mcrp 3-36b magtf interorganizational coordination 3-36b magtf...department of the navy headquarters...

US Marine Corps

PCN 144 000210 00

MCRP 3-36B

MAGTF InterorganizationalCoordination

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DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20350-3000

15 April 2015

FOREWORD

Marine Corps Reference Publication 3-36B, MAGTF Interorganizational Coordination,is designed to assist Marines at every level in coordinating with United States govern-mental agencies, intergovernmental organizations, and nongovernmental organizations,as well as commercial entities that may be required to achieve national objectives intoday’s complex operational environments. This reference publication underscores theimportance of pursuing the unity of effort needed for success in contingency operationsthat require interoperability with a host of organizations that are not part of Marines’ for-mal chain of command.

The intent of this publication is to provide Marines with the basics necessary to integrateMAGTF operations with the other instruments of national power. As other Marine Corpspublications provide insight into the understanding of “combined arms,” Marine CorpsReference Publication 3-36B serves as a guide for the understanding of the “combinedtools” of interorganizational partners. The most important features of this publication arethe information leads, which can be expanded by any Marine using a computer and anInternet search engine.

This publication provides the foundation for Marine Corps interaction with its interorga-nizational partners. It is imperative that commanders, leaders, and planners at all levelsbecome familiar with this reference publication as future military operations will increas-ingly demand interorganizational coordination and interoperability.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

K. J. GLUECK, JR.Lieutenant General, U.S. Marine Corps

Deputy Commandant for Combat Development and Integration

Publication Control Number: 144 000210 00

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited

This Page Intentionally Left Blank

MAGTF Interorganizational Coordination _____________________________________________________________________ iii

TABLE OF CONTENTS

Chapter 1. Overview

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Range of Military Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Unified Action and Unity of Effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Comprehensive Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Whole of Government Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3The Joint Force Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3The Marine Air-Ground Task Force Commander . . . . . . . . . . . . . . . . . . . . 1-4Civil-Military Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Chapter 2. Interorganizational Planning Considerations

Domestic Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Homeland Security Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Geographic Combatant Commanders and Chairman of the Joint

Chiefs of Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Federal Emergency Management Agency . . . . . . . . . . . . . . . . . . . . . . 2-3

Foreign Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Department of Defense Role in the National Security

Council System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3The Country Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Geographic Combatant Commanders. . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Authorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Initial Assessment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Assessment Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Transitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Interorganizational Planning Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5

Geographic Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Organizational Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Interagency Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Timelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Information Sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

Mission Essential Tasks Requiring Interorganizational Coordination . . . . . 2-7Populace and Resources Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Foreign Humanitarian Assistance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Nation Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Civil Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Support to Civil Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9

iv ______________________________________________________________________________________________________ MCRP 3-36B

Interorganizational Planning Considerations . . . . . . . . . . . . . . . . . . . . . . . . 2-9Problem Framing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Course of Action Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10Course of Action Wargaming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10

Chapter 3. Interorganizational Coordination Resources and Enablers

Assessment Models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Interagency Conflict Assessment Framework . . . . . . . . . . . . . . . . . . . 3-1Stability Assessment Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Interagency Security Sector Assessment Framework . . . . . . . . . . . . . . 3-2Maritime Security Sector Reform Guide . . . . . . . . . . . . . . . . . . . . . . . 3-2Progress in Conflict Environments . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Other Models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Civil Affairs Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Civil-Military Operations Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Defense Support to Civil Authorities Handbook . . . . . . . . . . . . . . . . . . . . . 3-4Doctrine. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Joint Publication 3-07, Stability Operations . . . . . . . . . . . . . . . . . . . . . 3-4Joint Publication 3-08, Interorganizational Coordination During

Joint Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Marine Corps Interim Publication 3-33.02, Maritime Stability

Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Marine Corps Warfighting Publication 3-33.1, Marine Air-Ground

Task Force Civil-Military Operations . . . . . . . . . . . . . . . . . . . . . 3-5Marine Corps Warfighting Publication 3-33.5, Insurgencies and

Countering Insurgencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Intelink . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Joint Interagency Coordination Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Planning Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Department of State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6United States Agency for International Development . . . . . . . . . . . . . 3-7

Diplomacy, Development, and Defense . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Appendices

A Nongovernmental Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1B Intergovernmental Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1C Department of State Organizational Chart . . . . . . . . . . . . . . . . . . . . . C-1D United States Agency for International Development

Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1E Department of Defense Organizational Chart. . . . . . . . . . . . . . . . . . . E-1F Locations of Marines Within the Interagency. . . . . . . . . . . . . . . . . . . F-1G Marine Attachés and Locations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . G-1H Locations of Interagency Personnel Within the Marine Corps. . . . . . H-1I Locations of Interagency Civilians/Specialists Within

the Marine Corps as of 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I-1

MAGTF Interorganizational Coordination ______________________________________________________________________ v

J Department of State, United States Agency for International Development, and Department of Defense Global Areas of Responsibility Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J-1

K United States Government Departments and Agencies . . . . . . . . . . . K-1L Department of Homeland Security Organizational Chart . . . . . . . . . L-1

Glossary

References and Related Publications

vi ______________________________________________________________________________________________________ MCRP 3-36B


CHAPTER 1OVERVIEW

Purpose

In The United States Marine Corps: America’sExpeditionary Force in Readiness, the Comman-dant of the Marine Corps states that the role of theMarine Corps is to be “responsive and scalable,”teaming “with other Services, interagency partners,and allies.” Forecasts of the future security environ-ment include threats and challenges; the solutionsfor which require a sustainable, integrated, whole-of-government application of national power andinfluence. Collaboration with the Marine Corps’interagency partners, nongovernmental organiza-tions (NGOs) (see app. A), intergovernmental orga-nizations (IGOs) (see app. B), and multinationalpartners before and during a crisis is a critical com-ponent to reduce risk and help ensure the Nation’sstrategic success. Undersecretary of Defense forPolicy, Michèle Flournoy, underscored this needfor collaboration (see Center for Strategic andInternational Studies reference):

We also can’t do this alone. This is an effortthat is going to be important for all of us tobe engaged in. We are going to look forbroad and deep contributions, not onlyacross the U.S. Government, but also fromother sectors, from NGOs, from think tanks,from the private sector and also from ourallies and international partners abroad.

United States law, policy, and the requirements ofongoing operations dictate that Marines integrateinterorganizational capabilities into both Service-led operations and operations in support of anotherService, partner, or ally. Effective integration re-quires an understanding of the authorities availableto a Marine air-ground task force (MAGTF) and itspartners, as well as their application in a complexoperational environment. Some examples include

crisis response, humanitarian assistance, anddisaster relief; stability operations; and support ofcivil authority, governance, and rule of law.Marines must understand issues and responsibilitiesbeyond the traditional role mandated in US Code,Title 10, Armed Forces. Marines must also un-derstand the capabilities and limitations of part-nering organizations, and coordinate with themfrom the early planning phase through enablingcivil authority (phase V operations).

Policy

In 2010, the Commandant of the Marine Corpsdirected improvement in Marine Corps inter-agency interoperability. It was an effort thatyielded the United States Marine Corps Inter-agency Integration Strategy—which becameAnnex V to the Marine Corps Service CampaignPlan—and involved both policy and capabilitydevelopment products and articulates this mission:

The Marine Corps will strengthen integra-tion with select interagency organizations inorder to effectively plan and execute opera-tions across the range of military operations,both for current operations and to postureMarine Corps forces to remain the Nation’spremier expeditionary force in readiness.

Range of Military Operations

The United States employs its military capa-bilities at home and abroad through a variety ofoperations in support of its national securitygoals. Operations vary in size, purpose, andintensity and include military engagement,

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security cooperation, deterrence activities, crisisresponse and limited contingency, counter-insurgency, small wars, and, if necessary, con-ventional operations and campaigns.

Moreover, the range of military operations isexpanding, most recently to include a range oftasks associated with stability operations. As aresult, members of the Armed Forces of theUnited States are increasingly deployed into com-plex and volatile situations where the separationbetween the warfighting and peace support isunclear. The requirement for pre-conflict andpost-conflict stabilization has become central,such as the conflicts in Iraq and Afghanistan.Since a significant overlap of work by theDepartment of State (DOS) (see app. C), theUnited States Agency for International Develop-ment (USAID) (see app. D), the Department ofDefense (DOD) (see app. E), as well as a host ofother organizational entities is involved, a wellcoordinated and joint approach is essential. Inrecent years, the United States has frequentlyoperated in coalitions with allies and internationalorganizations when a common understanding ofmethods and desired outcomes becomes evenmore important.

Unified Action and Unity of Effort

As discussed in Joint Publication (JP) 1, JointDoctrine for the Armed Forces of the UnitedStates, unified action is the synchronization,coordination, and/or integration of the activitiesof governmental and nongovernmental entitieswith military operations to achieve unity ofeffort. Unity of effort, JP 1 further defines, iscoordination and cooperation toward commonobjectives, even if the participants are not neces-sarily part of the same command or organiza-tion, which is the product of successful unifiedaction. Marines and civilians from the inter-agency have historically executed tours and fel-lowships with organizations outside their parentorganization (see apps. F, G, H, and I). Marines

conducting complex operations in the future secu-rity environment will continue to pursue unity ofeffort to achieve unified action objectives.

Achieving effective interorganizational com-mand and control in the military sense is ex-tremely challenging because of the number ofinterorganizational entities participating as part-ners in the operating environment. Command andcontrol is further complicated because many ofthese partners are not under the military chain ofcommand. Other constructs for managing andinfluencing military and interorganizational part-nered operations are required to achieve unifiedaction and unity of effort.

Military forces organize to achieve unity of com-mand, a central principal of joint operations.Achieving unity of command is possible as allmilitary forces work in a hierarchy in which oneperson is in charge of the overall military opera-tion. Unity of effort requires dedication to estab-lish personal relationships among militarycommanders, subordinates, and interorganiza-tional counterparts. Commanders must under-stand the differing perspectives of organizationsoutside the DOD (see app. J for an example).

Comprehensive Approach

The comprehensive approach is a concept associ-ated with civil-military cooperation that originatedwith the British Ministry of Defense and has beenadopted by the European Union and the NorthAtlantic Treaty Organization (NATO) as its newstrategic concept. It seeks to stimulate a coopera-tive culture within a collaborative environment,while facilitating a shared understanding of thesituation. In its simplest form, a comprehensiveapproach should invigorate existing processes andstrengthen interorganizational relationships. Thisapproach should forward the respective goals ofall parties, ensuring stakeholders do not negate orcontradict the efforts of others.

MAGTF Interorganizational Coordination _____________________________________________________________________ 1-3

Unified action is the DOD doctrinal term that rep-resents a comprehensive approach. It begins withnational strategic direction from the President andincludes a wide scope of actions including interor-ganizational coordination techniques, informationsharing, collaborative planning, and the synchro-nization of military operations with the activitiesof all the civilian stakeholders. Interorganiza-tional coordination depends on a spirit of coopera-tion, while military efforts depend on commandand control and doctrine. However, some of thetechniques, procedures, and systems of militarycommand and control can facilitate unified actionwhen adjusted to the dynamics of interorganiza-tional coordination and different organizationalcultures. Marine leaders should work with civil-ian stakeholders with skill, tact, and persistence.Unified action is promoted through close, continu-ous coordination and cooperation, which are nec-essary to overcome confusion over objectives,inadequate structure or procedures, and bureau-cratic and personnel limitations.

Achieving unity of effort requires the applicationof a comprehensive approach that includes coordi-nation, consensus building, cooperation, collabo-ra t ion , compromise , consu l ta t ion , anddeconfliction among all the stakeholders toward anobjective. An inclusive approach of workingclosely with stakeholders is often more appropri-ate than a military, C2 focused approach. Takingan authoritative, military approach may be coun-terproductive to effective interorganizational rela-tionships, impede unified action, and compromisemission accomplishment. Gaining unity of effort isnever settled and permanent; it takes constanteffort to sustain interorganizational relationships.

Whole of Government Approach

The 2010 National Security Strategy calls forintegrated government participation to bestensure national security. One of its overarchinggoals is to ensure that diplomacy, development,

and defense are not considered separate entities—either in substance or process. Rather, diplo-macy, development, and defense goals must beintegrated to pursue national security objectives.The whole of government approach is based onthe following ideals:

Common understanding of the situation. Common vision or goals for the mission. Coordination of efforts to ensure continued

coherency. Common measures of progress and ability to

change courses, if necessary. Interagency integrated decisionmaking. Engagement with the host nation and other

joint, interagency, intergovernmental, and mul-tinational partners.

The DOS is charged with leading the whole-of-government approach to developmental and dip-lomatic efforts in foreign countries. The DOSleads and coordinates US interagency participa-tion that includes not only the United States, butalso the host nation, other nations, IGOs, cooper-ating NGOs, and other participants. In mostcases, primary coordination occurs with the coun-try team. The Marine component provides inputsto a geographic combatant commander (GCC)who, in turn, formulates his theater support cam-paign plans with the country teams in his combat-an t command . (See app . K fo r a l i s t o fdepartments and agencies that could operate inthe same region as the MAGTF and require coor-dination or interaction with the commander andhis staff.)

The Joint Force Commander

Regardless of whether the operation is domes-tic or foreign, the US military conducts jointoperations commanded by a joint force com-mander (JFC). A JFC may be a combatant com-mander, subordinate unified commander, or joint

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task force (JTF) commander authorized to exercisecombatant command (command authority) oroperational control over a joint force. DuringPhase 0, which is to shape the environment, GCCsconduct operations through their Service compo-nents. In other situations requiring the use of mili-tary force, GCCs create JTFs, which provide air,ground, and naval forces to the JTF commander.Most JTF commanders organize by function withair, ground, and naval components. See JP 1 foradditional information on unified action.

