Observations

-c- Comparisons

-d- Other appropriate categories

273

-4- Create an appropriate metric value system to compare to annotations, including

274

descriptions and explanations for each value of the metric, such as in Table 5-1, Sample

275

Metric System.

276

-5- Assign appropriate metric to data for the current requirements

277

-a- Use metric, IRs, sub-IRs, and times series to break data down into smaller parts

278

-b- Small sections of related data are easier to quantify, and make recognizing

279

underlying relationships more accessible.

280

Convert to information display:

281

(a) Convert spreadsheet into graphs, charts, or tables.

282

(b) Convert into map overlays.

283

NOTE: This step contributes to aggregation.

284

Store and ID meta-tag civil information generated by reducing and converting civil data. Civil

285

information is ‘new data’ generated for a specific purpose, such as planning or analysis. This new data

286

must be visible, accessible, and understandable.

287

Table 5-1. Sample Metric System

Metric

Description

Explanation

Superior

Facility operating at 100 percent/Entire population has access to resources at all times

Facility operating at 75 percent and meeting or surpassing needs of populace/ Population has

Good

access to resources most of the time

Facility operation at or less than 75 and meeting needs of populace/ Population can ‘get by’ with

Fair

resources available

Poor

Facility is not meeting needs of populace/ Population has a need for or is lacking resources

Bad

Facility not operational or barely/ Population has a critical need for resources

288

Step 3 - QA/QC the civil information. This is a systematic process to verify that the civil information satisfies

289

the IR in the five areas listed:

Unit of measure.

Resolution

File Format

Information Display

Completeness and accuracy

290

WARNING: If the verifications fail, make the necessary corrections.

291

a. Generate a RFI to correct, clarify, or modify the information and/or requirement.

292

b. Record the corrected, clarified, or modified information.

5-9

293

5.3.3 Process Civil Data Best Practices

294

1. Data processing constitutes the ‘heavy lifting’ in preparation for analysis. Processing standards must be

295

strictly enforced to support his/her decisions.

296

2. Ensure echelon appropriate information is produced during processing to support effective analysis.

297

3. When consolidating subordinate reports, ensure thorough, effective processing is executed. This provides

298

the commander and next higher echelon only the necessary data. Failure to reduce and aggregate

299

subordinate reporting contributes to information overload and degrades C2.

300

4. Produce professional-grade civil information during processing.

301

5. Compare the information produced to support analysis against the collection plan to determine whether

302

additional information is needed, and/or how the collection plan should be refined.

303

5.4 Project Data during Consolidation

304

Project tracking is a vital function within the operating environment, and serve as a means to effectively influence

305

the local population. During consolidation, the staff section receives reports on projects from subordinates, and

306

pulls project data from stakeholders to update data about projects at their level. Most project data is numeric,

307

recording costs, hours, measurements, percentages, etc. As such, it is easy to aggregate into useful information.

308

Project tracking supports the JFC by providing a running record of unit activity. It enables staff to track indicators of

309

civil threat and progress along LOOs; provides historical record of previous work executed in an AO; enables the

310

JFC to evaluate the effectiveness of different methods for influencing the local populace; and mitigates duplication

311

of effort. Effective project information management supports precise project tracking.

312

5.5 Conclusion

313

The consolidation step ends with usable civil information that supports specific analysis, the commander’s decision

314

making process, and C2. Accurate decision quality information enables analysis, production, and sharing. It is

315

accomplished by collating civil data into data groupings and processing the grouped data into visible, accessible

316

civil information.

¹ Joint Civil Information Management User’s Manual, Chapter 1, Section 1.3.3, page 1-18.

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

³ Endsley, repeat of iv Endsley, M.R. (1995b). Toward a Theory of Situation Awareness in Dynamic Systems. Human

Factors, 37(1), 32-37.

⁴ Joint Publication 3-0, Joint Operations, 17 September 2006, Incorporating Change 2 22 March 2010, page II-23.

⁵ Department of Defense Discovery Metadata Specification, Version 3.0, 7 Jan 2010.

⁶ EO 13526, Classified National Security Information; EO 13556, Controlled Unclassified Information; Department of

DoDI 5200.01, DoD INFOSEC and Protection of SCI; DoD 5200.1-PH, Guide to Marking Classified Documents; DoD

5200.1-R, INFOSEC Program; DoDD 5205.02, DoD OPSEC Program; DoD Manual 5205.02-M, DoD OPSEC Program

Manual; and Directive-Type Memorandum, Security Classification Marking Instructions.

⁷ Department of Defense Discovery Metadata Specification, Version 3.0, 7 Jan 2010.

⁸ Counterinsurgency Advisory and Assistance Team, RC-West, Herat, Afghanistan. The Stability Operations

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

5-10

CHAPTER 6 JOINT CIVIL INFORMATION ANALYSIS

6.0 Introduction

Analysis is the fourth step in the joint civil information

“Failure to (analyze)͙political, economic,

and social bases of instability may result

management process and provides the “so what” to data that has

in inadequate responses to the roots

been consolidated and transformed into information. It provides

causes of the instability and result in the

significance, scope, and meaning to consolidated information,

initiation or continuation of conflict.”

converting it into useable understanding. Analysis is the process

JP 3-57

of breaking a complex topic into its constituent elements to

study the nature, function, or meaning of the parts and their relations. It can only be conducted with processed

information, and is executed to generate conclusions for use as the basis of products to satisfy requirements.

Analysis is used to understand key aspects of the operating environment enabling planning, execution and

assessment of operations. It provides SA about the structure and function of the components that make up

operational conditions which decision makers synthesize with operational requirements, commander’s guidance,

and USG objectives, to achieve situational understanding. Understanding provides the basis for decision making.

This chapter highlights several analytical methods that can be used to understand the civil components of the

operating environment. These methods are provided as a starting point, and should not be considered a definitive

list. Training analysts is beyond the scope of the User’s Manual, but analytical methods that can for a foundation

for analysis of the civil components of the operating environment are presented.

6.0.1 Key Terms.

Understanding: Knowledge of a subject in the context of an objective and situation; or information that

has been synthesized and judged to achieve comprehension of its inner relationships and significance

with regard to specific conditions. Decision makers gain understanding through synthesis and the

application of judgment to knowledge about a specific situation. Situational understanding allows the JFC

to anticipate future events and be better prepared to make decisions.

Qualitative: Descriptions or distinctions based on qualities, and distinguishing attribute(s) that define the

apparent nature of something, to determine identity or value based on characteristics. Qualitative

analysis indicates relative size or magnitude, such as larger, smaller, or equal to another, without

specifying the size of any difference. As opposed to quantitative.

Quantitative: A measurement based on quantity or number to determine the amount of some element or

compound in numerical values. As opposed to qualitative.

6.1 Context

Analysis is a cyclical process fundamental to acquiring understanding and making decisions. There are numerous

analytical methods with many capabilities and for various purposes. Analytical methods are developed to provide

understanding of specific subjects, systems, capabilities, or other functions and relationships. They are generally

static, and do not change based on the subject being analyzed. Information must be systematically processed into

the appropriate information type and format required by a specific method of analysis. For example, time-series

analysis, which produces quantitative results, requires numeric information formatted into relevant time periods.

6-1

Analysts must be critical thinkers and problem solvers who are familiar with different methods to identify

significant nodes and links in the operating environment as COG so that decision points, decisive points, and

methods for achieving desired effects can be exploited. This is especially the case for analyzing civil information

because the information architecture and analytical frameworks in C4I systems are specialized for enemy and

friendly forces, and does not adequately support depicting civil conditions.

6.2 Considerations

Information systems are very effective at preparing data for processing, (and in some highly specialized

applications, processing data into information), but are incapable of identifying qualities, examining the nature of

the relationship between entities, or determining the operational significance of information. The following

considerations facilitate quality analysis of civil information that supports situational understanding and effective

decision making:

6.2.1 Civil Information Architecture

Understanding of the operating environment and predictive support for COA development is easier when the

environment is described by a consistent system. Having echelon-appropriate, operating environment-specific civil

information architecture provides the basis for developing in-depth analyses that provide commanders with insight

into civil critical capabilities, critical requirements, and critical vulnerabilities affecting operations.