The Marine Air-Ground Task Force Commander

The MAGTF commander and his staff haveexpanded responsibilities when their operationsoccur alongside other organizational actors, espe-cially in the area of problem understanding andoperational deconfliction. These expanded respon-sibilities place increased demands on commandersand staffs at all levels that hold rigidly to militaryprinciples of chain of command and doctrine.Working with interorganizational partners requiresnegotiation skills, compromise, and patience.

Commanders and staff officers interact with alarger number of personnel who are not under theformal military chain of command. Marines mustunderstand the roles and responsibilities of thesenew partners and work with them to ensure acommon approach to problem framing and prob-lem solving is developed.

Civil-Military Operations

At the strategic, operational, and tactical levels,civil-military operations (CMO) are the primarymilitary activities required to coordinate militaryand nonmilitary instruments of national poweranytime civilians are involved or present in a con-flict across the range of military operations. Asmilitary operations are derived from and dependupon national and international diplomacy, countryplans for development, and strategic defense con-siderations, there are new and greater demands oncivil-military planning and implementation capa-bilities within the operating forces.

Civil-military operations are the activities of acommander performed by designated civil affairsor other military forces that establish, maintain,influence, or exploit relations between militaryforces, governmental and nongovernmental civil-ian organizations and authorities, and the civilianpopulace in a friendly, neutral, or hostile opera-tional area. Such activities facilitate militaryoperations and consolidate and achieve opera-tional US objectives. Civil-military operationsmay include military forces conducting activitiesand functions that are normally the responsibilityof the local, regional, or national government.These activities may occur prior to, during, orsubsequent to other military actions. They mayalso occur, if directed, in the absence of othermilitary operations. Civil-military operations maybe performed by designated civil affairs forces,by other military forces, or by a combination ofcivil affairs and other forces. See JP 3-57, Civil-Military Operations, for additional information.

CHAPTER 2INTERORGANIZATIONAL PLANNING CONSIDERATIONS

Domestic Considerations

The Department of Homeland Security (DHS)(see app. L) leads the unified national effort tosecure America by preventing and deterring ter-rorist attacks and protecting against and respond-ing to threats and hazards to the Nation. Withinthe DOD, the Secretary of Defense (SecDef) hasoverall authority for DOD and is the President’sprincipal advisor on military matters concerninghomeland defense and defense support of civilauthorities (DSCA). The Assistant Secretary ofDefense for Homeland Defense and US SecurityAffairs within the Office of the Under Secretaryof Defense for Policy provides the overall direc-tion and supervision for policy, program plan-ning and execution, and allocation of DODresources for homeland defense and DSCA.

Homeland Security Council

The Homeland Security Council is made up of thePresident, Vice President, Secretary of HomelandSecurity, Attorney General, SecDef, and such otherindividuals as may be designated by the President.For the purpose of more effectively coordinatingthe policies and functions of the United StatesGovernment (USG) relating to homeland security,the Homeland Security Council—

Assesses the objectives, commitments, andrisks of the United States in the interest ofhomeland security and makes resulting recom-mendations to the President.

Oversees and reviews homeland security poli-cies of the USG and makes resulting recom-mendations to the President.

Performs such other functions as the Presidentmay direct.

Geographic Combatant Commanders and Chairman of the Joint Chiefs of Staff

The two GCCs with major homeland defense andDSCA missions are US Northern Command andUS Pacific Command, as their areas of responsi-bility include the United States and its territories.The Chairman of the Joint Chiefs of Staff (CJCS)has numerous responsibilities relating to home-land defense and homeland security, whichinclude the following:

Advising the President and SecDef on opera-tional policies, responsibilities, and programs.

Assisting the SecDef with implementing oper-ational responses to threats or acts of terrorism.

Translating SecDef guidance into operationorders to provide assistance to the primaryagency.

The CJCS ensures that homeland defense andDSCA plans and operations are compatible withother military plans. Military operations insidethe United States and its territories, though lim-ited in some respects, fall into two missionareas—homeland defense and DSCA.

Homeland Defense

Homeland defense is the protection of UnitedStates sovereignty, territory, domestic population,and critical defense infrastructure against externalthreats and aggression or other threats as directedby the President. The Department of Defenseserves as the lead federal agency, and militaryforces are used to conduct military operations indefense of the homeland.

Defense Support of Civil Authorities

The DOD serves in a supporting role to otherUSG agencies by providing DSCA at the federal,

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state, tribal, and local levels. Every year, citizensof the United States, in all regions of the Nation,are threatened with loss of life and property as theresult of natural disasters. In a period of onlyeight years, between 2000 and 2008, naturaldisasters of considerable severity resulted in 426Presidential Disaster Declarations, an average offour per month.

National Guard units, under the control of theirrespective state governors, have traditionallybeen the primary military responders to domesticnatural disasters and other such emergencies.Federal forces are generally called upon onlyafter state resources are exhausted or over-whelmed, or a specific capability is otherwiseunavailable and federal assistance has beenrequested by the governor.

Defense support of civil authorities is defined inboth DOD Directive 5111.13, Assistant Secre-tary of Defense for Homeland Defense and Amer-icas’ Security Affairs (ASD[HD&ASA]), andDOD Directive 3025.18, Defense Support of CivilAuthorities (DSCA). Department of DefenseDirective 3025.18 defines DSCA as:

Support provided by U.S. Federal militaryforces, DoD civilians, DoD contract person-nel, DoD Component assets, and NationalGuard forces…when the Secretary ofDefense, in coordination with the Gover-nors of the affected States, elects andrequests to use those forces…in response torequests for assistance from civil authoritiesfor domestic emergencies, law enforcementsupport, and other domestic activities, orfrom qualifying entities for special events.

Due to readiness requirements, military personnelare capable of rapid response to a variety of emer-gencies. Because military personnel and their asso-ciated equipment can often be effectivelyemployed in DSCA operations, civil authoritiescontinue to call upon the military for assistance.

Emergency preparedness liaison officers (EPLOs)are reserve officers who perform planning andliaison duties between DOD components andUSG agencies. The duties of the EPLO includethe following:

Provide DOD and Service liaisons among USGagencies and organizations and the Services.

Facilitate planning, coordination, and trainingfor military support to civil authorities andnational security emergency preparedness.

Advise USG agencies and organizations onDOD and Service capabilities and resources.

Advocate mutual support required by DOD. On order, augment DOD response to domestic

emergency operations.

United States Marine Corps Forces, North andUnited States Marine Corps Forces, Pacific are theoperational sponsors for the training and deploy-ment of Marine Corps EPLOs in support of DODDSCA operations within their respective areas ofresponsibility. These EPLOs will be assigned bythe regional commander to the staff of a MAGTFduring DSCA operations as subject matter expertsto assist in planning and coordination.

The authorities for provision of DSCA are foundin legal statute, DOD policy, and crisis actionorders. The authorities for DOD components toconduct DSCA operations are found in such doc-uments as DOD Directive 3025.18 and CJCSDSCA exercise orders. Additional guidance forDSCA can be found in such joint publications asJP 3-28, Defense Support of Civil Authorities, aswell as the Graphic Training Aid 90-01-020,DSCA Handbook—Tactical Level Commanderand Staff Toolkit (commonly referred to as theDSCA Handbook). Service directives and doc-trine include Marine Corps Order 3440.7B,Domestic Support Operations; Marine CorpsWarfighting Publication 3-36.2, Multi-ServiceTactics, Techniques, and Procedures for DefenseSupport of Civil Authorities and Integrating withNational Guard Civil Support; and the MarineCorps DSCA execute order.


Federal Emergency Management Agency

Under the direction of the DHS, the Federal Emer-gency Management Agency (FEMA), is the pri-mary agency in the federal response to naturaldisasters. Department of Defense resources, incoordination with FEMA, may be requested toaugment local, state, and federal capabilities inassisting with a state-led response. An exception iswildland firefighting, in which case the NationalInteragency Fire Center is the primary authority.

Foreign Considerations

The foreign considerations in the following sub-paragraphs are taken from information discussedin JP 3-08, Interorganizational CoordinationDuring Joint Operations.

Department of Defense Role in the National Security Council System

The Secretary of Defense is a regular member ofthe National Security Council (NSC) and theNSC Principals Committee. The NSC System isthe channel for the CJCS to discharge substantialstatutory responsibilities as the principal militaryadvisor to the President, SecDef, and the NSC.The CJCS acts as spokesperson for the combat-ant commanders, especially on their operationalrequirements. The CJCS also represents combat-ant command interests in the NSC Systemthrough direct communication with the combat-ant commanders and their staffs. Combatant com-manders and their staffs can coordinate most oftheir standing requirements with the chief of mis-sion (COM) and their joint interagency coordina-tion group (or equivalent organization).

The Country Team

The senior, US bilateral coordinating and super-vising representative body in the foreign country,known as the country team or diplomatic mission,

is established in accordance with the Vienna Con-vention on Diplomatic Relations, on which theUnited States is a signatory. The DOS providesthe core staff of a country team and coordinatesthe participation of representatives of other USGagencies in the country. A country team is led bythe COM, who is usually the ambassador or thechargé d’affaires when no US ambassador isaccredited to the country or the ambassador isabsent from the country. The bilateral COM hasauthority over all USG personnel in country,except for those assigned to a combatant com-mand, a USG multilateral mission, or an interna-tional governmental organization. The COMprovides recommendations and considerations forcrisis action planning directly to the GCC andJTF. While forces in the field under a GCC areexempt from the COM’s statutory authority, theCOM confers with the GCC regularly to coordi-nate US military activities with the foreign pol-icy direction being taken by the USG toward thehost nation.

The country team system provides the founda-tion for rapid interagency consultation and actionon recommendations from the field and effectiveexecution of US programs and policies. Each USmission prepares an annual mission strategicresource plan (MSRP) that sets country-level USforeign policy goals, resource requests, perfor-mance measures, and targets.

Geographic Combatant Commanders

The following geographic combatant commandshave responsibilities beyond the continentalUnited States:

United States Central Command. United States European Command. United States Pacific Command. United States Southern Command. United States Africa Command.

Geographic combatant commands are augmentedby representatives from other USG agencies to

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effectively bring all instruments of nationalpower to theater and to incorporate those instru-ments into regional strategies and into campaignand operation plans.

Authorities

All operations, both foreign and domestic, aregoverned by a set of authorities that generallycover legal and fiscal aspects of operations. EachUSG agency has different authorities, whichgovern the operation of the agency and deter-mine the use of its resources. These authoritiesderive from several sources: the Constitution,their federal charter, presidential directives, con-gressional mandates, and strategic direction. Assuch, some of these authorities are long standingwhile others exist only for the specific opera-tion. It is important that the definition of theseauthorities be clearly understood and docu-mented early in planning.

Other authorities are derived from a variety ofinternational sources, such as the Geneva andHague Conventions, United Nations (UN) resolu-tions, treaties, case law, and customary law.Some authorities, such as the laws of war, comefrom the Geneva and Hague conventions andcover the conduct of armed conflict. The UNcharter provides specific authorities for peace-making and peace enforcement operations, andthe United Nations has an entire convention onthe laws of the sea. Other authorities, such as USCode, Title 18, Crimes and Criminal Procedure,limits military participation domestically.

Note: IGO authorities are based on a formalagreement among member governments;however, NGOs are independent of nationalgovernments and IGOs. Each has a uniqueand individual governance system.

The staff judge advocate and comptroller shouldbe consulted early in the planning to ensure thefull range of legal and fiscal authorities havebeen identified.

Assessment

Assessment is a continuous process that measuresthe overall effectiveness of employing joint forcecapabilities during military operations. (JP 3-0,Joint Operations) It is used to determine prog-ress toward accomplishing a task, creating aneffect, or achieving an objective.

Assessment begins as soon as the force receivesan alert or warning and does not end until afterthe force has ceased operations and left the area.Beginning with an initial assessment, whichserves as the basis, planning develops into anoperational assessment, which determines howwell the plan is being carried out and if objectivesare being met. The assessment is continuallyreviewed and plans may be changed as requiredby the evolving situation.

Assessment is a term that has different meaningswithin USG agencies. The Department ofDefense refers to assessment broadly, encom-passing reporting, monitoring, and evaluationactivities within the broader construct of assess-ment. Other USG agencies, such as DOS andUSAID, view assessment as an analysis based ona snapshot in time that informs strategy/policycreation, planning, and programmatic decisions.Monitoring, or reporting, occurs while a programis in place, measuring visible, quantifiable output/impact on a designated set of indicators. Evalua-tion is the analytic assessment that is informed bythe monitoring analytic phase, which informsadjustments to the program/plan. Efforts must bemade by all parties involved to understand theseimportant nuances of assessment.

Initial Assessment

The purpose of the initial assessment is to under-stand the situation and to determine the nature,scope, and severity of the problem(s) at hand. Thesituation is always more complicated than it seemswhen the military force first becomes involved. Asmuch as possible, the initial assessment should bea collaborative effort of the military force and


partnering organizations, which may be US mili-tary and federal civilian agencies, internationalcivilian and military, as well as host nation civilianand military.

In many cases, such as in disaster relief opera-tions, there may not be enough time to thoroughlyconduct the initial assessment or to work theassessment with partner agencies before plan-ning must quickly transition to execution. Inthese cases, the initial assessment process willhave to continue simultaneously with planningand execution. From this perspective, the initialassessment will continue to inform the planningprocess as new partners join and new develop-ments arise.

Assessment Frameworks

Several assessment frameworks have been devel-oped to assist in assessments. Depending on theirspecific purpose, they can be used as tools todevelop an interagency initial assessment, assessconflicts, or measure progress. One such tool isthe maritime security sector reform (MSSR)guide, which is published by the DOS and usedfor maritime stability operations. The Inter-agency Conflict Assessment Framework (ICAF)is another tool used for initial conflict assess-ments. A listing of useful assessment tools is pro-vided in chapter 3 of this publication.