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

6.2.2 Echelon Appropriate Analysis

This is the concept of analyzing the correct civil information to support specific consumers. It does not necessarily

require different analytical methods per echelon. It is accomplished by each echelon aggregating and building on

information produced by their subordinate echelons to produce an appropriate view of the operating environment

for their level. Aggregation pulls together what is relevant and removes that which is not. All information relevant

at the lower reporting levels is not appropriate at higher level. Aggregation filters out information that would be a

distracter at the higher echelon.

Tactical commanders, such as company and battalion, require very high granularity described by categorical

systems, such as ASCOPE and the DSF, to attain situational understanding. Higher echelons, at the brigade and

higher, require less granularity, but more understanding of impacts expressed as SWOT within relevant categories

of analytical systems, such as PMESII or ICAF, to attain situational understanding. The J9 section analyzes reports

from subordinates to build the civil layers to the COP, just as the operations section analyzes reports from

subordinates to build the friendly layer to the COP. Properly reported, analyzed, and aggregated civil information is

injected into the civil layer of the COP.

6.3 Analysis Procedures

JIPOE provides a comprehensive assessment of the AO. The analytical techniques in JIPOE are relevant during

CMO. The shift in emphasis from enemy-centric or decisive combat operations to population-centric warfare

requires a shift in the targets of analysis from the enemy to the civil populace and other IPI. Figure 6-1, Analysis

Process, depicts the analysis step of the joint civil information management process with its sub-steps of

preparing, identifying what analysis is required, performing the analysis, and examining the data for QA/QC.

6-2

Figure 6-1. Analysis Process

Step 1 - Prepare for Analysis. Analysis is complex, labor intensive, and requires resourcing by commanders.

Analysts gain experience through training and consistent exposure to the material they are analyzing.

They should be assigned tasks, with sufficient resources, within their fields of expertise. This includes

having the right number of personnel, an efficient work schedule, and a suitable work space. Three

requirements must be fulfilled to successfully execute analysis tasks:

WARNING: When analysis must be provided without all requirements for analysis met, those not met and

the limitations of the conclusions must be explicitly stated.

a. Dedicated analysts: Over tasking analysts with multiple extraneous duties rapidly degrades mission

performance.

b. Quality data: Bad or incomplete data yields unreliable results. Garbage in equates to garbage out.

CAUTION: When quality data is not available, but analysis is still required, the limitations of the data

and analysis must be explicitly stated.

(1) Access to raw data: Analysts must consistently read, understand and consolidate raw data

relevant to their analysis.

(2) Access to other analytical products: The work of other analysts is not only useful for guiding and

informing an analyst, but also for pointing to relevant sources of raw data, providing useful

developmental and backg5round perspectives, and establishing a baseline for comparison.

WARNING: Analyzed products are useful for developing SA during the consolidation step, but should not

be used as data for further analysis.

c. Access to necessary resources. Good analysis that provides the “So what?”, highlights issues and

COAs, and provides SA requires:

Time

Well-defined metrics

Reliable and credible information

Processing tools (database, graphing tools, etc)

Consolidated (collated and processed) data

Subject area baseline

Consistent exposure to subject

Analytical tools tailored to requirements

6-3

Step 2 - Identify Required Analytical Approach(es). Different analytical approaches are required for many

reasons beginning with the needs of the decision maker and the type of available data. The following

100

types of analysis, though developed for other information requirements, are used to support specific civil

101

information requirements:

102

Assess MOEs and MOPs. Assessing outcomes is required to understand if operations are advancing

103

conditions toward the mission success criteria identified for the JTF LOOs.

104

Geospatial analysis is a function of geospatial engineering. It is the process of determining the spatial

105

distribution of variables and their relationships and associations. Its purpose is to extract and create

106

new information and encompasses tasks that provide geospatial information and services to enhance

107

awareness, understanding, and effective exploitation of the operating environment across the range

108

of military operations. Geospatial analysis forms the foundation upon which all other information on

109

the operating environment is layered to form the COP. Geospatial engineer units provide strategic,

110

operational and tactical terrain analysis, terrain visualization, digital terrain products, nonstandard or

111

updated map products, and baseline survey data.¹

112

NOTE: For more information on geospatial engineering, refer to JP 3-34, Joint Engineer Operations.

113

Targeting Analysis. For purposes of CMO, targeting analysis includes the political, military, economic,

114

and psychological impact on the civil population and how that impacts enemy influence among them.

115

Two analytical methods are the criticality, accessibility, recuperability, vulnerability, effect,

116

recognizability (CARVER) targeting technique, and the mission, symbolism, history, accessibility,

117

recognizability, population, and proximity (MSHARPP) force protection analysis technique.

118

CARVER and MSHARPP can be used to identify targets for civil engagement, civil reconnaissance and

119

other shaping and influencing operations, such as IFO.²

Analysts focusing on the civil components of

120

the operating environment relate CARVER and MSHARPP categories to elements of the civil

121

information architecture to identify SWOT that can be exploited to achieve desired effects. CARVER

122

combined with the MSHARPP force protection target value analysis method creates an approach to

123

evaluate the environment for the asymmetric threat perspective.

124

NOTE: For more information on CARVER and MSHARPP analyses, see JP 3-05.1, Joint Special Operations

125

Task Force Operations; and JP 3-07.2, Antiterrorism.

126

CAUTION: When collaborating with non-military stakeholders during HA/DR or SSTRO, sensitivity to the

127

meaning of “targeting” is required, and these approaches should be referred to using less potentially

128

threatening language.

129

Stakeholder analysis looks at those partners or potential partners operating in and among the civil

130

populace in the AO to predict whether they might support or block USG objectives with regard to the

131

civil populace. This analysis may be conducted at all levels. Stakeholder analysis:

132

(1) Identifies people and groups that will influence an operation either positively or negatively.

133

(2) Anticipates the kind of influence, positive or negative, these groups will have on an operation.

134

(3) Develops strategies to get the most effective support for the operation and reduce any obstacles

135

to successful implementation.

136

Operational necessity may require stakeholders be analyzed “on the fly”. Partners may enter and exit

137

the AO due to a variety of conditions. New stakeholders need to be analyzed by:

6-4

o Legitimacy

o Urgency

o Power

o Influence

138

There are no hard criteria to assess potential stakeholders. Often J9 may have to rely on first

139

impression until information discovered during dialog with the populace. Demanding circumstances

140

may even require making assumptions about stakeholders.

141

Systems analysis graphically depicts

142

relationships among a set of entities,

143

which may be people, organizations,

144

communities, or computers that are

145

connected in meaningful ways. These

146

entities and relationships, illustrated in

147

Figure 6-2, Systems Analysis Showing

148

Nodes and Links, are links and nodes in

149

systems that represent the civil

150

components of the operating

151

environment. Systems analysis maps

152

links, or relationships, and flows

153

between nodes, which are individuals,

154

objects, activities and places, in a

155

specific context or area.

156

NOTE: For more information on systems

Figure 6-2. Systems Analysis Showing Nodes and

Links

157

analysis and the systems perspective, refer to JP 2-0, Joint Intelligence; JP 2-01.3, JIPOE; and JP 5-0, Joint

158

Operation Planning.

159

Time-Series Analysis identifies patterns and changes in data over time. It is valuable to CMO as most

160

effects in the civil components of the operating environment take weeks or months to become

161

observable. Time-series analysis, including geo-temporal analysis, is most effective when a robust

162

baseline is available for comparison of effects before, during and after operations. It is accomplished

163

with a time-event analysis or trend analysis approach.

164

Pattern Analysis is the process of deducing the principles and procedures that IPIs employ by

165

carefully observing and evaluating patterns in their activities.

166

NOTE: For further information on pattern analysis, refer to JP 2-01.3, JIPOE.

167

Step 3 - Perform Analyses

168

Assess MOEs and MOPs. SMART and AIMS provide guidance for developing MOEs and MOPs. The

169

technique for assessing whether the measures for effect and performance were achieved is to

170

compare the desired effects and tasks to situation, task, action and result (STAR)³:

171

o Situation: Identify the operational need. (what is) The “specific” criterion from SMART identifies

172

the desired effect of a MOE, linked to objectives from the relevant LOO. The “action-centered”

173

criterion from AIMS identifies the missions or tasks of a MOP, linked to the “specific” criteria

174

from the relevant MOE.

175

o Task: Identify the desired effects and objectives tasked. (what we want to accomplish).

6-5

176

o Action: Use the “measurable, achievable, relevant, and time-bound” criteria of the MOE to

177

determine effects achieved by the operations executed. Use the “incremental, measurable, and

178

scheduled” criteria of the MOP to assess how effectively operations were conducted.

179

o Result: Critically compare the effects achieved from operations to the desired effect to

180

determine whether the operations were appropriate to achieve the desired effect. (are we doing

181

the right things?) Assess the conduct of operations to identify strengths and deficiencies. (are we

182

doing things right?)

183

Assessing MOEs and MOPs using STAR achieves the JP 5-0 standard of relevant, measurable,

184

responsive, resourced assessment metrics. The technique puts operations into context (relevant),

185

identifies what needed to be accomplished (measurable), identifies what was done to achieve the

186

desired end state (resourced), and compares the results of the operations to what need to be

187

accomplished (responsive). Assessing MOEs and MOPs provides key feedback for collection

188

management and refining plans to achieve military and USG objectives.

189

Geospatial Analysis. Geospatial analysis is accomplished by three methods; Geospatial intelligence

190

(GEOINT) preparation of the environment (GPE), Civil terrain analysis, and Geo-temporal analysis. All

191

three of these yield products referenced to precise locations on the earth’s surface.

192

(1)

GPE. GPE is an analytic method designed to provide GEOINT support to the JIPOE process, and

193

consists of four steps:

194

Step 1: Define the environment: Gather facts needed to outline the exact location of the mission

195

or area of interest. Physical, political, and ethnic boundaries must be determined. The data

196

might include grid coordinates, latitude and longitude, vectors, altitudes, natural boundaries

197

such as mountain ranges, rivers, and shorelines and so forth. This data serves as the

198

foundation for geospatial products.

199

Step 2: Describe Influences of the environment: Describe the area defined in Step 1. Identify

200

existing natural conditions, infrastructure, and cultural factors. Consider details that may

201

affect potential operations and routine civilian activities, including weather, vegetation,

202

roads, facilities, population, languages, social, ethnic, religious, and political factors. Layer

203

this information onto the foundation developed in Step 1.

204

Step 3: Asses civil SWOT: Add data drawn from multiple disciplines onto the foundation and

205

descriptive information layers such as the environment established in the first two steps.

206

This information includes: civilian groups; size and distribution of IPIs; the nature, strength

207

and capabilities of civil governance, economy, infrastructure and media systems; effects of

208

civil SWOT on the mission and objectives. It requires collaboration with USG agencies, NGO,

209

host nation IPIs and other stakeholders, and is greatly enhanced by mature, echelon

210

appropriate and operating environment-specific civil information architecture.

211

Step 4: Develop Analytic Conclusions: Integrate all information from Steps 1-3 with LOO and

212

objectives related to the civil components of the operating environment to develop analytic

213

conclusions. The emphasis is on developing predictive analysis. The analyst may create

214

models to examine and assess the likely next actions of civil IPIs, the impact of those actions,

215

and the feasibility and impact of countermeasures for civil weaknesses and threats.

6-6

216

NOTE: For information on GPE, refer to JP 2-03, Geospatial Intelligence Support to Joint Operations.

217

(2) Civil Terrain Analysis focuses on those aspects of the operating environment that are not covered

218

in friendly and adversary operational pictures, such as socio-cultural factors; neutral forces;

219

PMESII systems; and physical, cognitive and informational dimensions of IPIs. The secondary

220

focus of civil terrain analysis examines the land, maritime, air and space domains to determine

221

civil SWOT for each domain, and how military operations affect the civil populace. Civil terrain

222

includes transportation systems, terrain features such as surface materials, ground water,

223

natural obstacles, the types and distribution of vegetation, and the configuration of surface

224

drainage. Terrain analysis must always consider the effects of weather as well as changes that

225

may result from military action.

226

NOTE: For more information on terrain analysis, refer to JP 2-01.3, JIPOE and JP 2-03, Geospatial

227

Intelligence Support to Joint Operations.

228

(3) Geo-Temporal Analysis. Geo-temporal analysis is a hybrid form of geospatial and time-series

229

analysis that represents geospatial changes over time. Geo-temporal analysis is valuable for

230

tracking phenomena such as spread of unemployment, migration of internally displaced persons

231

and refugees, tracking weather and climate effects, changes in political support and sentiment

232

prior to elections, and many more. The process for geo-temporal analysis is to isolate the factors

233

of interest, and produce maps that show how those factors vary from an originating time

234

through the end of the period of interest.

235

Targeting Analysis. These approaches use detailed analysis of civil SWOT in the civil components of

236

the operating environment to weigh application of kinetic or non-kinetic resources, such as IFO, to

237

critical nodes.

238

(1) CARVER Target Analysis Method. The CARVER technique assists in selecting appropriate

239

components when targeting. It is used to assess, validate, and define requirements. CARVER may

240

be used in addition to civil SWOT assessments. CARVER focuses on achieving desired indirect

241

effects on COGs identified during planning. CARVER is executed by:

242

(a) Evaluate each potential target for each CARVER factor.

243

(b) Enter the numerical value into the matrix

244

245

The totals constitute a prioritized list of targets, with the highest totals considered first for

246

action. Criteria for numbering these categories are based on:

247

Criticality: Criticality or target value is the primary consideration. It describes how much a

248

target’s destruction, denial, disruption, and damage will impair the adversary’s political,

249

economic, or military operations. Criticality also evaluates how strengths and opportunities

250

in the civil components of the operating environment can be leveraged to exploit previously

251

achieved effects, or to consolidate support for friendly IPIs. In determining criticality,

252

individual targets within a target system must be analyzed with relation to each other.

253

Critical targets may also be selected for surveillance and reconnaissance missions.

254

Accessibility: A target is accessible when an operational element can reach the target with

255

sufficient resources to accomplish its mission. A target can be accessible even if it requires

6-7

256

the assistance of knowledgeable insiders. This assessment identifies and studies critical

257

paths that the operational element must take to achieve its objectives, and measuring those

258

things that aid or impede access.

259

Recuperability: Recuperability is measured by how long will it take to replace, repair, or

260

bypass the destruction or damage to the target?

261

Vulnerability: Vulnerability is when there are means and expertise to successfully attack.

262

When determining the vulnerability of a target, the scale of the component needs to be

263

compared with the capability of the attacking element to destroy, damage, or influence it.

264

Effect: Effects may be military, political, economic, informational, or psychological. Action

265

only if the desired effects can be achieved. The effect on the populace is viewed in terms of

266

alienation, strengthening the resistance movement, or triggering reprisals against the local

267

populace. Collateral damage must also be weighed against the expected benefit.

268

Recognizability: target’s recognizability is the degree to which it can be recognized by the

269

threat and intelligence, surveillance, and reconnaissance (ISR) assets under varying

270

conditions. Weather, vegetation, distance, light, and season should be considered.

271

(2)

MSHARPP Civil Vulnerability Target Value Analysis. MSHARPP identifies potential threats or

272

targets of opportunity against friendly IPIs, and helps develop or refine operational

273

recommendations. MSHARPP highlights activities that insurgents, terrorists, or hostile IPIs may

274

take to destroy, deny, or delay achieving desired effects that achieve HN interests.

275

This process can be applied from the perspective of the asymmetric threat or the friendly HN

276

IPIs. Results will drive development of operations or focus intelligence functions. The end state is

277

development of actionable information: human targets (hostile or friendly), asymmetric threat

278

activities, or HN OPSEC weaknesses or vulnerabilities. MSHARPP helps analysts identify targets

279

that need additional protection. MSHARPP is applied by:

280

(a) Analyze each factor to apply a numerical value that represents desirability of attack.

281

(b) Add the values. The sum indicates highest value targets or most vulnerable to attack.

282

The MSHARPP tool is used to assess criticality and assesses civil weaknesses and threats.

283

MSHARPP analysis information is compiled using the following:

284

Mission: Mission focuses on the threat to the situations, activities, capabilities, and

285

resources in the civil components that are vulnerable to attack. The mission components

286

consist of the equipment, information, facilities, operations, or activities that are necessary

287

to achieve or maintain security and stability in the host nation. ssess the component’s:

288

o Importance: The value of the area or assets located in the area.

289

o Effect: The ramifications of an incident in the area.