Transitions

Transition is a passage from one state, change,subject, or place to another. Transitions mayoccur between military forces of the same or ofdifferent countries, between military forces andcivilian agencies, or between civilian agencies.Each distinct type of transition has its own uniquechallenges. It is important to recognize the typeof transition at hand and plan accordingly.

There are two important considerations withregard to transitions. First, as military forces areoften first on the scene with the greatest security

capability, they are often designated as the leadorganization for some initial aspect of the opera-tion. Military forces accept this responsibility andmust plan for an early transition of the lead to themore appropriate organization once the securitysituation is restored. Second is the transfer ofauthority to the host nation as soon as it has therequired capability and capacity.

Transitions must be planned in as much detail aspossible. Consider naval forces engaged in for-eign humanitarian assistance (FHA). The transi-tion challenge revolves around the limitedresources and capabilities of most aid providersand the restrictions on US Code, Title 10 fundingof these nonmilitary functions. In planning thetransitions for FHA, the JFC must coordinateclosely with the country team and GCCs to estab-lish timelines and public information related tothe transition of maritime support to FHA activi-ties. For more information, see JP 3-29, ForeignHumanitarian Assistance.

In some cases a transitional military authority maybe required in ungoverned areas, occupied terri-tory, or an allied or neutral territory liberated fromenemy forces (including insurgent or rebellingforces). (JP 3-07, Stability Operations) A transi-tional military authority is a temporary militarygovernment exercising the functions of civiladministration in the absence of a legitimate civilauthority. It exercises temporary executive, legis-lative, and judicial authority in a foreign territory.The authority to establish military governanceresides with the President; moreover, UnitedStates forces will only assume control prescribedin directives to the joint force commander.

Interorganizational Planning Challenges

Within each organization, differences in organi-zational priorities result in critical differences inplanning. These organizational differences canpose challenges in ensuring the alignment of thevarious plans. The following subparagraphssummarize some of the most common planning

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challenges among the DOS, USAID, and theDOD, but such challenges are applicable acrossall interorganizational partners.

Geographic Focus

While DOD emphasizes regional plans throughthe theater campaign plans of the combatant com-mands, USAID and DOS place a much greateremphasis on country-level planning. This canresult in frustration as GCC planners have diffi-culty identifying DOS and USAID regional prior-ities while, conversely, DOS and USAID havedifficulty understanding DOD’s activities at thecountry level. However, DOD is focusingincreasing attention on country-level planningwhile DOS and USAID are more robustlyaddressing regional approaches. Such changeshave been directed in The Quadrennial Diplo-macy and Development Review (QDDR), Lead-ing Through Civilian Power, which is sponsoredby DOS.

Organizational Understanding

A lack of understanding by counterparts of howeach of the participating organizations are struc-tured and how each approaches its responsibili-t ies can resul t in misunders tandings andcommunication failures. Organizations tend tohave their own unique culture, which influencestheir decisionmaking processes and how they per-ceive and approach problems.

Resources

Whether human, financial, or physical, theresource disparities between participating organi-zations can be substantial. The DOS and USAIDhave far fewer people than DOD does, and theyare, in many cases, deployed at the country level.Nongovernmental organizations and interna-tional governmental organizations are especiallyresource challenged. These resource disparities inquantity and location often pose challengesthroughout the planning, execution, and assess-ment continuum.

Interagency Framework

The USG lacks a comprehensive, multilevel, insti-tutionalized interagency framework under theauthority of the NSC and mandated across alldepartments and agencies for interagency commu-nication and collaboration in planning. Accom-plishment of the mission often relies on a varietyof factors, such as personality, experiences andprejudices of key players, the size of the countryteam, and seniority of its key members. For DOS,USAID, and DOD, this means that interagencycommunication and coordination may have anuneven character from one situation to anotherand may often appear uncoordinated.

Timelines

Alignment of various planning processes relies,to a degree, on plans being developed in concert.In many circumstances, planning cycles of differ-ent organizations do not align or the plans them-selves may have differing periodicity. Some aretied closely to the annual federal budget cycle,while others are independent of it (e.g., strategicend states can take a decade or more to achieve).Generally, military planners are focused on short-term goals while USG agencies are looking morelong term—out five to ten years.

Terminology

Among diplomacy, development, and defensecommunities, there are frequently important dif-ferences in the way that basic terms are used withregard to planning. For example, one agency’sstrategy is another agency’s plan, or one agency’sgoal is another agency’s intermediate objective.

Information Sharing

Classification levels often limit information shar-ing. Often, civilian partners do not possess therequired security clearances, so local work-arounds, such as removing the source of the infor-mation, are developed to share this information.


Communication

There are two dimensions of communication thatpresent challenges—one is human and the otheris technical. Each of the partnering organizationscommunicates in different ways and with differ-ent audiences (e.g., within its organization; withother USG departments and agencies; with Con-gress; with its counterpart organizations in alliedand friendly nations; and with other audiences,including the populace of the nations in which itis operating). Counterpart organizations must beaware of the different messages that are devel-oped and broadcast by their partner organizationsas part of the programs, activities, and operationsbeing planned. This human factor cannot beignored; moreover, consistency and clarity arekeys to successful engagement with interagencyand international partners.

Another basic difficulty faced by individualsattempting to work with interagency or otherpartnering organizations is the lack of interopera-bility between the basic technical communica-tion systems. Each of the partnering organizationshandle classified documents in accordance withthe rules established within their organizationalenvironments. While DOS and USAID personnelare able to access a classified network that cancommunicate with DOD’s SIPRNET [SecureInternet Protocol Router Network] for classifiedcommunications, much more of their work isaccomplished on unclassified systems. Otherpartnering organizations have different proce-dures. Though there has been increased opennessand inclusiveness in DOD planning activities,many DOD plans remain closely held and classi-fied to ensure potential and future military opera-tions are not compromised. Alternatively, DOSand USAID plans are usually unclassified or“sensitive but unclassified” and are more broadlyavailable. Thus, at times, the differing systemscan complicate interagency and interorganiza-tional communications.

Because planning is fundamentally a “people”process, the ability of people to successfully

interact across agency boundaries is critical to theprocess. Individual and organizational personali-ties, communications skills, training and educa-t ion, and diplomat ic ab i l i t ies can play asignificant role in the ability to work together.Individuals naturally reflect their own organiza-tional bias and culture, particularly as the partici-pating organizations attempt to promote andadvance those programs and plans they believe tobe of greatest value to their respective organiza-tions and the Nation. In order to plan and imple-ment effectively, it is incumbent on planners ineach of the participating organizations to come toknow and understand their counterparts and howtheir organizations work.

Mission Essential Tasks Requiring Interorganizational Coordination

Marine Corps Warfighting Publication 3-33.1,Marine Air-Ground Task Force Civil-MilitaryOperations, identifies a core set of mission-essen-tial tasks that Marine Corps forces must be capableof planning, supporting, executing, and transition-ing through, with, or by outside factors to mitigateor defeat challenges to stability. The followingtasks involve interorganizational coordination:

Facilitate populace and resources control(PRC).

Facilitate FHA. Facilitate nation assistance. Manage civil information. Facilitate support to civil administration.

Populace and Resources Control

The core task of PRC assists host nation govern-ments or de facto authorities in retaining controlover their population centers, precluding compli-cations that may hinder mission accomplishment.Control measures used in PRC are intended toidentify, reduce, relocate, or assess populationresources that may impede or otherwise threatensuccess. These control measures may be applied

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across the range of military operations in everyphase of a joint operation. For details of PRC tac-tics, techniques, and procedures, refer to MarineCorps Reference Publication (MCRP) 3-33.1A,Civil Affairs Tactics, Techniques, and Procedures.

Populace control provides for security of the pop-ulation, mobilization of human resources, denialof personnel availability to threat forces, anddetection and reduced effectiveness of enemyagents. Populace control measures also includecurfews, movement restrictions, travel permits,identification and registration cards, and volun-tary resettlement. These types of activities requirea high degree of planning and coordinationamong various military and nonmilitary agenciesand organizations.

Resources control regulates the movement orconsumption of material resources, mobilizesmaterial resources, and denies material to oppo-sition groups. Resources control measuresinclude licensing regulations or guidelines,checkpoints, ration controls, amnesty programs,and facilities inspections.

Foreign Humanitarian Assistance

The core task of FHA consists of DOD activities,normally in support of USAID or the DOS, con-ducted outside the United States, its territories,and its possessions to relieve or reduce humansuffering, disease, hunger, or privation. The leadUSG agency that coordinates disaster response isthe Office of United States Foreign DisasterAssistance (resident within USAID), not its par-ent agency DOS. The Office of United StatesForeign Disaster Assistance will request DODsupport, which could, for example, be in the formof Marine Corps logistical support. It is, however,the ambassador (or COM designee) or AssistantSecretary of State who can declare a foreignemergency on behalf of the President of theUnited States, so there is a DOS role in the deci-sionmaking process of declaring an emergency.

Foreign humanitarian assistance is limited inscope and duration. The humanitarian assistanceprovided is designed to supplement or comple-ment the efforts of the host nation civil authori-ties or agencies that have primary responsibilityfor providing assistance. Refer to MCRP 3-33.1Afor additional information on tactics, techniques,and procedures.

Nation Assistance

The core task of nation assistance is the civil ormilitary assistance (other than FHA) rendered to anation by US forces within that nation’s territoryduring peacetime, crises, emergencies, or war,based on agreements mutually concluded betweenthe United States and that nation. These operationssupport a host nation by promoting sustainabledevelopment and growth of responsive institu-tions. The goal of nation assistance is to promotelong-term stability and include such programs assecurity assistance, foreign internal defense, andhumanitarian and civic assistance. All nation assis-tance actions are integrated through the USambassador’s mission strategic plan.

Civil Information Management

Civil information pertains to civil areas, struc-tures, capabilities, organizations, people, andevents within the civil component of the opera-tional environment that can be fused or processedto increase situational awareness and understand-ing. Civil information management is the processwhereby civil information is collected, enteredinto a central database, and then internally fusedwithin the supported unit, higher headquarters,other USG and DOD agencies, NGOs, and inter-national governmental organizations. Civil infor-mation management is designed to ensure timelyavailability of information for analysis and thewidest possible dissemination of the raw and ana-lyzed civil information to military and nonmilitarypartners in the operating area.


Support to Civil Administration

Support to civil administration helps continue orstabilize management by a governing body of aforeign nation’s civil structure by assisting anestablished government or by establishing mili-tary authority over an occupied population. Sup-port to civil administration consists of planning,coordinating, advising, or assisting with thoseactivities that reinforce or restore a civil adminis-tration that supports US and multinational objec-tives. Support to civil administration occurs mostoften during stability operations. During counter-insurgency operations, support to civil adminis-tration is often managed as a line of operation,such as civil security, essential services, supportto governance, and support to economic andinfrastructure development.

Interorganizational Planning Considerations

Marine air-ground task force commanders andstaffs must continually consider how to involverelevant government agencies and other nonmili-tary organizations in the planning process. Theymust also integrate and synchronize joint forceactions with the operations of these agencies.

One of the challenges associated with planningwhole of government operations with other USGdepartments and agencies is ensuring consider-ation of a broader and somewhat unfamiliar set ofplanning approaches, organizational timelines,and different notions of mission success. Forexample, many nongovernmental and private vol-unteer organizations have limited budgets withlong-term time horizons and tend to see missionsuccess in what is achievable and sustainableover the long term. In addition to real world plan-ning events, interorganizational partners shouldbe included in MAGTF planning through train-ing and exercises. Their involvement can be

arranged through Marine Corps interagency coor-dinators and appropriate Marine Corps staff train-ing organizations.

The following subparagraphs provide importantplanning considerations for the MAGTF and thecomponent commanders across the first three stepsof Marine Corps Planning Process—problemframing, course of action (COA) development,and COA wargaming.

Problem Framing

During the problem framing step of the planningprocess, planners should consider the following:

Establish contact with the JTF commander andother component commanders.

Establish preliminary contact with the countryteam.

Identify all agencies and organizational part-ners and invite them to MAGTF planning ses-sions.

Understand the role each agency and organiza-tional partner plays in the operation and whereto look for this information.

Identify the resources of each participant toincrease collective effort and reduce duplica-tion of effort.

Identify the legal authorities for the operation. Identify the fiscal authorities for the operation. Identify the legal and fiscal authority to con-

duct civic action projects. Determine whether there is a status of forces

agreement in effect. If not, should a status offorces agreement or some other type of interna-tional agreement be negotiated or imple-mented?

Determine whether interpreters are available. Identify constraints imposed by the host

nation. Determine if the operation is domestic support

of civil authorities or a foreign operation andunderstand the USG chain of command.

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Define the types of information that can andcannot be exchanged.

Identify potential obstacles to the collectiveeffort arising from conflicting departmental oragency priorities.

Begin to identify range of funding sourcesavailable.

Examine applicable national and internationalmaritime laws.

Conduct initial assessment. Form an inclusive planning team with wide

representation to ensure linkage among agen-cies and with the host nation. Failure to includepartners early in planning prevents effectivedevelopment of interorganizational teams andinhibits collaborative planning. Collaborationoften results in an us-versus-them mentality,which may negatively impact interorganiza-tional coordination.

Understand the design of the JFC and ensureplanning efforts nest within it.

Establish transition criteria with measures ofeffectiveness and measures of performance.

Support the development of the strategic narra-tive.

Identify civil vulnerabilities, sources of insta-bility, or other critical issues causing or perpet-uating violence.

Review initial assessment. Ensure the analysis carefully considers the

complex set of actors (public, private, mili-tary, and civilian personnel and organizations)with a range of motivations.