290

o Recuperability: The time required for the function to be restored.

291

Symbolism: Symbolic significance of target to attacker and population.

292

History: History of attacks against this type of target.

293

Accessibility: How accessible the target is to the public.

6-8

294

Recognizability: How well known the target is to the public at large. How easy the value is to

295

recognize without specialized or inside information or explanation of the attack.

296

Population: How many people are directly affected by the attack? Type of personnel

297

immediately affected by the attack. Think in terms of casualties and perceptions.

298

Proximity: Whether the target is located near other personnel, facilities, or resources that,

299

because of their intrinsic value or “protected” status and a fear of collateral damage, afford

300

it some form of protection.

301

Stakeholder Analysis is accomplished using these four steps:

302

Step 1: Identify stakeholders - Develop a stakeholder matrix, similar to the example in Figure 6-3,

303

Stakeholder Matrix, to identify all the people, groups and institutions that can affect or be

304

affected by the operation. Stakeholders generally fall into two general groups:

305

(3) Primary stakeholders: Those affected, either positively (beneficiaries) or negatively, by the

306

operation, usually the host nation and its indigenous populations and institutions.

307

(4) Secondary stakeholders: Intermediaries during the operation, such as NGOs, USG agencies

308

and other participating non-host nation agencies and organizations.

Stakeholder

Interests in operating

Assessment of

Strategies for obtaining support or reducing

environment

impact

resistance

309

Figure 6-3. Stakeholder Matrix

310

Step 2: Determine stakeholder interests in operation - In the matrix, identify the stakeholder specific

311

interests and record in the column “Stakeholder interests in the operation”, such as:

312

(1) Benefits to the stakeholder.

313

(2) Changes that the operation might require the stakeholder to make.

314

(3) Activities that might cause damage or conflict for the stakeholder.

315

Step 3: Assess stakeholder impact.

316

(1) Ask the question: How important is the stakeholder to the success of the operation?

317

(2) Develop a stakeholder map, similar to the maps in Figure 6-4, Sample Stakeholder Map

318

Formats, that place relevant and participating stakeholders based on their interest in the

319

operation and the level of influence (power) they can exert over its outcome:

320

(a) High power, high interest: These are the stakeholders you must fully engage and make

321

the greatest efforts to satisfy.

322

(b) High power, low interest: Put enough work in with these stakeholders to keep them

323

satisfied, but not so much that they become bored with your message.

324

325

them to ensure that no major issues are arising. These stakeholders can often be very

326

helpful (or harmful) with the details of your project.

327

(d) Low power, low interest: Monitor these stakeholders; do not engage in excessive

328

communication.

6-9

Interest

Power

Formal or

Economic

Political

Power

High

Low

Interest

Voting

Keep

Manage

Private

High

Equity

Satisfied

Closely

shareholders

Keep

Monitor

inland

Low

Informed

(low effort)

Economic

commercial

revenue

bank

dept

consumers

Influences

institute

329

Figure 6-4. Sample Stakeholder Map Formats

330

(3) Consider the:

331

(a) Role the key stakeholder(s) must play for the operation to be successful, and the

332

likelihood that the stakeholder(s) will play this role.

333

(b) Likelihood and impact of a stakeholder’s negative response to the operation.

334

335

Step 4: Develop strategies- Identify actions that can improve support and reduce opposition from

336

stakeholders. Record your strategies in the last column of the stakeholder matrix.

337

(1) Identify how to approach each of the stakeholders.

338

(2) Project the information they require.

339

(3) Assess stakeholder importance in the operation.

340

(4) Identify other groups or individuals who may influence the stakeholder to support USG

341

objectives.

342

Systems analysis.

343

o Nodal Analysis is the subset of systems analysis that explores the nature, identity, capabilities

344

and functions of people, organizations, objects and locations and places them in appropriate

345

positions within systems. Nodal analysis focuses strictly on data about individual nodes, and does

346

not explore the interrelationships between nodes. Nodal analysis provides the baseline

347

information and structure necessary to conduct link analysis.

348

Critical nodes are called COG, which are a set of characteristics, capabilities, and sources of

349

power from which a system derives its moral or physical strength, freedom of action, and will to

350

act.⁴

Once analysts have determined the functional nodes within a network, they can then begin

351

to dissect the system further by breaking down each of the functions into activities which take

352

place within that node. It is not necessary for a network to contain each node listed, but there

353

may also be networks that contain nodes not depicted.

354

o Link analysis is the process of identifying and analyzing relationships between personnel,

355

contacts, associations, events, activities, organizations, and networks to determine significant

356

links. Analysts use link analysis to determine who is involved, how they are involved, and their

357

significance concerning a particular situation. Links can be one-directional, such as the link

358

between supervisor and employee, or bi-directional, such as the link between business partners.

6-10

359

Link strength must be specified as to whether the link is ‘suspected’ or ‘confirmed’. Some types

360

of link analysis tools include:

Association matrices

Link diagrams

Systems diagrams

361

Functional analysis is based on the concept that while every action is unique, certain functions

362

must be performed to bring about mission accomplishment. Functional analysis provides a

363

framework for understanding how IPIs will make use of their capabilities to accomplish their

364

goals. Functional analysis is a method for determining likely IPI COAs. Functional analysis is not a

365

step in the JIPOE process; it is an updated thought process for analysts to enhance systems

366

analysis. Understanding the functions, relationships, capabilities, goals and potential COAs of IPIs

367

enables analysts to provide subtle targeting guidance and COAs that leverage indirect effects that

368

minimize the military footprint during CMO. Identifying functions and capabilities of IPIs allows

369

the JFC to get inside of IPI decision loops to anticipate and leverage events in the civil

370

components of the operating environment.

371

Root Cause Analysis is an

372

empirically-based analytic tool

373

used to perform a comprehensive

374

review of significant events, and is

375

depicted in Figure 6-5, Root Cause

376

Analysis. It includes identification

377

of root and contributory factors,

378

mitigating strategies, and

379

development of action plans

380

along with measures of

381

effectiveness to evaluate the

Figure 6-5. Root Cause Analysis

382

impact of plans. Root cause

383

analysis forms a critical element of CMO, by directing operations at causes of instability and

384

obstacles to objectives. Determining root cause is secondary to the goal of mitigation, but

385

without knowing the root cause, effective mitigation of vulnerabilities cannot be planned or

386

executed. Some root cause analysis techniques are:

387

Barrier analysis: A technique used in process-based analysis based on tracing flows to

388

identify barriers to them, and to identify how and why barriers did, or did not, prevent the

389

flows from achieving their purpose. Flows are any commodity, action, information, or other

390

entity that is exchanged between nodes, usually through links.

391

Causal factor tree analysis: A technique based on displaying causal factors in a tree-structure

392

such that cause-effect dependencies are clearly identified.

393

Change analysis: A technique often used for accidents. It is based on comparing a situation

394

that does not exhibit the problem to one that does, in order to identify the changes or

395

differences that might explain why the problem occurred.

6-11

396

Five Whys: sk: “Why?” five times sequentially to determine the underlying cause of an

397

event. The objective is to trace the chain of causality in direct increments from the effect

398

through any contributing factors to a root cause, while avoiding assumptions. The five whys

399

technique identifies a process- or behavior-related causes, and is commonly referred to as

400

the Socratic Method and utilized in several arenas such as in law, economics and philosophy.

401

Common cause analysis (CCA) and common modes analysis (CMA). CCA and CMA are

402

evolving techniques for complex technical systems to determine if common root causes in

403

hardware, software or highly integrated system interactions may contribute to human error

404

or improper operation of a system. CCA are conducted for, commercial/military aircraft,

405

electrical utility grids, nuclear power plants, automated industrial controls, medical devices,

406

or other safety-critical systems with complex functionality.

407

The process for performing and documenting root cause analysis is:

408

(1) Define the problem.

409

(2) Gather data and/or evidence.

410

(3) Ask why and identify the true root cause associated with the defined problem.

411

(4) Identify operations that will mitigate recurrence of the problem.

412

(5) Identify effective operations that prevent recurrence, are within your control, meet your

413

goals and objectives, and do not cause other problems.

414

(6) Implement the operations.

415

(7) Assess the recommended operations to ensure effectiveness and adjust to changes.

416

The practice of root cause analysis is based on the belief that problems are best solved by to

417

correcting or eliminating root causes, as opposed to merely addressing the immediately obvious

418

symptoms. By directing operations at root causes, it is intended that problem recurrence will be

419

minimized. However, complete prevention of recurrence by a single intervention is not always

420

possible. Thus, root cause analysis is often considered to be an iterative process, and is

421

frequently viewed as a tool of continuous improvement. These general principles apply to

422

performing root cause analysis:

423

It is performed as an investigation, with conclusions backed up by documented evidence.

424

There is always one true root cause for any given problem; the difficult part is having the

425

stamina to reach it. There are usually several contributing factors to each root cause.

426

It must establish a sequence of events or timeline to understand the relationships between

427

contributory factors, the cause, and the problem.

428

It can help to transform an old culture that reacts to problems into a new culture that solves

429

problems before they escalate. More importantly it reduces the instances of problems

430

occurring over time.

431

Time-Series Analysis. Time-series analysis identifies patterns and changes in data over time, and

432

valuable to CMO as most effects in the civil components of the operating environment take weeks or

433

months before changes are observable. For example, when MAAWS or projects are used, their effects

434

must be viewed over time through multiple events, such as project nomination, project initiation, and

6-12

435

project completion in order to gauge responses from IPIs. Time-series analysis, including geo-

436

temporal analysis, is the most effective when a robust baseline is available for comparison of effects

437

before, during and after operations. It is accomplished with a time-event analysis or trend analysis

438

approach.

439

o Time Event Analysis. Time event analysis is a method for representing individual or group actions

440

chronologically. It uses symbols to represent events, dates, and the flow of time, symbols and

441

descriptions to enable analysis of a group’s activities, transitions, trends and operational patterns

442

in both time and activity. If desired, the event nodes may be color coded to indicate a particular

443

event or type of event to aid in pattern recognition.

444

NOTE: JP 2-01.3, JIPOE provides guidance for conducting time event analysis.

445

o Trend Analysis. Trend analysis is a continuous analytical process that identifies patterns or

446

societal behaviors in response to enemy and friendly operations over a period of time. Typically,

447

trend analysis is the compilation of several analytical products, reflecting changes in a temporal

448

view, giving analysts a glimpse into the future. Trend analysis often requires the conversion of

449

qualitative data into quantitative data for purposes of visualization and concise presentation.

450

NOTE: Chapter 5 provides procedures to convert qualitative data to quantitative data.

451

Trend analysis requires consistent, protracted attention to the subject being tracked, and

452

presents analysts with the ability to link seemingly unrelated events by comparing how they

453

change through time. It is possible to track improvements in national infrastructure, while

454

trending local national perceptions of service to identify distribution problems; the need for

455

public service engagement with the public; or unequal distribution of services through corruption

456

or along tribal, ethnic or sectarian lines. Analysts should use the following procedures as a

457

baseline, after consolidating relevant data into information in quantitative format:

458

(1) Develop visualizations:

459

(a) Organize information into charts or tables according to metric values assigned to data

460

and civil information architecture, or other category of interest.

461

(b) Compare information to baseline values and other information tracked in the analysis to

462

determine how much, if any, changes occurred.

463

464

(2) Analyze operational and environmental factors affecting observed changes:

465

(a) Conduct link, node, systems, geospatial, functional, root cause and/or pattern analyses

466

to identify contributing factors and causes of observed changes.

467

(b) Record time-events identified during analyses that correspond with observed changes.

468

(3) Record analyst’s comments: This is an explanation of the analyst’s interpretation of the data

469

that explores the issues, decision points, and COAs in depth to provide backg5round, desired

470

effects, and possible outcomes from each issue, decision point, and COA discussed.

471

(a) Explanation of metric: This should include what the analyst did during analysis, explain

472

where the information came from, and describe any discrepancies that may be inherent

473

within the analysis.

6-13

474

(b) Cite all sources of raw data and analyzed reports used to establish baseline or develop

475

backg5round information.

476

Pattern Analysis. This technique is

477

used when IPI activities reflect

478

identified and interpreted patterns.

479

Pattern analysis, illustrated in

480

Figure 6-6, Pattern Analysis Plot, is

481

most valuable when facing civil

482

actors whose doctrine is

483

undeveloped or unknown, and it is

484

necessary to create a new SWOT

485

model and templates. Combating

486

insurgency operations is a prime

487

example of a need for pattern

488

analysis.

489

Step 4 - QA/QC the Civil Knowledge. This is

Figure 6-6. Pattern Analysis Plot

490

a systematic process to verify that the civil knowledge produced satisfy the IR.

491

a. Verify completeness of the analysis

492

b. Verify accuracy of the analysis

493

c. Verify that all deficiencies identified in the information analyzed and the analysis conducted.

494

d. If analyzed information fails any verifications, re-execute all necessary steps, then send a request for

495

information (RFI) to the data originator for correction, or to the tasker originator for clarification

496

e. Generate a RFI to correct, clarify, or modify the knowledge

497

Consolidate the corrected, clarified, or modified knowledge as new data

498

6.4 Best Practices

499

Analysts can optimize their efforts by adopting the following practices:

500

6.4.1 Maintain Thorough Notes

501

This enables another analyst to continue the process, if necessary, and provides material that can be used during

502

the production step by preparing a format for sharing the information.

503

6.4.2 Conduct Multiple Analyses

504

Systematic application of several analytical techniques is the most effective method for determining changes in the

505

operating environment, and establishing the causes and effects of those changes. Many analytical techniques

506

naturally nest with one another, such as nodal and link analyses, and time event and trend analyses.

507

6.4.3 Be Predictive

508

Whatever analytical approaches are used, results that predict outcomes are most useful to a commander when

509

sorting through the civil components of the operating environment. In predictive analysis, the analyst forecasts

510

future events based on previous activities and events. It is not guessing; its basis is the use of common sense and

511

solid analysis through appropriate methods and tools.

6-14

512

Conventional analysis examines, assesses, and compares bits and pieces of raw information and synthesizes

513

findings into a product that usually reflects IPI capabilities and SWOT. Predictive analysis goes further, not just

514

establishing capabilities but determining intentions and probable COAs.

515

Predictive analysis is a continuous analytical process which determines IPI capabilities, intent, most probable COAs,

516

and reactions to friendly operations. Even with the most sophisticated analytical tools and a wealth of information,

517

it is possible that the prediction will not happen. This is often seen as a failure of the analyst. However, the analyst

518

must be able to present to the commander every possible intention of IPIs along with the capabilities. Performing

519

predictive analysis is required for commanders to make informed decisions.

520

NOTE: For more information about predictive analysis, refer to JP 2-0, Joint Intelligence.

521

6.4.4 Maintain Relevancy

522

The purpose for analysis is to provide the commander with situational understanding. Providing predictive analysis

523

and associating complex relationships to LOOs, provides commanders with the depth of understanding of the

524

operating environment to achieve, maintain, and exploit decision superiority.

525

6.5 Conclusion

526

Analysis is complex and difficult. Experienced analysts provide the best capability for understanding the operating

527

environment. Implementing systematic analytical processes and maintaining consistent awareness of events and

528

available information provide the best environment for developing analysts. The baseline analytical techniques

529

covered in this chapter are a tiny subset of the full spectrum of relevant analyses possible.

¹ Joint Publication 3-34, Joint Engineer Operations, 12 February 2007, page IV-27.

² Integrated Financial Operations Commander’s Handbook: Joint Force Guide to Financial Operations, 2

November 2010.

³ Auburn University. (2005). Supervisor’s Performance Management Toolkit, page 49.

⁴ Joint Publication 5-0, Joint Operation Planning, 26 December 2006, page IV-8.

6-15

CHAPTER 7 JOINT CIVIL INFORMATION PRODUCTION

7.0 Introduction

“Endeavors are all about accomplishing

Production is the fifth step in the joint civil information

something. Successful accomplishment

management process. The end state for the production step is to

requires that the individuals, teams and

organizations are able to make sense of the

deliver products that accurately and completely present the civil

situation.”

components of the operating environment, and enable the JFC to

Planning Complex Endeavors, April 2007

make sense of the environment. Content for the various products

is found in numerous formats throughout the staff, and one of the tasks during production is to select the best

format with which to present the information. The primary product types used in a staff are text (information

papers, assessments, area studies), time series (timelines, running estimates), graphic (charts, graphs, matrices,

photos), geospatial (shape files and imagery), and composite (combinations of these). These formats come in a

variety of digital and non-digital media, such as the Microsoft Office suite of products, e-mail, still and motion

picture photography and paper copy. 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. The chapter also

includes three elements of the civil COP and the types of products that can be used to illustrate each of its

dimensions.