Ensure the analysis includes the identificationof transnational entities, such as the Organiza-tion of Petroleum Exporting Countries, theEuropean Union, and the Organization for Eco-nomic Cooperation and Development.

Identify capability shortfalls, such as civilaffairs and engineering.

Identify important culture, religion, tribal, fam-ily, and gender considerations.

Provide sufficient liaison personnel to ensureunity of effort.

Identify any disputed maritime territory.

Course of Action Development

During the COA development step of the planningprocess, planners should consider the following:

Include interorganizational partners. Compromise as necessary with key partners to

achieve unity of effort. Identify short-term actions to help build

momentum within the framework of strategicgoals.

Plan solutions that are implementable by hostnation organizations and sustainable over thelong term.

Consider battlespace options that preservemaritime freedom of action.

Provide for displaced civilian and detaineemanagement.

Provide a platform for special operations forcesafloat forward staging base, as required.

Course of Action Wargaming

During the COA wargaming step of the planningprocess, planners should consider the following:

Include white, green, and red cells during thewargame.

Use existing NGO/IGO assessments and opensource analysis tools.

Ensure lethal effects do not create unmanage-able consequences in subsequent phases.

Ensure COAs include consideration for humanrights traditionally guaranteed by the state orby international organizations empowered todo so.

Ensure communications plan supports unity ofeffort.

Examine plan for intelligence and informationsharing with all partners.

MAGTF Interorganizational Coordination ____________________________________________________________________ 2-11

Identify the logistical requirements (e.g., foodand water, shelter, medical, transport, engineer-ing) that must be provided to the host nationand to other partners.

Assess COA against strategic narrative. Modify COA as needed in order to link to the

strategic narrative.

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CHAPTER 3INTERORGANIZATIONAL

COORDINATION RESOURCES AND ENABLERS

Over the past decade, in response to the chal-lenges of achieving unity of effort, a number ofinitiatives have been undertaken to help advanceinterorganizational coordination. These initia-tives spanned the areas of assessments, doctrine,planning, terminology, integration organizations,and personnel. As Marine Corps Doctrinal Publi-cation 1-2, Campaigning, discusses:

Military strength is only one of severalinstruments of national power, all of whichmust be fully coordinated with one anotherin order to achieve our strategic and opera-tional objectives. Marine leaders must beable to integrate military operations with theother instruments of national power.

This chapter discusses some of the most usefulresources and enablers that have been developedto assist in achieving greater interorganizationalcoordination and, ultimately, unity of effort.

Assessment Models

Various assessment frameworks/models havebeen developed by elements of the interorganiza-tional community to assist in assessing status,evaluating progress, and measuring effectivenessof interorganizational activities in support of arange of domestic and international support activ-ities. A few of these assessment frameworks/models have gained fairly wide acceptance andare discussed in the following subparagraphs.

Interagency Conflict Assessment Framework

The purpose of the ICAF is to develop a com-monly held understanding across relevant USGdepartments and agencies of the dynamics that

drive and mitigate conflict within a country thatinforms US policy and planning decisions. It mayalso include steps to establish a strategic baselineagainst which USG engagement can be evalu-ated. The ICAF is a process and a tool availablefor use by any USG agency to supplement inter-agency planning.

The ICAF draws on existing methodologies forassessing conflict that are currently in use byvarious USG agencies as well as internationalorganizations and NGOs. The ICAF is notintended to duplicate existing independent ana-lytical processes, such as those conducted withinthe intelligence community. Rather, it buildsupon those and other analytical efforts to providea common framework through which USG agen-cies can leverage and share the knowledge fromtheir own assessments to establish a commoninteragency perspective.

The ICAF is distinct from early warning and otherforecasting tools that identify countries at risk ofinstability or collapse and describe conditions thatlead to outbreaks of instability or violent conflict.The ICAF builds upon this forecasting by assist-ing an interagency team in understanding whysuch conditions may exist and how to best engageto transform them. To do so, the ICAF draws onsocial science expertise to lay out a process bywhich an interagency team will identify societaland situational dynamics that are shown toincrease or decrease the likelihood of violent con-flict. In addition, an ICAF analysis provides ashared, strategic snapshot of the conflict againstwhich future progress can be measured.

An ICAF analysis should be part of the first stepin the process of planning for conflict. It should

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inform the establishment of USG goals, design orreshaping of activities, implementation or revi-sion of programs, or allocation of resources. Theinteragency planning process within which anICAF analysis is performed determines who initi-ates and participates in an ICAF analysis, thetime and place for conducting it, the type of prod-uct needed and how the product will be used, andthe level of classification required.

Final reports from field-based applications of theICAF are available on the DOS Bureau of Con-flict and Stabilization Operations Resources Webpage at http://www.state.gov/j/cso/resources/.

Stability Assessment Framework

The Stability Assessment Framework (SAF)methodology is an analytical, planning, and pro-gramming tool designed to support the civilaffairs methodology and nonlethal targetingapproaches during MAGTF operations. The SAFmethodology helps Marine and civilian practitio-ners identify sources of instability and stability,design programs or activities that address thosesources, and measure the effect of those programsor activities in fostering stability.

The SAF methodology is a holistic analytical,programming, and assessment tool that reflectslessons learned and best practices by focusing onunderstanding and integrating multiple perspec-tives into planning and assessment. The SAFmethodology has four basic components, nestedwithin both the civil affairs methodology and theMarine Corps Planning Process. These compo-nents (civil preparation of the battlespace, analy-sis, design and monitoring, and evaluation)complement and enhance existing planning andexecution processes used during civil affairsoperations. To the maximum extent possible, allrelevant actors and organizations in the bat-tlespace should be encouraged to participate inthe SAF process to create comprehensive effortswhile conducting stability operations.

Interagency Security Sector Assessment Framework

Published by USAID but recognized as guidancefor the USG, the Interagency Security SectorAssessment Framework (ISSAF) provides a 10-step framework for security sector analysis.Because detailed assessments of a host nation’ssecurity, rule of law, and justice sectors are criti-cal to understand and strengthen partner securitysector capacity, the ISSAF is increasingly in use.The ISSAF is accessible at http://www.state.gov/documents/organization/115810.pdf.

Maritime Security Sector Reform Guide

The MSSR guide is an analytical tool designed tomap and assess the maritime sector, to assessexisting maritime security sector capabilities andgaps, and to enable coordination and collabora-tion that would improve maritime safety andsecurity. It can be used to support a full-scalemaritime sector assessment, to obtain a snapshotof one or more aspects of a country’s maritimesector, or to facilitate discussion among nationalactors with maritime responsibilities. The guide isdesigned to be used in conjunction with othertools, particularly when a more in-depth treatmentof a function or capability may be warranted.

The MSSR guide may be used by a wide range ofmaritime stakeholders. It is based on standardsand best practices from a variety of sources anddoes not embody the practice or standards of anyparticular country or group of countries. UnitedStates Government agencies, however, may wishto consult with the DOS, DOD, DHS, Depart-ment of Justice (DOJ), Department of Transporta-tion, and USAID when considering programsbased on an MSSR assessment.

Progress in Conflict Environments

Measuring progress in conflict is a challengingand difficult endeavor. In 2006 and 2007, a seniorUSG steering committee provided oversight tohundreds of academics, government officials,


NGO representatives, and other experts and practi-tioners gathered in working sessions and seminarsto develop a set of useful metrics for assessingprogress in conflict environments. MeasuringProgress in Conflict Environments (MPICE)—AMetrics Framework consists of a hierarchical met-rics system of outcome-based goals, indicators,and measures. Once collected, the measures canbe aggregated to provide indications of trendstoward the achievement of stabilization goals overtime. These metrics assist in formulating policyand implementing operational and strategic plansto transform conflict and bring stability to war-torn societies. These metrics provide a baselineoperational- and strategic-level assessment toolfor policymakers to diagnose potential obstaclesto stabilization prior to an intervention. The met-rics also provide an instrument for practitioners totrack progress from the point of interventionthrough stabilization and development and, ulti-mately, to a self-sustaining peace. This metricssystem is designed to identify potential sources ofcontinuing violent conflict and instability and togauge the capacity of indigenous institutions toovercome them. The intention is to enable policy-makers to establish realistic goals, bring ade-quate resources and authorities to bear, focustheir efforts strategically, and enhance prospectsfor attaining an enduring peace.

Other Models

Other assessment models have been developedand used by various organizations: some based insystems design and others based in civil engineer-ing or conflict simulation study. Four additionalassessment models follow:

ADDIE: analysis, design, development, imple-mentation, and evaluation (Instructional Sys-tems Development process model).

ASCOPE: area, structures, capabilities, organi-zations, people, and events (characteristics ofcivil considerations during a military campaign).

DIME: diplomatic, informational, military,and/or economic elements of national power.

PMESII: political, military, economic, social,infrastructure, and information are elements insystem of systems thinking. The PMESIImodel describes the foundation and features ofan enemy (or ally) state and can help determinethe state’s strengths and weaknesses and helpestimate the effects various actions will haveon states across these areas.

Civil Affairs Structure

I, II, and III Marine Expeditionary Force (MEF)each contain an active duty civil affairs detach-ment of approximately 50 Marines. These civilaffairs detachments work for the MEF operationsofficer within the MEF command element. Thesepersonnel conduct civil affairs tasks in support ofa MEF CMO mission.

Currently, there are four Reserve Componentcivil affairs groups (CAG) (1st, 2d, 3d, and 4th)that provide additional civil affairs capacity andcapability to MAGTFs. Civil affairs groups ful-fill similar roles as the active component civilaffairs detachments; however, the CAG is a morerobust organization. The CAG is commanded bya colonel, is associated with operational plans,and will be employed either when the active com-ponent civil affairs community cannot fulfill thecivil affairs operational requirement or whenexperience is required. The CAG is structured tooperate as a subordinate command of UnitedStates Marine Corps Forces, Reserve and willfunction either as an integral unit within aMAGTF, as part of the MAGTF command ele-ment (providing staff support to the S-9/G-9), oras a unit in support of the MEF ground combatelement or logistics combat element.

Civil-Military Operations Center

The MAGTF may establish a task-organizedcivil-military operations center (CMOC) to assist

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in coordinating activities of engaged militaryforces with other USG agencies, NGOs, IGOs,local governmental leaders, or the civilian popu-lation. Each MAGTF may establish more thanone CMOC. There is no established structure andno two CMOCs are identical. This CMOC philos-ophy differs from that employed by the Army,which has CMOCs of various sizes embeddedwithin their tables of organization.

External organizations cannot be compelled touse the CMOC, so the CMOC must be viewed asvalue-added—something that serves a useful pur-pose in order to encourage external agency andorganization participation. Thus, each CMOCshould be organized to promote informationexchange between participating organizations andagencies, including those that otherwise will nothave a mechanism for coordination and coopera-tion. A CMOC must be culturally sensitive, hostnation language capable, and able to provide asecure environment for all participants.

Defense Support to Civil Authorities Handbook

Endorsed by the Marine Corps, the DSCA Hand-book is an important resource for Marine Corpstactical commanders who may be called upon tosupport USG civil authorities in an all-hazardsenvironment. It will help them understand andrespect the needs, capabilities, jurisdictions, andauthorities of local, state, federal, and tribal par-ticipants in a unified, all-discipline, all-hazardsresponse to a domestic incident. Such assistancewill most effectively coordinate the contributionsof participants to supported civil authorities. It isimportant to note that DSCA activities areapplied in the continental United States. Stabilityoperations are inherently actions taken outsidethe continental United States.

Doctrine

Doctrinal publications that have useful discus-sions about interorganizational coordination havebeen developed or revised over the past decade.Listed in the following subparagraphs are five ofthe most useful.

Joint Publication 3-07, Stability Operations

This publication provides doctrine for the con-duct of stability operations during joint opera-tions within the broader context of USG efforts. Itprovides guidance for operating across the rangeof military operations to support USG agencies,foreign governments, and IGOs. It also discussesleading such missions, tasks, and activities until itis feasible to transfer lead responsibility.

Joint Publication 3-08, Interorganizational Coordination During Joint Operations

This publication provides joint doctrine for thecoordination of military operations with USGagencies; state, local, and tribal governments;IGOs; NGOs; and the private sector.

Marine Corps Interim Publication 3-33.02, Maritime Stability Operations

This is the first publication that addresses the uniquechallenges of conducting stability operations in themaritime domain. It is a companion publication toJP 3-07 and Army Field Manual 3-07, Stability.The purpose of Marine Corps Interim Publica-tion 3-33.02, Maritime Stability Operations, isto highlight the unique aspects of stability opera-tions in the maritime domain that must be addressedby the JFC and his planning staff. Additionally, thispublication seeks to educate the broader elements ofthe joint force and the interagency on the role of the


maritime Services in whole of government solu-tions to stability operations.

Marine Corps Warfighting Publication 3-33.1, Marine Air-Ground Task Force Civil-Military Operations

This publication is designed to assist Marines,whether serving in a CMO billet or in othercapacities, to incorporate CMO across the rangeof military operations throughout each phase ofan operation or campaign. This publication pro-vides a doctrinal foundation for MAGTF CMOand serves as a guide for the commander and hisstaff, as well as for active duty and Reserve Com-ponent civil affairs units. It is the result of cur-rent lessons learned, after action reports, andsubject matter expert collaboration of the jointServices and select government agencies.

Marine Corps Warfighting Publication 3-33.5, Insurgencies and Countering Insurgencies

This publication establishes fundamental princi-ples for military operations in a counterinsur-gency environment. It is based on lessons learnedfrom previous counterinsurgencies and contem-porary operations. It is also based on existingdoctrine and doctrine recently developed.

The primary audience for this publication is lead-ers and planners at the battalion level and above.This publication applies to the Marine Corps,Marine Corps Reserve, Army, Army NationalGuard, and Army Reserve.