7.1 Context

Production is executed by staff to fulfill a variety of IRs, one of which is to populate the civil layer of the COP. There

are many different types of products the staff may use, and determining which product best satisfies a

requirement is based on the nature of the requirement or the preference of the recipient. The staff’s first priority

is satisfying the JFC’s IRs; however, products may be shared with various stakeholders in the O . In both cases, unit

SOPs guide product selection.

7.2 Considerations

Before selecting an existing product or developing a new one, consider the following:

Who the product is for?

What is the intended purpose of the product?

When the product is needed?

Knowing these things helps tailor the product to get the desired result. If the audience is US military only, then

use of military terms may be acceptable. If civilians or non-US personnel are viewing the product, the military

brevity afforded by abbreviations and acronyms is inappropriate, so it must be clearer even if more lengthy. In

any case, the intended audience must be considered in terms of what they will use the information for, their

familiarity with the topic, English proficiency, and operations security. Be sure what is being produced is

appropriate for whom it is being presented. Military terms such as, targeting, integration, intelligence, and

others may be misunderstood by some NGOs and AID agencies. Care should be taken to identify and replace

military terms that do not enhance collaboration with stakeholders.

Content selection should be governed by the intent for the product. If the product is to introduce a new concept to

the audience, then more detail is required. If it is updating what they already know, then less detail is required. If

the product is going to a higher echelon its content must be aggregated to make it appropriate to the intended

audience. Aggregation is a theme throughout this TTP so that information overload can be avoided. Format

7-1

selection is also governed by the intent for the product. The J9 generally supports two broad categories of

production: RFIs and civil input to the COP.

Commanders typically visualize stability and civil support operations along Lines of Operation (LOO). LOO describe

the major efforts designed to attain mission success. Figure 7-1, Stability Tasks and Corresponding DoS Sectors,

shows the major categories DoS uses to describe the civil environment and which military SSTRO tasks support the

DoS sectors. These broad categories

of activities are often used as LOO at

higher levels. In this example the

military SSTRO tasks are neatly linked

to the DoS sectors and the viewer can

visualize which military capabilities

support the other instruments of

national power. The most important

aspect a product can convey is: why

the information is important to them.

7.3 Procedures

Figure 7-2, Production Process

Figure 7-1. Stability Tasks and Corresponding DOS Sectors

Model, depicts the Production step of

the joint CIM process. It consists of three steps identifying what product(s) are required to satisfy the requirement,

developing those products, and conducting quality assurance and control of the products.

Figure 7-2. Production Process Model

Step 1 - Identify Products Required. Selecting or creating products to best convey civil information can be a

challenge. Products presenting civil information fall into 3 categories. All 3 categories support decision

making. The categories are:

7-2

IR and RFI response. IRs and RFIs are generally tasked by the command group to inform or update the

commander on a specific topic or set of topics, often for one-time use. There are numerous product

formats to convey SA. The specific format for these products is usually provided in the staff SOP of

the supported unit. These product types answer specific questions about focused topics. Selection is

based on the commander or consumer’s preference, the necessary amount of detail, and time

available.

Populating a COP. The civil COP is a graphic display consisting of a base map populated with civil

data. It is the most visible product the staff produces about the civil components of the operating

environment. Often referred to as the ‘green layer’ by CMO practitioners or ‘grey layer’ by the

intelligence community, the civil COP helps the commander visualize the environment and aids his

decision making process. Civil information is presented in three segments:

Sources of conflict and civil vulnerabilities. This segment depicts organizations or conditions in an

area adversely affecting the populace.

Civil terrain. This segment depicts destabilizing factors in each of the PMESII categories and links

them to a LOO.

Mitigation efforts. This segment depicts locations and significant activities of key civil

stakeholders. Stakeholders can be any organization, USG agency, HN, military or civilian, that is

operating in and among the population. Their activities are listed by PMESII categories. This

segment can be structured to support projection as described in Chapter 1 section 1.1.1. This is

the third level of SA that takes situational understanding forward, projecting what may occur in

the near future as a result of mitigating efforts over time. This is sometimes described as a

predictive civil COP and it is relevant for all operations and phases of operations.

Other Products provide topical facts or trends as supplemental material to COPs, IRs, and RFIs. These

can be stand alone products to reinforce certain responses to IRs or RFIs, or to clarify aspects of the

civil environment displayed on the COP. These products may be derived from tools used during

analysis with presentation in the COP. Other products generally fall into one of two types during

CMO: products depicting environmental conditions; and products depicting civil considerations.

Step 2 - Develop Product. Product development for any of the categories begins during consolidation when

selecting an existing product, and analysis when creating a new product. Existing products are often

available in a storage site, such as a civil information database, other file sharing repositories, SharePoint

portals, local servers, etc. When replying to a specific RFI, the joint-CIM process is initiated with planning

the production requirement, and then collection begins with searching civil information systems to survey

what is available on the requested topics. When product(s) that satisfy the production requirement are

found during collection, the product(s) are consolidated, and then pushed to the RFI originator. When no

existing product(s) satisfy the RFI, then data is collected, consolidated and analyzed to facilitate creating

new product(s) to satisfy the RFI. Each of these help to provide SA of analyzed information that can be

used to answer the IR.

a. IR and RFI response.

100

(1) Quad chart. This is a method to present information on a person, place, or thing in a compact

101

format. It can be a way to present either talking points or backg5round. The example shown in

7-3

102

Figure 7-3, Quad Chart, is backg5round on a cultural site and lists facts, assumptions, restraints

103

and presents photos.

HTT IZ6: Arch of Kesra

Facts:

Assumptions:

• Located on the edge of the Tigris near Salman Pak

• Originally built as part of a Seluecid Palace

• Built between the 2^nd and 5^th Centuries CE

• Initially destroyed by the Abbassid Caliph al

• Worlds largest vaulted space

Mansur

• Constructed of unsupported mud bricks

• The majority of the complex lies behind the Arch

• Was the royal palace for the Parthians and

and has yet to be properly/fully excavated

Sassanids

• May be the “legendary” White Palace that

• Much of the complex was destroyed during the

supposedly lies somewhere below modern Salman

1880 flooding of the Tigris

Pak

•The right wing of the complex was destroyed in

• The Arch is cracking under its own weight and in

the 1987 flooding of the Tigris

need of immediate repair and conservation

Constraints:

• Currently sits on land that is being occupied by

the 35^th BDE/9^th DIV of the Iraqi Army

• Was the successive capital and ruling palace of at

least 2, if not 3, Persian Empires

• Salman Pak, and the surrounding areas, are

approximately 85% Sunni

• Any perceived activity that benefits Iran will

enflame already raw political, social, economic,

and religious cleavages in Salman Pak and Mada’in

Qada

104

105

Figure 7-3. Quad Chart

106

(2) Information paper. These are usually 1-3 pages and have sufficient detail to give the reader a

107

strong familiarity with the issue. Examples of subjects for which information papers may be

108

appropriate include:

109

Reconstruction efforts in a region

110

Dominant political issues in a city or province

111

Status of a particular infrastructure segment known to be problematic

112

(3) Talking points (TP). These are appropriate for a civil engagement. TP are a list in bullet format of

113

points the commander can refer to for inclusion in his conversation. They are usually formatted

114

with a first person statement backed up with a few backg5round sentences. Normally talking

115

points synchronize the message on one page, and are compared to notes from any previous

116

meetings between an individual and any other stakeholder representative.

117

b. Products to Populate the Civil Layer of the COP. Figure 7-4, Civil Layer of the Common Operating

118

Picture, illustrate the civil component to the COP.

7-4

119

120

Figure 7-4. Civil Layer of the Common Operating Picture

121

While distinct in nature, these COP segments are interrelated. When preparing input to the COP,

122

success is selecting the aspects of the civil environment that most influence the JFC’s priorities.