Intelink

Intelink is a group of secure Intranets used by theUS intelligence community. The first Intelinknetwork was established in 1994 to take advan-tage of Internet capabilities and services to pro-mote intelligence dissemination and business

workflow. Since then, it has become an essentialcapability for the US intelligence community andits partners to share information, collaborateacross agencies, and conduct business. Intelinkrefers to the Web environment on protected topsecret, secret, and unclassified networks. One ofthe key features of Intelink is “Intellipedia,” anonline system for collaborative data sharingbased on MediaWiki. Intelink uses WordPress asthe basis of its blogging service.

Joint Interagency Coordination Group

In response to terrorist attacks and the need forgreater coordination and integrated operations withmission partners, DOD approved the concept ofjoint interagency coordination groups (JIACGs) toimprove interagency cooperation and operationaleffectiveness for all GCCs, United States JointForces Command, United States TransportationCommand, United States Special Operations Com-mand, and United States Strategic Command. TheJIACG seeks to establish operational connectionsbetween civilian and military departments andagencies to improve planning and coordinationwithin the Government. The JIACG is a multifunc-tional, advisory element that represents the civiliandepartments and agencies and facilitates informa-tion sharing across the interagency community.

The JIACGs are tailored to meet the requirementsand challenges of each combatant commander’sarea of responsibility, and may include represen-tatives from a wide range of interorganizationalentities, such as USG agencies, the intelligencecommunity, and NGOs (e.g., American RedCross). They provide regular, timely, and collab-orative day-to-day working relationships betweencivilian and military operational planners. TheJIACGs support joint planning groups, joint oper-ations groups, interagency coordination groups,and joint support cells. Members participate in

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deliberate, crisis, and transition planning and pro-vide links back to their parent civilian agencies tohelp integrate JTF operations with the efforts ofcivilian USG agencies and departments.

Planning Resources

Planning is perhaps the most important aspect ofeffective interorganizational coordination. MarineCorps Doctrinal Publication 5, Planning, states:

Planning is an essential and significant partof the broader field of command and control.We can even argue that planning constituteshalf of command and control , whichincludes influencing the conduct of currentevolutions and planning future evolutions.

As a result, the acts of thinking, identifying goals,and developing plans to achieve those goals isviewed as an important aspect of effective inter-organizational coordination and is used to pro-v ide common unde r s t and ing be tweenorganizations that possess and use varying frame-work, processes, and methods.

Though most Marines are familiar with many ofthe operation plans and concept plans developedby DOD, it may be lesser known that each ofthese plans include an Annex V (InteragencyCoordination). The Interagency Coordinationannex helps to develop a shared understanding ofthe situation, common understanding of missionand end states, as well as the capabilities of eachparticipant. Military planners should integrateinterorganizational partners early in the planningprocess in order to achieve the development of afully integrated interorganizational plan.

Within the past decade, there has been anincreased effort on the part of DOS and USAIDto develop plans that can link a whole of govern-ment approach to maximize the use of limitedresources. Most of these plans are not known toDOD personnel and can be useful enablers in the

development of integrated whole of governmentsolutions to a variety of new world challenges.The plans listed in the following subparagraphsare the principal plans developed by two impor-tant organizations—the DOS and USAID.

Department of State

Department of State plans are based on top-downstrategic direction from the National SecurityStrategy and the QDDR, as well as bottom-upinformation from the field. These processes helpto further define priorities and develop plans thatfocus limited resources on achieving those priori-ties. A significant objective of the QDDR is toelevate and improve strategic planning at theDOS. This means that DOS is developing thetools and talent necessary to plan effectively on amultiyear basis and to link department, regional,country, and sector plans using a whole-of-gov-ernment approach to maximize efficiency andreduce duplication. Planning at the DOS regional-level is captured in regional bureau strategicplans, known as Bureau Strategic and ResourcePlans (BSRPs), and at the country-level byMSRPs. These strategic plans, informed by pol-icy priorities, provide guidance for the develop-ment of budgets and, ultimately, for operations.

The Department of State/United States Agency for International Development Joint Strategic Plan

The DOS and USAID are required by the Gov-ernment Performance and Results Act Modern-ization Act of 2010 (Public Law 111-352) toproduce an agency-level strategic plan every fouryears that looks forward no fewer than four years.Since 2004, DOS and USAID have produced aJoint Strategic Plan, the form and content ofwhich is governed by the Office of Managementand Budget. The single, highest-level strategicoutline for DOS and USAID, the Joint StrategicPlan forms the basis for more detailed planningand budgeting on international affairs policies,programs, and resources in the years ahead and


outlines high-level foreign policy goals and strat-egies shared by both organizations.

Bureau Strategic and Resource Plans

The DOS BSRP is the bureau-level (functional,regional, and management), multiyear, forward-looking strategic plan used by the DOS andUSAID that describes those bureaus’ most signif-icant foreign policy and management goals, aswell as the resources required to achieve thosegoals. The BSRP is a performance managementtool that identifies key performance measures ofsuccess, targets, and results. The BSRPs, whichare posted on SIPRNET Intellipedia, are also theprocess for bureaus to identify the highest priorityresources that are needed to achieve their strate-gic goals.

Mission Strategic Resource Plans

The MSRP is a strategy, budget, and performancedocument. Posted on SIPRNET Intellipedia, theMSRP summarizes country-specific foreign pol-icy priorities, provides measures of progresstoward select goals, establishes forward planningperformance targets, reports on results achieved,and identifies DOS and USAID operations andforeign assistance budget requests and staffingrequirements related to the budget cycle. It is pre-pared by the interagency country team using aWeb-based software application, and is the initialstep in establishing an annual planning and budgetformulation process and multiyear forecast forboth DOS operations and foreign assistance.

A to Z List of Country and Other Area

The DOS’ “A to Z List of Country and OtherArea” provides a simple way to look up eachcountry within a given region; gather back-ground data; identify the serving ambassador; andobtain information concerning the mission,embassy, and/or country team. Information canbe found at http://www.state.gov/misc/list/index.htm.

United States Agency for International Development

United States foreign assistance has always hadthe twofold purpose of furthering America’s for-eign policy interests in expanding democracy andfree markets while improving the lives of the citi-zens of the developing world. The USAID hasbeen at the forefront of this effort for fivedecades, with a history that goes back to the Mar-shall Plan reconstruction of Europe after WorldWar II and the Truman Administration’s PointFour Program. In 1961, the Foreign AssistanceAct was signed into law and USAID was createdby executive order (Public Law 87-194).

Country Development Cooperation Strategy

The USAID’s primary country-level multiyearstrategic plan is the Country Development Coop-eration Strategy (CDCS). Each USAID mission,in consultation with the COM (ambassador), thehost country government, other donors (e.g., theUnited Nations and other nations), and local civilsociety stakeholders, submits a draft CDCS to theUSAID regional assistant administrator in Wash-ington, DC for review, discussion, possible revi-sion, and approval. Once approved by the USAIDregional assistant administrator (organizationallyequivalent to an assistant secretary), the CDCS(along with other inputs, such as Congressionalspending parameters, Presidential initiatives, andforeign policy considerations) informs USAID’sannual budget formulation process. Budget lev-els for individual countries and the sectors inwhich each country works (e.g., health, agricul-ture) are set in Washington, DC.

Operational Plans

While USAID seeks to use the CDCS as its pri-mary strategy document, USAID and DOS operat-ing units that implement foreign assistanceactivities must also prepare annual operationalplans. An operational plan is an operating unit’sprogrammatic proposal for the use of new foreign

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assistance resources available to that operatingunit for a given fiscal year. The purpose of theoperational plan is to provide a comprehensivepicture for one year of how DOS and USAID for-eign assistance resources received by a missionwill be used to support US foreign assistanceobjectives. Operational plans describe the tacticsthat an operating unit will employ to maximize theeffectiveness of USG foreign assistance resources.Such plans document the goals and objectives forthe operating unit. These are entered in a database,which rolls-up common indicators across countryprograms and Washington, DC-based implement-ing offices for reporting to Congress.

USAID Primer: What We Do and How We Do It

The USAID Primer: What We Do and How WeDo It is a document prepared primarily foremployees of other federal agencies such as DOSand DOD, partner organizations, congressionalstaff, and new USAID employees to explain theinternal doctrine, strategies, operational proce-dures, structure, and program mechanisms ofUSAID. The primer is available as a pdf file onthe USAID website at http://pdf.usaid.gov/pdf_docs/PDACG100.pdf. Commanders, leaders,

and planners will find the document helpful ineducating Marines on USAID’s mission.

Diplomacy, Development, and Defense

Diplomacy, development, and defense (alsoknown as 3D)—as represented by the DOS,USAID, and DOD—are the three pillars that pro-vide the foundation for promoting and protectingUS national security interests abroad. The 3DPlanning Group was chartered to develop prod-ucts and processes to improve collaboration inplanning among these three organizations. The3D Planning Group developed a reference tooldesigned to help planners understand the purposeof each agency’s plans, the processes that gener-ate them, and, most importantly, to help identifyopportunities for coordination among the three. Itis a first step in building understanding and syn-chronizing plans to improve collaboration, coor-dination and unity of effort to achieve thecoherence needed to preserve and advance USnational interests. More information is availableat http://www.usaid.gov/documents/1866/diplo-macy-development-defense-planning-guide.

APPENDIX ANONGOVERNMENTAL ORGANIZATIONS

Nongovernmental organizations are playing anincreasingly important role in both the domesticand international arenas. Where long-term prob-lems precede a deepening crisis, NGOs are fre-quently on scene before Marines arrive and mayhave a long-term established presence in the cri-sis area. Nongovernmental organizations fre-quently work in areas where Marines conductengagement, security cooperation, and deter-rence activities. They will most likely remainlong after Marines have departed. Nongovern-mental organizationss are independent, diverse,flexible, grassroots-focused organizations thatrange from primary relief and development pro-viders to human rights, civil society, and conflictresolution organizations. There are hundreds ofNGO’s across the globe, the following NGOs arethe most prominent.

International Red Cross and Red Crescent Movement

The red cross and the red crescent are symbolsused by organizations that are part of the Interna-tional Red Cross and Red Crescent Movement;namely, the International Committee of the RedCross (ICRC), the International Federation ofRed Cross and Red Crescent Societies, and morethan 180 national Red Cross or Red CrescentSocieties. In addition, these symbols have a spe-cial meaning derived from the Geneva Conven-tions. An additional symbol, the Red Lion andSun, was used from 1924 to 1980 by Iran. Thenat ional society of Israel—Magen DavidAdom—uses the Red Star of David, its own sym-bol that is not recognized as a protection symbol

by the Geneva Conventions. The Red Crystalsymbol was introduced by adoption of a thirdadditional protocol to the Geneva Conventions onDecember 7, 2005. More information is availableat http://www.redcross.int.

International Committee of the Red Cross

The ICRC is a humanitarian institution based inGeneva, Switzerland, that is neither an IGO noran NGO, but an organization with a hybridnature. States parties (signatories) to the fourGeneva Conventions of 1949 and their additionalprotocols of 1977 and 2005 have given the ICRCa mandate to protect victims of international andinternal armed conflicts. Such victims includewar wounded, prisoners, refugees, civilians, andother noncombatants.

The ICRC is part of the International Red Crossand Red Crescent Movement along with theInternational Federation and more than 180national societies. It is the oldest and most hon-ored organization within the movement and oneof the most widely recognized organizations inthe world. More information is available at https://www.icrc.org/en.

International Federation of Red Cross and Red Crescent Societies

The International Federation of Red Cross andRed Crescent Societies (initially known as theLeague of Red Cross Societies) is a humanitarianinstitution that is part of the International Red

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Cross and Red Crescent Movement along withthe ICRC and the national societies. Founded in1919 and based in Geneva, Switzerland, it coordi-nates activities among the national societies inorder to improve the lives of vulnerable people.On an international level, the federation leads andorganizes, in close cooperation with the nationalsocieties, relief assistance missions that respondto large-scale emergencies. More information isavailable at http://www.ifrc.org.

American Red Cross

The American Red Cross, also known as theAmerican National Red Cross, is a volunteer-led,humanitarian organization that provides emer-gency assistance, disaster relief, and educationinside the United States. It is the designated USaffiliate of the International Federation of RedCross and Red Crescent Societies and is head-quartered in Washington, DC.

Today, in addition to domestic disaster relief,the American Red Cross offers services in fiveother areas:

Community services that help the needy. Communications services and comfort for mil-

itary members and their families. The collection, processing, and distribution of

blood and blood products. Educational programs on preparedness, health,

and safety. International relief and development programs.

The American Red Cross was issued a corporatecharter by the United States Congress under USCode, Title 36, Patriotic and National Obser-vances, Ceremonies, and Organizations. It isgoverned by volunteers and supported by com-munity donations, income from health and safetytraining and products, and income from bloodproducts. More information is available at http://www.redcross.org.

APPENDIX BINTERGOVERNMENTAL ORGANIZATIONS

This appendix includes the descriptions of keyIGOs. An IGO is an organization created by aformal agreement between two or more govern-ments on a global, regional, or functional basis toprotect and promote national interests shared bymember states. (JP 3-08) Military and/or civilianpersonnel from IGOs may be present in regionswhere Marines operate. Marine leaders and plan-ners at all levels must have foundational knowl-edge of IGOs operating in the same region.Examples of some of the more prominent andwell-known IGOs are discussed in this appendix.