123

Linking what is presented in the COP to LOO and associating actions in the civil environment with

124

likely outcomes aids SA and understanding that influence the mission. Additionally, linking to LOO

125

helps avoid overloading the COP with entries for every PMESII and ASCOPE category. It helps focus

126

operations on the sources of conflict, and what operations, actions and activities are occurring to

127

mitigate them. The COP is most informative when layers are correlated to one another. For example:

128

the civil layer depicts degraded housing and utilities infrastructure in a section of a city and the

129

enemy layer shows significant activity (IEDs, ambushes, etc.) in the same section. With this

130

correlation, a commander may decide to apportion effort to repair some of the degraded

131

infrastructure. If some time later, the civil layer shows infrastructure project completions, and the

132

enemy layer shows decline in significant activity, success was attained.

133

An example of depicting an aspect of the civil terrain is presenting public perceptions of legitimacy.

134

This could be a relevant topic to present in a civil COP. Figure 7-5, Population Support Overlay,

135

depicts the sectors of the populace that are pro-government, anti-government, pro-insurgent, anti-

136

insurgent, uncommitted, and neutral. This overlay can be helpful determining where operations are

137

successful, and where improvement is needed.

7-5

138

139

Figure 7-5. Population Support Overlay

140

Other aspects of civil terrain that are appropriate for a COP are religion, race, and ethnicity issues.

141

Multiple overlays can be displayed together or separately. There are many effective ways to depict

142

civil variables on a map product. Figures 7-5, 7-12, and 7-13 are all variations of shape files that depict

143

socio-demographic information and relative intensity of activity within categories. Shape files use

144

points, lines, and polygons arrayed on imagery to depict an individual or group.

145

Other Products.

146

(1) Products depicting environmental conditions. For example, during the analysis step it is

147

determined that an underlying source of conflict in a particular area was the result of drought

148

and its effect on the availability of food for the local population. The analysts determined that a

149

product to depict this could help decision makers plan to mitigate the effects of drought as a

150

source of conflict. An effects timeline was the product chosen to present this.

151

Figure 7-6, Drought Effects Trend Timeline, displays the relationship between events (population

152

migration and periods of drought) and user-configurable time intervals (May 2001-2004). This

153

timeline depicts a trend that relates to drought and migration indicating that drought is directly

154

correlated with the migratory pattern of the people. The operational importance or “So what?” is

155

that at certain times of the year, drought will cause the movement of large groups of people.

156

Consequently, staff can begin developing COAs that can mitigate a source of conflict.

7-6

157

158

Figure 7-6. Drought Effects Trend Timeline

159

Figure 7-7, Drought, Famine, Food Distribution, and Foraging Timeline, illustrates another way of

160

presenting patterns, this time among weather, famine, and food data. Although commanders

161

have resources available to react to catastrophic humanitarian needs, those resources are tightly

162

controlled and used only to bridge a time period between the disaster and the time it takes the

163

HN and international organizations to react with food, water, and shelter. Consequently, having

164

products that can depict when and how these patterns influence each other can enhance

165

cooperation among military, governmental agencies, and NGOs in responding to various crises.

166

167

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

168

This timeline uses color-coding to depict conditions in a country over a 12-month period.

169

Depicting these relationships helps the commander and stakeholder decision makers visualize

170

conditions and consider planning factors for future operations. Here, the burgundy bar indicates

171

that the effects of drought are constant throughout the year. Blue indicates famine is usually

172

present during the months of August and September. Green represents that food distributions

173

commonly occur in June and July. Red shows foraging and searching activities occur most heavily

174

in the August and September time frame.

175

NOTE: Products that forecast environmental conditions allow commanders, staffs, and their

176

partners to develop necessary COA early, and reduces reaction time to events.

177

(2) Products depicting civil considerations. Civil considerations are the influence of manmade

178

infrastructure, institutions, and attitudes and activities of civilian leaders and IPI within the OA on

7-7

179

the conduct of military operations. Understanding the relationship between military operations

180

and civilians, culture, and society is critical to conducting the range of military operations. Civil

181

considerations are generally evaluated, analyzed, and addressed by LOOs aimed at PMESII

182

systems.

183

In the following examples, link diagrams

184

are helpful for visualizing relationships

185

among people, places, and things. Let’s

186

assume that during analysis, it was

187

determined that understanding key civil

188

relationships within the top strata of

189

government is necessary to visualize the

190

operating environment. Figure 7-8,

191

Djibouti-Senior Level of Government Link

192

Diagram, is a simple example of a link

193

diagram depicting top members within

194

the Djiboutian government. It provides

195

the viewer with an idea of the structure of

196

the Djiboutian Government and who

Figure 7-8. Djibouti-Senior Level of

Government Link Diagram

197

occupies key positions.

198

Figure 7-9, Interpersonal Relationship Diagram, is a more complex link diagram depicting more

199

complex relationships. It illustrates the interpersonal relationships between members of the

200

same family. Many members of this family yield important information on aspects of their

201

society. Each link may be connected to additional backg5round information, providing the viewer

202

to additional pertinent information for their SA.

203

204

Figure 7-9. Interpersonal Relationship Diagram

7-8

205

Figure 7-10, Association Matrix, portrays the existence of associations, known or suspected,

206

between individuals. Direct connections include such things as face-to-face meetings and

207

confirmed telephonic conversations. Association matrices identify those personalities and

208

associations needing a more in-depth analysis to determine the degree of relationship, contacts,

209

or knowledge between the individuals. The structure of the organization is identified as

210

connections between personalities.

211

212

Figure 7-10. Association Matrix

213

Figure 7-11, Activity Matrix, depicts linkages of people to activities they have been or are

214

involved in. Names are listed on the left and activities along the bottom.

215

216

Figure 7-11. Activities Matrix

7-9

217

Another useful product showing civil considerations is a depiction of availability of services to a

218

population. Figure 7-12, Health Care-Access, provides information on the Kandahar Province

219

Healthcare System. Provincial healthcare access is color-coded into five groups, illustrating the

220

percentage of the population that has access to health clinics. Using this product, commanders

221

and their civilian counterparts can ask the following questions:

222

What explains the discrepancies concerning access to healthcare?

223

What organizations and agencies can be leveraged to increase access to healthcare?

224

What would the second and third order effects be for increasing access to healthcare?

225

What HN, military, USG agency, and NGO assets can address access to health care?

226

This product can also be used to establish baseline metrics and assumptions for COA

227

development and establishing MOE. Though much more planning, research, collection, and

228

analysis are necessary to establish a civil baseline and provide answers to these questions, this

229

product is a good example of how an accurate visualization can enhance commander and civilian

230

decision maker planning processes.

231

232

Figure 7-12. Health Care-Access

233

Figure 7-13, Infrastructure-Wells and Clinics, provides another look at the same area but with a

234

broader perspective on infrastructure. Wells are labeled in green and clinics in orange. This

235

product can be used to form correlations between resources and facilities. It can be used to

236

develop future operations to conduct assessments about the capacity of Kandahar’s

237

infrastructure.

7-10

238

239

Figure 7-13. Infrastructure-Wells and Clinics

240

(3) Mitigation efforts products. Mitigation efforts are those activities that eliminate or reduce the

241

negative impact of events or conditions. CMO that address these events or conditions include

242

project management, which is a process requiring its own products. Some of these may be

243

appropriate to post to the COP, which includes projects of any unit in the OA. Products depicting

244

projects are built to show their effects relative to a destabilizing event or condition. Variables

245

that provide clarity about projects include:

Event or condition to mitigate

Capability gaps

Capability to accomplish-local,

Target population and effect of

national, and international resources

mitigation on them

CMO resources to fill gaps

246

Figure 7-14, Project Management Link Diagram, is an example of a product that depicts details

247

about 2 projects. It shows the POC for each project, major resources required for each job and

248

their status, and identifies the 2 required project tracking documents for each project.

249

NOTE: While Excel or other chart formats are commonly used to visualize project status such as

250

dollars spent, number of people employed, etc., link diagrams can also be a valuable tool for

251

presenting this information to decision makers.

7-11

252

253

Figure 7-14. Project Management Link Diagram

254

Step 3 - Quality Assurance and Quality Control. QA/QC is a systematic process to verify that the civil

255

information products satisfy the IR.

256

a. Ensure the product meets these requirements:

1. Content appropriate

2. Content accurate

3. Message clear

4. Audience appropriate

257

b. Verify that the product is properly classified. If over classified, coordinate with the original

258

classification authority (if available), security manager, FDO, or use established declassification

259

procedures, as explained in Chapter 8 to reduce the classification level.