North Atlantic Treaty Organization

The North Atlantic Treaty Organization is anintergovernmental military alliance based on theNorth Atlantic Treaty signed on April 4, 1949.The organization constitutes a system of collec-tive defense whereby its member states agree tomutual defense in response to an attack by anyexternal party. The NATO headquarters is inBrussels, Belgium—one of the 28 member statesacross North America and Europe. The newestmembers, Albania and Croatia, joined in April2009. An additional 22 countries participate inNATO’s Partnership for Peace, with 15 othercountries involved in institutionalized dialogueprograms. The combined military spending of allNATO members constitutes more than 70 percentof the world’s defense spending. (StockholmInternational Peace Research Institute)

For its first few years, NATO was not muchmore than a political association; however, theKorean War galvanized the member states, and

an integrated military structure was built upunder the direction of two US supreme com-manders. The course of the Cold War led to arivalry with nations of the Warsaw Pact, whichformed in 1955. Doubts over the strength of therelationship between the European states and theUnited States ebbed and flowed, along withdoubts over the credibility of the NATO defenseagainst a prospective Soviet invasion. Suchdoubts led to the development of the independentFrench nuclear deterrent and the withdrawal ofFrance from NATO’s military structure in 1966.

After the fall of the Berlin Wall in 1989, the orga-nization became drawn into the breakup of Yugo-s l av i a , and conduc t ed i t s f i r s t m i l i t a ryinterventions in Bosnia from 1991 to 1995 andlater in Yugoslavia in 1999. Politically, the orga-nization sought better relations with former ColdWar rivals, which culminated with several for-mer Warsaw Pact states joining the alliance in1999 and 2004. The September 2001 attacks inthe United States signaled the only occasion inNATO’s history that Article 5 of the North Atlan-tic Treaty has been invoked as an attack on allNATO members.

After those attacks, troops were deployed toAfghanistan under the NATO-led InternationalSecurity Assistance Force. The organization con-tinues to operate in a range of roles, includingsending trainers to Iraq, assisting in counterpiracyoperations, and enforcing a no-fly zone over Libyain 2011 in accordance with UN Security CouncilResolution 1973. The less potent Article 4, whichmerely invokes consultation among NATO mem-bers, has been invoked twice—both times by Tur-key—in 2003 over the Second Persian Gulf War

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and in 2012 over the Syrian uprising after thedowning of an unarmed Turkish F-4 reconnais-sance jet.

United Nations

The United Nations is an international organiza-tion founded in 1945 after the Second World Warby 51 countries committed to maintaining interna-tional peace and security; developing friendly rela-tions among nations; and promoting socialprogress, better living standards, and human rights.Due to its unique international character and thepowers vested in its founding charter, the UnitedNations can take action on a wide range of issuesand provide a forum for its 193 member states toexpress their views through such bodies and com-mittees as the General Assembly, the SecurityCouncil, and the Economic and Social Council.

The work of the United Nations reaches everycorner of the globe. Although best known forpeacekeeping, peace building, conflict preven-tion, and humanitarian assistance, there are manyother ways the United Nations and its system,which includes specialized agencies, funds, andprograms, impact lives and make the world a bet-ter place. The organization works on a broadrange of fundamental issues to achieve its goalsand coordinate efforts for a safer world for cur-rent and future generations. Such issues includethe following:

Sustainable development. Environment and refugee protection. Disaster relief. Counterterrorism. Disarmament and nonproliferation. Promotion of democracy, human rights, and

gender equality. Advocation of the advancement of women. Governance. Economic and social development. International health. Clearing landmines. Expanding food production.

The United Nations’ main purpose is as follows:

To keep peace throughout the world. To develop friendly relations among nations. To help nations work together to improve the

lives of poor people. To conquer hunger, disease, and illiteracy. To encourage respect for each other’s rights

and freedoms. To be a center for harmonizing the actions of

nations to achieve these goals.

More information is available at the UN Website: http://www.un.org.

United Nations Cluster Approach

The aim of the cluster approach is to strengthenpartnerships and ensure more predictability andaccountability in international responses tohumanitarian emergencies. This is accomplishedby clarifying the division of labor among organi-zations and better defining their roles and respon-sibilities within the key sectors of the response. Ininternational responses to humanitarian crises,some sectors have in the past benefited from hav-ing clearly mandated lead agencies. Accordingly,the lack of a lead agency has repeatedly led to adhoc, unpredictable humanitarian responses withinevitable capacity and response gaps in someareas. In response to this, the United Nationsintroduced nine thematic clusters for coordinationat both the field and global levels. Each field-level cluster is led by a UN agency that functionsas “provider of last resort” and is accountable tothe UN humanitarian coordinator. Clusters can beactivated in response to sudden and ongoingemergencies. The nine clusters, together withtheir lead agencies follow:

Nutrition (United Nations Children’s Fund[UNICEF]).

Health (World Health Organization [WHO]). Water/sanitation (UNICEF).

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Emergency shelter (United Nations Office of theHigh Commissioner for Refugees [UNHCR]/International Federation of Red Cross and RedCrescent Societies).

Camp coordination/management (UNHCR/International Organization for Migration).

Protection (UNHCR/Office of the High Com-mission for Human Rights/UNICEF).

Early recovery (UN Development Programme). Logistics (World Food Programme). Emergency telecommunications (Office for the

Coordination of Humanitarian Affairs [OCHA]/UNICEF/World Food Programme).

The UN General Assembly established the UNOCHA to assist governments in mobilizing inter-national assistance when the scale of the disasterexceeds the national capacity. The OCHA man-ages a number of tools to facilitate coordinationof multiple actors and resources. In particular, itchairs a forum of the most experienced reliefagencies and prepares common humanitarianaction plans and joint appeals with them.

United Nations Children’s Fund

A UN program headquartered in New York City,New York, UNICEF provides long-term humani-tarian and developmental assistance to childrenand mothers in developing countries. It is one ofthe members of the United Nations DevelopmentGroup and its executive committee.

Created by the UN General Assembly on Decem-ber 11, 1946, UNICEF provided emergency foodand healthcare to children in countries that hadbeen devastated by World War II. In 1954, UNI-CEF became a permanent part of the UN Systemand its name was shortened from the originalUnited Nations International Children’s Emer-gency Fund, but it has continued to be known bythe popular acronym based on its previous name.

The United Nations Children’s Fund relies oncontributions from governments and private

donors. Governments contribute two thirds of theorganization’s resources, while private groupsand some six million individuals contribute therest through the national committees. It is esti-mated that 90 percent of its revenue is distributedto program services. Programs emphasize devel-oping community-level services to promote thehealth and well-being of children. The UnitedNations Children’s Fund was awarded the NobelPeace Prize in 1965 and the Prince of AsturiasAward of Concord in 2006.

Most of UNICEF’s work is in the field, with staffin more than 390 countries and territories. Morethan 200 country offices carry out UNICEF’smission through a program developed with hostgovernments. Seventeen regional offices providetechnical assistance to country offices as needed.

Overall management and administration of theorganization takes place at its headquarters inNew York. The United Nations Children’sFund’s supply division is based in Copenhagen,Denmark, and serves as the primary point of dis-tribution for such essential items as vaccines,antiretroviral medicines for children and motherswith human immunodeficiency virus/acquiredimmunodeficiency syndrome, nutritional supple-ments, emergency shelters, and educational sup-plies. A 36-member executive board establishespolicies, approves programs, and oversees admin-istrative and financial plans. The executive boardis made up of government representatives whoare elected by the UN Economic and SocialCouncil, usually for three-year terms. As an IGO,UNICEF is accountable to sponsoring govern-ments. More information is available on the UNI-CEF Web site: http://www.unicef.org.

United Nations Office for the Coordination of Humanitarian Affairs

The UN OCHA is a UN body formed in December1991 by General Assembly Resolution 46/182,Strengthening of the Coordination of Humanitar-ian Emergency Assistance of the United Nations.

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The resolution was designed to strengthen theUN’s response to complex emergencies and natu-ral disasters by creating the Department of Human-itarian Affairs that replaced the Office of the UNDisaster Relief Coordinator formed in 1972. In1998, due to reorganization, the Department ofHuman Affairs merged into the OCHA and wasdesigned to be the UN focal point on major disas-ters. Its mandate was expanded to also include thecoordination of humanitarian response, policydevelopment, and humanitarian advocacy. TheOCHA is therefore an interagency body, servingUN agencies and NGOs in the humanitariandomain. Its main product is the consolidatedappeals process, an advocacy and planning tool todeliver humanitarian assistance together in a givenemergency. More information is available on theUN OCHA Web site: http://www.unocha.org.

United Nations Food and Agriculture Organization

The Food and Agriculture Organization of theUnited Nations is a specialized agency of theUnited Nations that leads international efforts todefeat hunger. Serving both developed and devel-oping countries, the Food and Agriculture Orga-nization acts as a neutral forum where all nationsmeet as equals to negotiate agreements anddebate policy. The organization helps developingcountries and countries in transition to modern-ize and improve agriculture, forestry and fisheriespractices, ensuring good nutrition and food secu-rity for all. Its Latin motto, fiat panis, translatesinto English as “let there be bread.” More infor-mation is available at http://www.fao.org.

United Nations Office of the High Commissioner for Refugees

The UNHCR, also known as The UN RefugeeAgency, is mandated to protect and support refu-gees at the request of a government or the United

Nations itself and assist in their voluntary repatri-ation, local integration, or resettlement to a thirdcountry. Its headquarters are in Geneva, Switzer-land, and it is a member of the UN DevelopmentGroup. More information is available at http://www.unhcr.org.

United Nations World Food Programme

The World Food Programme is the food assis-tance branch of the United Nations and theworld’s largest humanitarian organizationaddressing hunger worldwide. It provides food toabout 90 million people per year—58 million ofwhom are children. From its headquarters inRome, Italy, and more than 80 country officesaround the world, the World Food Programmeworks to help people who are unable to produceor obtain enough food for themselves and theirfamilies. It is a member of the UN DevelopmentGroup and part of its executive committee. Moreinformation is available at http://www.wfp.org.

United Nations World Health Organization

The WHO is a specialized agency of the UnitedNations that is concerned with international pub-lic health. It was established on April 7, 1948,with headquarters in Geneva, Switzerland, and itis a member of the United Nations DevelopmentGroup. Its predecessor, the Health Organization,was an agency of the League of Nations.

The constitution of the WHO had been signed byall 61 countries of the United Nations by July 22,1946, with the first meeting of the World HealthAssembly finishing on July 24, 1948. It incorpo-rated the Office International d'Hygiène Publiqueand the League of Nations Health Organization.Since its creation, the WHO has been responsiblefor playing a leading role in the eradication ofsmallpox. Its current priorities include communica-ble diseases (particularly, human immunodefi-ciency virus/acquired immunodeficiency syndrome,

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malaria, and tuberculosis), the mitigation of theeffects of noncommunicable diseases, sexual andreproductive health and development, aging, nutri-tion, food security and healthy eating, and sub-stance abuse. These priorities drive the developmentof reporting, publications, and networking. TheWHO is responsible for the World Health Report,a leading international publication on health, theworldwide World Health Survey, and WorldHealth Day. More information is available athttp://www.who.int.

United Nations Development Programme

The United Nations Development Programme(UNDP) is the United Nations’ global develop-ment network. It advocates for change and connectscountries to knowledge, experience, and resources.The UNDP operates in 177 countries, working withnations on their own solutions to global andnational development challenges. As those nationsdevelop local capacity, they draw on the people ofUNDP and its wide range of partners.

The UNDP is an executive board within theUnited Nations General Assembly. The UNDPadministrator is the third highest ranking officialof the United Nations after the secretary-generaland deputy secretary-general.

Headquartered in New York City, New York, theUNDP is funded entirely by voluntary contribu-tions from member nations. The UNDP providesexpert advice, training, and grant support todeveloping countries, with increasing emphasison assistance to the least developed countries. Toencourage global development, UNDP focuses onpoverty reduction, disease, democratic gover-nance, energy and environment, social develop-ment, and crisis prevention and recovery. TheUNDP also encourages the protection of humanrights and the empowerment of women in all ofits programs.

The UNDP Human Development Report Officepublishes an annual Human Development Report

(since 1990) to measure and analyze develop-mental progress. In addition to a global report,UNDP publishes regional, national, and localhuman development reports. More information isavailable at http://www.undp.org.

United Nations Department of Peacekeeping Operations

The UN Department of Peacekeeping Operations ischarged with the planning, preparation, manage-ment, and direction of UN peacekeeping operations.

European Union

The European Union is an economic and politicalentity and confederation of 27 member stateslocated primarily in Europe. The European Uniontraces its origins from the European Coal and SteelCommunity and the European Economic Commu-nity, formed by six countries in 1951 and 1958respectively. In the intervening years, the Euro-pean Union has grown in size by the accession ofnew member states and in power by the addition ofpolicy areas to its remit. The Maastricht Treatyestablished the European Union under its currentname in 1993. The latest amendment to the consti-tutional basis of the European Union, the Treaty ofLisbon, came into force in 2009.

The European Union operates through a systemof supranational independent institutions andintergovernmental negotiated decisions by themember states. Important institutions of the Euro-pean Union include the European Commission,the Council of the European Union, the Euro-pean Council, the Court of Justice of the Euro-pean Union, and the European Central Bank. TheEuropean Parliament is elected every five yearsby European Union citizens.

The European Union has developed a single mar-ket through a standardized system of laws thatapply in all member states. European Union poli-cies aim to ensure the free movement of people,

B-6 ____________________________________________________________________________________________________ MCRP 3-36B

goods, services, and capital; enact legislation injustice and home affairs; and maintain commonpolicies on trade, agriculture, fisheries, andregional development. A monetary union, theEurozone, was established in 1999 and is com-posed of 17 member states. Through the Com-mon Foreign and Security Policy, the EuropeanUnion has developed a limited role in externalrelations and defense with permanent diplomaticmissions having been established around theworld. The European Union is represented at the

United Nations, the World Trade Organization,the Group of Eight, and the Group of Twenty.

Organization of American States

The Organization of American States is aregional international organization, headquarteredin Washington, DC. Its members are the 35 inde-pendent states of the Americas. More informa-tion is available at http://www.oas.org.