260

WARNING: If the IR is not satisfied, make the necessary corrections, or return the data to its originator

261

for correction.

262

7.4 Best Practices

263

Whether selecting an existing product or developing a new one, submit the clearest possible answer to the

264

requirement based on the amount of time available. Perfect can be the enemy of good if it is late to the consumer

265

and no longer satisfies their requirement.

266

7.4.1 Answering RFIs

267

The format and standard for answering a civil IR is dictated by the information requested. The answer should be

268

based on facts. Any request that asks for conjecture or opinion should acknowledge that the answer is opinion

7-12

269

based on the available facts. A good technique for answering civil IRs is to not only state the facts, but display the

270

facts in graphs or charts that show their relevance.

271

7.4.2 Common Operating Picture Production

272

Maintain CMO Assessments, Area Studies, and Running Estimates. These products are resources from which to

273

populate the COP with the most current facts.

Select topics linked to LOOs

Define key drivers of conflict

Identify key nodes in the operating environment

Consider appropriateness of content for audience

Define the status of conflict mitigation efforts

274

7.4.3 Production as a Driver of Planning

275

Often in the joint-CIM process, multiple steps of the process can occur simultaneously and influence one another.

276

An example for this can be seen in Non Lethal Targeting. Here, a member of the J9 is a member of the targeting

277

board of a supported command. The board manages its own data using an information management process like

278

the CIM process. It shares products, derived from analysis, which were consolidated after they were collected.

279

Products the board produces inform planners of the types of operations that are needed to influence an outcome

280

in the civil environment. These outcomes can include not targeting some sites because of their cultural or religious

281

significance. J9s should always have a representative on these boards to influence future operations. The types of

282

product they routinely generate are:

1. Non-Kinetic Targeting Matrix

2. Protected Target List

3. PMESII Overlays

4. Collection Plan

283

7.5 Conclusion

284

The end state for production is products prepared for sharing with multiple audiences that accurately and

285

completely present the civil components of the operating environment, and enable the audience to visualize and

286

understand that environment. The information should be easily understood by the recipient without further

287

discussion.

288

7-13

CHAPTER 8 JOINT CIVIL INFORMATION SHARING

8.0 Introduction

Sharing is the sixth-step in the joint civil information management process, and is the delivery or exchange of

information between users in a usable form for application to appropriate missions, tasks, and functions. This

chapter provides guidance for sharing civil information between the JTF and non-DoD organizations to improve

operational synchronization, collaboration, and common understanding of the civil components of the operating

environment. Sharing occurs in three ways:

1. Push is the active dissemination of civil information to

“It’s not a technical issue any more. It’s

stakeholders with an explicit or implied requirement for it.

really more about culture and the need

2. Pull involves direct electronic access to databases, files, or

‘need to share’ rather than the ‘need to

know’.”

other repositories by military organizations at all levels¹; and

General James Cartwright

providing stakeholders similar access to civil information.

USMC Commander, United States

3. Populate incorporates civil information to a civil COP,

Strategic Command

expressed as either the civil layer to a COP or a CMO COP, to

6 April 2005

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. Due to this, sharing serves as

a force multiplier for the supported unit, permitting the commander to reapportion resources from projects

already being executed by other stakeholder organizations and reassign them to other priority projects. Sharing

promotes unity of effort among the stakeholder community, reduces duplicative efforts, conserves unit resources,

and creates a spirit of cooperation and legitimacy to the various stakeholder boards, bureaus and working groups.

The following terms clarify concepts important to sharing:

Common Operational Picture: A display of relevant information shared by more than one command. The

COP is the standard reporting and display tool for the full spectrum of any US force engagement and at all

levels of exercises, operations, and war²

Data Owner: Data owners are the organizations, elements, or individuals responsible for managing

information on behalf of the supported unit, NGO, IGO, PVO, IPI, HN and so forth. Data owners control

and are responsible for the disposition and use of their information.

Figure 8-1, Share Civil Information, illustrates the three components (Push, Pull, and Populate) of sharing civil

information may be performed in any order, sequentially, or simultaneously, as needed to meet requirements.

NOTE: The term “information” generically refers to data, information, knowledge, and understanding.

8-1

Figure 8-1. Share Civil Information

8.1 Context

Military forces routinely deploy into complex operating environments. Local, international and IGO may be

operating simultaneously on similar tasks. These partners bring capabilities not resident in military formations and

provide a distinct advantage in delivering those capabilities. Commanders that enable partner capabilities through

CMO create force multipliers, complement stakeholder efforts, and achieve their objectives sooner.

8.2 Push Civil Information and Reports

Pushing is actively disseminating information, facts, and data to users for a purpose. It involves identifying relevant

civil information to be disseminated and who should receive it based on specified or implied requirements. These

requirements are often identified during planning, or developed from changing operational requirements. Pushing

can take several forms, such as: interagency collaboration and data sharing or reporting relevant civil information.

A pushed knowledge product always satisfies a specific IR for a specific stakeholder identified during planning.

Pushing is accomplished through two distinct methods: push civil information; and report civil data. This section

describes considerations and practices applicable to both methods.

Push civil information is active dissemination data from the consolidation or production steps.

Information is pushed to support stakeholder requirements when they are authorized to receive it, and

requires continual coordination to maintain an awareness of stakeholder IRs, access, and connectivity.

8-2

NOTE: IRs change due to the dynamic nature of the civil environment. Staffs may not be capable of directly

fulfilling all IRs, but can effectively manage expectations by mediating between affected stakeholders.

Reporting is a recurring military requirement, and an output of the joint civil information management

process. It is where one echelon pushes civil information to their higher HQ, or other tasking authority.

Reported civil data has been collected, consolidated, analyzed, produced into a report, and pushed in

response to a recurring or one-time tasking. Reporting is a two-step procedure that involves transmission

of civil data to the tasking authority. Civil data reporting is not operational reporting (e.g. SITREP),

although they are normally complementary. Reporting procedure(s) executed are dependent on the

reporting organization capabilities. There are four methods for reporting:

o Verbally: In person, telephonic or radio transmission of data

o Hard Copy: Delivery of data in paper, CD/DVD, or removable media

o Email: Transmission of a digital data through an email client or system

o Automated Data Entry: Direct entry of data into the C4I infrastructure

8.2.1 Push Civil Information and Reports Considerations

To determine what civil information to push or report, the following questions should be asked:

1. What is identified in the collection plan as an IR?

2. What data does the reporting organization possess that is not specified as a reporting requirement in the

collection plan, but is relevant and should be reported?

3. What data does the reporting organization possess that is specified as a reporting requirement in the

collection plan? What are the stakeholder and supported staff IRs?

a. Perform gap analysis between the collection plan and supporting documents to known IRs and

information being shared to identify if the IRs are being met or the collection plan needs updating.

b. Use the gap analysis to build a new civil information baseline to facilitate the next planning step.

4. What is the importance, relative to existing operations and plans, of specific civil information? For

example, “Is this piece of information significant? Is it operationally relevant? Will it make a difference?”

5. Are any tasks or IRs time sensitive? Is there a civil information latest time of value (LTOV) requirement?

6. What are the requirements for periodic updates from staff and stakeholders on the current status of

consolidated civil information?

7. What are the supported units or stakeholder “Battle Rhythms”?

8. What information requires authorization from the FDO for release?

Information will be released IAW DoD³, service, and command policies.

WARNING: The supported command or other unit may not have an FDO on the staff. In this circumstance a FDO

may be located at a higher level command, which will require more time to process the disclosure authorization.

CAUTION: Placing unclassified civil data onto SIPRNET immediately decreases its availability to audiences

outside of the supported command, and greatly complicates copying the data to unclassified networks.

The primary method to internally share information is to report. For elements and units to report civil data the first

consideration is the report model. Current reporting models (i.e. size, activity, location, unit, time, equipment

(SALUTE), size, activity, location, time (SALT), 9-line reports, operation summary (OPSUM), etc) do not adequately

support population-centric operations because they do not include the civil components of the operating

environment. Therefore, the first and primary consideration is the establishment of an AO or unit SOP for

8-3

Military reference books and manuals (2009-2023, Volume 8) - page 46