APPENDIX CDEPARTMENT OF STATE ORGANIZATIONAL CHART

C-2 ____________________________________________________________________________________________________ MCRP 3-36B

Secretary of State

African Affairs

Near Eastern Affairs

CounterterrorismEnergy Resources

United StatesAgency for

InternationalDevelopment

United StatesMission to the

United Nations Counselor Chief of Staff

Under Secretary forPolitical Affairs

Deputy Secretary of State

Deputy Secretary of State

Office ofUS ForeignAssistance

ExecutiveSecretariat

European &Eurasian Affairs

East Asian &Pacific Affairs

South & CentralAsian Affairs

WesternHemisphere

Affairs

InternationalOrganizations

Under Secretary forEconomic Growth,

Energy &Environment

Economic &Business Affairs

Oceans &International

Environmental &Scientific Affairs

Office of theChief Economist

Political-MilitaryAffairs

InternationalSecurity &

Nonproliferation

Arms Control, Verification,

& Compliance

Under Secretary for Arms Control &International

Security Affairs

Public Affairs

International InformationPrograms

Education &Cultural Affairs

Under Secretary for Public Diplomacy& Public Affairs

Administration

Diplomatic Security& Foreign Missions

Under Secretary forManagement

Budget & Planning

Consular Affairs

Foreign ServiceInstitute

Comptroller, GlobalFinancial Services

Under Secretaryfor Civilian Security,

Democracy & Human Rights

Conflict &StabilizationOperations

Democracy, Human Rights,

& Labor

International Narcotics &

Law Enforcement

Population,Refugees

& Migration

Office to Monitor & Combat Trafficking

in Persons

Office of GlobalCriminal Justice

Intelligence& Research

Office of theLegal Adviser

Office ofPolicy Planning

Office ofCivil Rights

Special Envoy& Special

Representatives

Human Resources

InformationResource

Management

Office of MedicalServices

Overseas BuildingsOperations

Office ofManagement

Policy, Rightsizing & Innovation

Legislative AffairsOffice of theGlobal AIDSCoordinator

Office ofInspector General

Office of theChief of Protocol

Office of GlobalWomen’s Issues

APPENDIX DUNITED STATES AGENCY FOR

INTERNATIONAL DEVELOPMENT ORGANIZATIONAL CHART

D-2 ____________________________________________________________________________________________________ MCRP 3-36B

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APPENDIX EDEPARTMENT OF DEFENSE ORGANIZATIONAL CHART

E-2 _____________________________________________________________________________________________________ MCRP 3-36B

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APPENDIX FLOCATIONS OF MARINES WITHIN THE INTERAGENCY

In addition to the billets listed in table F-1, the Marine Corps’ Director of Intel-ligence (DIRINT) also works with national agencies discussed in this appendix.

Table F-1. Marine Billets Within the Interagency.

Billet Rank USG Agency Agency/Office TypeMarine CorpsBillet Sponsor Notes

Col DOS Deputy Secretary Policy Exchange DC PP&O Senior Marine

Col DOS Under Secretary Public Diplomacy and Public Affairs

Other DC PP&O

LtCol/Maj DOS Political-Military Policy Exchange DC PP&O

LtCol/Maj DOS Conflict and Stabilization Exchange DC PP&O

LtCol/Maj DOS Counterterrorism Exchange DC PP&O

LtCol/Maj DOS East Asian and Pacific Affairs Fellow MCU

Capt DOS Intelligence and Research Engagement Officer DIRINT JOSIP

LtCol DOS Diplomatic Security Fellow MCU

LtCol USAID Office of Civilian-Military Cooperation Fellow MCU

LtCol DOJ HQ–National Security Division Fellow MCU Judge Advocate

LtCol DHS Operations Coordinating and Planning Fellow MCU

LtCol ODNI Fellow MCU

Various CIA LNO

LtCol DOT Federal Aviation Administration Other DC Aviation

SSgt DOJ Drug Enforcement Administration Other DIRINT 1 intelligence billet

Col NASA Astronaut Other DC Aviation

Various ODNI Various Other DIRINT 6 billets

Maj NGA Other DIRINT

Capt Treasury Office of Intelligence and Analysis Engagement Officer DIRINT JOSIP

Capt–LtCol White House Various Other None 9 billets

Maj National Reconnaissance Office

LNO DC PP&O

Legend:Capt–captainCIA–Central Intelligence AgencyCol–colonelDC–deputy commandantDOT–Department of TransportationHQ–headquartersJOSIP–Junior Officer Strategic Intelligence ProgramLNO–liaison officer

LtCol–lieutenant colonelMaj–majorMCU–Marine Corps UniversityNASA–National Aeronautics and Space AdministrationNGA–National Geospatial-Intelligence AgencyODNI–Office of the Director of National IntelligencePP&O–Plans, Policies, and OperationsSSgt–staff sergeant

F-2 _____________________________________________________________________________________________________ MCRP 3-36B

National Security Agency

The Marine Corps Cryptologic Office serves asthe liaison for DIRINT to the National SecurityAgency (NSA) on policy and Service issuesrelated to signals intelligence. The Marine Cryp-tologic Support Battalion serves as the Servicecryptologic component to NSA. AssignedMarines are under the operational control of theNSA director in support of the national signalsintelligence mission.

National Geospatial-Intelligence Agency

The Marine Corps Geospatial-Intelligence Officeserves as DIRINT’s liaison to the director of theNational Geospatial-Intelligence Agency on pol-icy and Service issues related to geospatial intelli-gence. The Marine Corps National Geospatial-Intelligence Support Team is the National Geo-spatial-Intelligence Agency’s liaison to theMarine Corps. It provides synchronized supportto the Marine Corps for geospatial intelligenceand related activities. Individual Marine officersare assigned to individual sections based on unitmanning documents.

Defense Intelligence Agency

The Marine Corps has no formal liaison officerassigned to the Defense Intelligence Agency(DIA). Individual Marine officers and enlisted areassigned to individual sections based on unitmanning documents. The senior Marine assignedto the DIA, however, does perform liaison-likefunctions when called upon to advocate a particu-lar Service position on behalf of the DIRINT or a

DIA position to the DIRINT. Marines areassigned to the Defense Attaché System, which isadministered by the DIA director. Those Marinesrepresent the Marine Corps, the DOD, and theDefense Attaché System.

Additionally, the Director of DIA is the GeneralDefense Intelligence Program Manager and func-tional manager for general military intelligenceand counterintelligence/human intelligence. Assuch, the DIRINT participates in a number offorums connected to the Director of DIA andnational-level military intelligence resources anddepartment-level counterintelligence/humanintelligence, to include the Defense Human Intel-ligence Enterprise.

Office of the Director of National Intelligence

The Marine Corps has no formal liaison officerassigned to the Office of the Director of NationalIntelligence (DNI). Individual Marine officers areassigned to individual offices based on unit man-ning documents, but these Marines will performliaison-like functions when called upon to advo-cate a particular Service position on behalf of theDIRINT or a DNI position to the DIRINT.

Central Intelligence Agency

The Marine Corps has no formal liaison officerassigned to the Central Intelligence Agency.Marines sponsored by the DIRINT and DeputyCommandant for Plans, Policies and Operations,however, are routinely assigned to the CentralIntelligence Agency.

APPENDIX GMARINE ATTACHÉS AND LOCATIONS

Rank Embassy Location Billet NotesLtCol Ghana Attaché SDOMaj Kenya AttachéMaj Liberia AttachéLtCol Senegal AttachéLtCol Iraq AttachéMaj Jordan AttachéLtCol Oman AttachéLtCol Pakistan AttachéLtCol Azerbaijan AttachéLtCol France AttachéLtCol Georgia AttachéMaj Israel AttachéLtCol Italy AttachéLtCol Latvia Attaché SDOLtCol Russia AttachéMaj Spain AttachéMaj Turkey AttachéLtCol United Kingdom AttachéMaj Ukraine AttachéMaj Mexico AttachéMaj Australia AttachéLtCol China AttachéMaj China AttachéMaj Indonesia AttachéLtCol Japan AttachéMaj Philippines AttachéLtCol Singapore AttachéLtCol Taiwan AttachéMaj Vietnam AttachéMaj Bolivia AttachéMaj Brazil AttachéMaj Colombia AttachéLtCol Dominican Republic Attaché SDOMaj Nicaragua AttachéCol Paraguay Attaché SDOLegend:Col–colonelLtCol–lieutenant colonelMaj–majorSDO–Senior Defense Official

G-2 ____________________________________________________________________________________________________ MCRP 3-36B


APPENDIX HLOCATIONS OF INTERAGENCY

PERSONNEL WITHIN THE MARINE CORPS

USG AgencyMarine Corps

Organization Assigned Billet Notes

DOS CMC POLAD Not Filled

DOS MARFORPAC POLAD

DOS MARFORSOUTH POLAD

DOS MARFOREUR/MARFORAFR POLAD

DOS MARFORCENT POLAD

DOS MARFORCENT Forward Deputy POLAD

DOS MCU State chair Faculty

DIA MCU DIA chair Faculty

DHS MCU DHS chair Faculty (pending memorandum of understanding)

DOJ MCU FBI chair Faculty

CIA MCU CIA chair Faculty

Various1 MCU Students at various colleges

DOS Marine Corps Security Guard School DOS instructors 3 billets

DOS Marine Corps Embassy Security Group Diplomatic security service agent1 MCU interagency students came from DOS (2), DIA, DOJ (3), CIA (2), DHS, and National Geospatial-Intelligence (1) in

AY 2011–2012

Legend:AY–academic yearCIA–Central Intelligence AgencyCMC–Commandant of the Marine CorpsFBI–Federal Bureau of InvestigationMARFORAFR–United States Marine Corps Forces, AfricaMARFORCENT–United States Marine Corps Forces,

Central Command

MARFOREUR–United States Marine Corps Forces, EuropeMARFORPAC–United States Marine Corps Forces, PacificMARFORSOUTH–United States Marine Corps Forces, SouthMCU–Marine Corps UniversityPOLAD–political advisor

H-2 ____________________________________________________________________________________________________ MCRP 3-36B


APPENDIX ILOCATIONS OF INTERAGENCY

CIVILIANS/SPECIALISTS WITHIN THE MARINE CORPS AS OF 2014

Marine Corps Organization Assigned Billet Notes/Job Description

MAGTF Staff Training Program (Marine Corps Combat Development Command)

Interagency/Civil Affairs Analyst (3 billets)

Provide civil affairs, CMO and interagency expertise in training MAGTF staffs. Work with interagency representatives to develop exercise products ensuring commander’s training objectives are met. Observe staff actions during the exercise and provide after action input. Review related doctrine and recommend changes. Provide CMO and interagency input into MAGTF Staff Training Program pamphlets

Training and Education Command (Marine Corps Combat Development Command)

Interagency Coordinator Responsible for the coordination of Marine Corps interagency training requirements with other USG departments

I-2 ______________________________________________________________________________________________________ MCRP 3-36B


APPENDIX JDEPARTMENT OF STATE, UNITED STATES AGENCY

FOR INTERNATIONAL DEVELOPMENT, AND DEPARTMENT OF DEFENSE GLOBAL AREAS OF RESPONSIBILITY MAP

J-2 _____________________________________________________________________________________________________ MCRP 3-36B

US AFRICACOMMAND US PACIFIC COMMAND

US SOUTHERNCOMMAND

US EUROPEAN COMMAND

US PACIFICCOMMAND

US NORTHERNCOMMAND

Bureau of African Affairs

Bureau of European and Eurasian Affairs

Bureau of WesternHemisphere Affairs

Bureau of South andCentral Asian Affairs

Bureau of East Asian and Pacific Affairs

Uni

ted

Sta

tes

Dep

artm

ent o

f Sta

te

Uni

ted

Sta

tes

Age

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for I

nter

natio

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ted

Sta

tes

Dep

artm

ent o

f Def

ense

Africa Bureau

Europe and Eurasia Bureau

Asia Bureau

Latin America andCaribbean Bureau

Bureau of Near Eastern Affairs

US CENTRALCOMMAND

Middle East Bureau

APPENDIX KUNITED STATES GOVERNMENT DEPARTMENTS AND AGENCIES

This appendix alphabetically identifies the majoragencies and departments of the ExecutiveBranch of the USG and provides associated Webpage links. The sites address such topics as mis-sion, authorities, leadership, structure, functions,interests, strategic communication messages,capabilities, and statistics. It is important to havea general knowledge of the composition of otherUSG agencies. Make it a practice to review thesesites before engaging or requesting interactionwith other partners.

Department of Agriculture

The United States Department of Agriculture(USDA) develops and executes policy on farm-ing, agriculture, and food. Its aims include meet-ing the needs of farmers and ranchers, promotingagricultural trade and production, assuring foodsafety, protecting natural resources, fosteringrural communities, and ending hunger in Americaand abroad. Marines involved in the conduct ofan initial host nation assessment may work withUSDA personnel in determining crop statistics,growing seasons, and crop substitution strate-gies. Marines may also provide security forUSDA-sponsored insect control efforts. Informa-tion can be found at http://www.usda.gov/wps/portal/usda/usdahome.

Department of Commerce

The Department of Commerce is the governmentagency tasked with improving living standards forall Americans, both domestic and abroad, by pro-moting economic development and technological

innovation. Marines may come in contact withDepartment of Commerce personnel during disas-ter relief operations in the continental UnitedStates or in initial conflict assessment discussionsin a host nation. Information can be found at http://www.commerce.gov/.

Department of Education

The mission of the Department of Education is topromote student achievement and preparation forcompetition in a global economy by fosteringeducational excellence and ensuring equal accessto educational opportunity. Information can befound at http://www.ed.gov/.

Department of Energy

The mission of the Department of Energy (DOE)is to advance the national, economic, and energysecurity of the United States. The DOE promotesAmerica’s energy security by encouraging thedevelopment of reliable, clean, and affordableenergy. It administers federal funding for scien-tific research to further the goal of discovery andinnovation, to ensure American economic com-petitiveness, and to improve the quality of life forAmericans. The DOE is also tasked with ensuringAmerica’s nuclear security and with protectingthe environment by providing a responsible reso-lution to the legacy of nuclear weapons produc-tion. Marines may provide security to DOEnuclear scientists conducting nuclear site assis-tance or nuclear verification inspections. Infor-mation can be found at http://energy.gov/.

K-2 ____________________________________________________________________________________________________ MCRP 3-36B

Department of Health and Human Services

The Department of Health and Human Services isthe USG’s principal agency for protecting thehealth of all Americans and providing essentialhuman services, especially for those who are leastable to help themselves. Agencies of the depart-ment conduct health and social science research,work to prevent disease outbreaks, assure foodand drug safety, and provide health insurance.Information can be found at http://www.hhs.gov/.

Department of Homeland Security

The missions of the DHS are to prevent and dis-rupt terrorist attacks; protect the American peo-ple, critical infrastructure, and key resources; andrespond to and recover from incidents that dooccur. The third largest Cabinet department, DHSwas established by the Homeland Security Act of2002 (Public Law 107-296), largely in responseto the terrorist attacks on September 11, 2001.The new department consolidated 22 executivebranch agencies. Through its various subordinateagencies and representatives, DHS maintains arobust international presence. The security of thehomeland is directly related to the international,US mission, and combatant command communi-ties and activities. Information can be found athttp://www.dhs.gov/index.shtm. Among the 22organizations that compose DHS, the followingare frequently represented/engaged with combat-ant commands:

Customs and Border Protection: http://cbp.gov/. FEMA: http://www.fema.gov/. Immigration and Customs Enforcement: http://

www.ice.gov/. Transportation Security Administration: http://

www.tsa.gov/. US Secret Service: http://www.secretser-

vice.gov/. US Coast Guard: http://uscg.mil/.

Note: The legal basis for the US CoastGuard is US Code, Title 14, Coast Guard,which states that the Coast Guard, as estab-lished January 28, 1915, “shall be a militaryservice and a branch of the armed forces ofthe United States at all times.” Upon thedeclaration of war or when the President di-rects, the Coast Guard operates under theauthority of the Department of the Navy. Dayto day, the Coast Guard is under the direct au-thority of the Secretary of the Department ofHomeland Security.

Marines have worked closely with several of theorganizations within DHS. Specifically, Marineshave participated with Customs and Border Pro-tection personnel on counterdrug operationsalong the southwest border of the United States.Marines have supported FEMA during disasterrelief operations, such as Hurricane Katrina inNew Orleans, Louisiana. Additionally, Marineswork closely with the US Coast Guard on a vari-ety of maritime-related tasks.

Department of Housing and Urban Development

The Department of Housing and Urban Develop-ment is the federal agency responsible fornational policies and programs that addressAmerica’s housing needs, that improve anddevelop the Nation’s communities, and thatenforce fair housing laws. The Department playsa major role in supporting homeownership forlower- and moderate-income families through itsmortgage insurance and rent subsidy programs.Information can be found at http://portal.hud.gov/portal/page/portal/HUD.

Department of the Interior

The Department of the Interior is the Nation’sprincipal conservation agency. Its mission is to

MAGTF Interorganizational Coordination _____________________________________________________________________ K-3

protect America’s natural resources, offer recre-ation opportunities, conduct scientific research,conserve and protect fish and wildlife, and honorAmerica’s trust responsibilities to American Indi-ans, Alaskan Natives, and America’s island com-munities. Marines have provided forces to assistthe Department of Interior and state departmentsof forestry in fighting fires in the continentalUnited States. Marine Corps bases on the east andwest coasts have contingency plans to providefirefighting support to states and the USDA.Information can be found at http://www.doi.gov/index.cfm.

Department of Justice

The mission of the DOJ is to enforce the law anddefend the interests of the United States accord-ing to the law, to ensure public safety againstthreats foreign and domestic, to provide federalleadership in preventing and controlling crime, toseek just punishment for those guilty of unlawfulbehavior, and to ensure fair and impartial admin-istration of justice for all Americans. The DOJ ismade up of 40 component organizations, includ-ing the Drug Enforcement Administration, theFederal Bureau of Investigation, the US Mar-shals, and the Federal Bureau of Prisons. Theattorney general is the head of the DOJ and chieflaw enforcement officer of the federal govern-ment. The attorney general represents the UnitedStates in legal matters, advises the president andthe heads of the executive departments of thegovernment, and occasionally appears in personbefore the Supreme Court. Information can befound at http://www.justice.gov/. Among themany diverse organizations that compose DOJ,the Drug Enforcement Administration (http://www.justice.gov/dea/index.shtml) and the Fed-eral Bureau of Investigation (http://www.fbi.gov)are frequently represented at or engaged withcombatant commands. Marines have workedalongside Drug Enforcement Administration

agents in overseas counterdrug operations as wellas with FBI personnel conducting a range ofinvestigative tasks overseas.

Department of Labor

The Department of Labor oversees federal pro-grams for ensuring a strong American work-force. These programs address job training, safeworking conditions, minimum hourly wage andovertime pay, employment discrimination, andunemployment insurance. Information can befound at http://www.dol.gov/.

Department of State

The DOS plays the lead role in developing andimplementing the President’s foreign policy.Major responsibilities include US representationabroad, foreign assistance, foreign military train-ing programs, countering international crime, anda wide assortment of services to US citizens andforeign nationals seeking entrance to the UnitedStates. The United States maintains diplomaticrelations with approximately 180 countries—eachposted by civilian US foreign service employ-ees—as well as with international organizations.At home, more than 5,000 civil employees carryout the mission of the DOS. Information can befound at http://www.state.gov/. Key subordinateorganizations within the DOS for DOD are dis-cussed in the following subparagraphs.

Bureau of Political-Military Affairs

The Bureau of Political-Military Affairs is theDOS’s principal link to the DOD. This bureauprovides policy direction in the areas of interna-tional security, security assistance, military oper-ations, defense strategy and plans, and defensetrade. Information can be found at http:/ /www.state.gov/t/pm/.

K-4 ____________________________________________________________________________________________________ MCRP 3-36B

Bureau of Conflict Stabilization Operations

The Bureau of Conflict Stabilization Opera-tions (CSO) advances US national securityobjectives by driving integrated efforts to pre-vent, respond to, and stabilize crises in prioritystates, setting conditions for long-term peace. TheCSO emphasizes solutions guided by local dynam-ics and actors. The CSO promotes unity of effort,strategic use of scarce resources, and burden-shar-ing with international partners. The CSO shapesthe DOS’s ability to be anticipatory and adaptivein meeting the security challenges of the 21st cen-tury. Informat ion can be found at ht tp: / /www.state.gov/j/cso/.

Department of State’s Regional and Geographic Bureau

Information pertaining to the Bureau of Euro-pean and Eurasian Affairs and the Bureau of NearEastern Affairs can be accessed at http:/ /www.state.gov/countries/.

Bureau of Intelligence and Research

The Bureau of Intelligence and Research (INR)has a primary mission of harnessing intelligenceto serve US diplomacy. Drawing on all-sourceintelligence, INR provides value-added indepen-dent analysis of events to DOS policymakers,ensures that intelligence activities support for-eign policy and national security purposes, andserves as the focal point in the DOS for ensuringpolicy review of sensitive counterintelligence andlaw enforcement activities. The INR also ana-lyzes geographical and international boundaryissues and is a member of the US intelligencecommunity. Information can be found at http://www.state.gov/s/inr/.

Humanitarian Information Unit

The INR’s Humanitarian Information Unit isanother useful source of information concerning

countries in a given region. The mission of theHumanitarian Information Unit is to identify, col-lect, analyze, and disseminate all-source informa-tion critical to USG decisionmakers and partnersin preparation for and in response to humanitarianemergencies worldwide. It promotes innovativetechnologies and best practices for humanitarianinformation management. Information can befound at http://www.state.gov/s/inr/hiu/.

United States Agency for International Development

United States Agency for International Develop-ment is an independent federal governmentagency that receives overall foreign policy guid-ance from the Secretary of State. The agency sup-ports long-term and equitable economic growthand advances US foreign policy objectives bysupporting economic growth, agriculture, trade,global health, democracy, conflict prevention, andhumanitarian assistance. It provides assistance infive regions of the world: sub-Saharan Africa,Asia, Latin America and the Caribbean, Europeand Eurasia, and the Middle East. Information canbe found at http://www.usaid.gov/. Other USAIDprograms/offices of relevance to Marines are dis-cussed in the following subparagraphs.

Office of Civilian Military Cooperation

The Office of Civilian Military Cooperationwithin the Bureau for Democracy, Conflict, andHumanitarian Assistance provides the focal pointfor USAID interaction with US and foreign mili-taries and formalizes relationships with the samethrough coordinated planning, training, educa-tion, and exercises. It develops guidelines andstandard operating procedures consistent witheach organization’s mandate. Information can befound at http://www.usaid.gov/work-usaid/part-nership-opportunities/us-military/office-civilian-military-cooperation.

MAGTF Interorganizational Coordination _____________________________________________________________________ K-5

Office of US Foreign Disaster Assistance

The Office of US Foreign Disaster Assistance isresponsible for facilitating and coordinating USGemergency assistance overseas. As part ofUSAID’s Bureau for Democracy, Conflict, andHumanitarian Assistance, this office provideshumanitarian assistance to save lives, alleviatehuman suffering, and reduce the social and eco-nomic impact of humanitarian emergenciesworldwide. Information can be found at http://www.usaid.gov/who-we-are/organization/bureaus/bureau-democracy-conflict-and-humani-tarian-assistance/office-us.

Office of Transition Initiatives

The Office of Transition Initiatives (OTI) lays thefoundation for long-term development by pro-moting reconciliation, jump-starting economies,and helping move countries toward democraticreform. The OTI specifically encourages a cultureof swift response among its staff and partners.The OTI is funded by a separate transition initia-tives budget account with special authorities thatallow immediate spending where it is mostneeded. Some specific OTI project areas withparticular relevance to the Marine Corps includesupporting community development programsthat encourage political participation of tradition-ally underrepresented groups, funding reintegra-tion of former combatants into their communities,assisting local efforts to fight corruption and pro-mote transparent governance, and encouragingmeasures to bring the military under civilian con-t ro l . Informat ion can be found a t h t tp : / /www.usaid.gov/who-we-are/organization/bureaus/bureau-democracy-conflict-and-humani-tarian-assistance/office-1.

Office of Conflict Management and Mitigation

The Office of Conflict Management and Mitiga-tion works to assist USAID to prevent, mitigate,and manage the causes and consequences of vio-lent conflict and fragility. The Office of Conflict

Management and Mitigation leads USAID’sefforts to identify and analyze sources of conflictand fragility and supports early responses toaddress the causes and consequences of instabil-ity and violent conflict. It seeks to integrate con-flict mitigation and management into USAID’sanalysis, strategies, and programs. The primaryactivities of the Office of Conflict Managementand Mitigation with particular relevance to theMarine Corps include creating detailed conflictassessments that map destabilizing patterns andtrends in a specific developing country, provid-ing direct support for conflict management pro-grams, and supporting the development of anearly warning system that can help focus USAIDand USG attention and resources on countriesthat are at greatest risk for violence. Informationcan be found at http://www.usaid.gov/who-we-are/organization/bureaus/bureau-democracy-con-flict-and-humanitarian-assistance/office.

Department of Transportation

The mission of the Department of Transportationis to ensure a fast, safe, efficient, accessible, andconvenient transportation system that meetsAmerica’s vital national interests and enhancesthe quality of life of the American people. Organi-zations within the Department include the FederalHighway Administration, the Federal AviationAdministration, the National Highway TrafficSafety Administration, the Federal TransitAdministration, the Federal Railroad Administra-tion, and the Maritime Administration. Informa-tion can be found at http://www.dot.gov/.

Department of Treasury

The Department of the Treasury promotes eco-nomic prosperity and the soundness and securityof the United States and international financialsystems. The Department operates and main-tains systems that are critical to the Nation’sfinancial infrastructure, such as producing coin

K-6 ____________________________________________________________________________________________________ MCRP 3-36B

and currency, disbursing payments to the Ameri-can public, collecting taxes, and borrowing fundsnecessary to run the federal government. TheDepartment works with other federal agencies,foreign governments, and international financialinstitutions to encourage global economicgrowth, raise standards of living, and, to theextent possible, predict and prevent economicand financial crises. The Department of Trea-sury also performs a critical and far-reachingrole in enhancing national security by improvingthe safeguards of America’s financial systems,implementing economic sanctions against for-eign threats to the United States, and identify-ing and targeting the financial support networksof national security threats. Information can befound at ht tp: / /www.treasury.gov/Pages/default.aspx.

Office of the Director of National Intelligence

The DNI serves as the head of the intelligencecommunity, overseeing and directing the imple-mentation of the National Intelligence Programand acting as the principal advisor to the Presi-dent, the NSC, and the Homeland Security Coun-cil for intelligence matters related to nationalsecurity. Working together with the principaldeputy DNI and with the assistance of missionmanagers and four deputy directors, the Office ofthe DNI strives to effectively integrate foreign,military, and domestic intelligence in defense ofthe homeland and of United States interestsabroad. Information can be found at http://www.dni.gov/.

APPENDIX L DEPARTMENT OF HOMELAND SECURITY ORGANIZATIONAL CHART

L-2 _____________________________________________________________________________________________________ MCRP 3-36B

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GLOSSARY

SECTION I. ACRONYMS AND ABBREVIATIONS

3D . . . . . . . diplomacy, development, and defense

BSRP. . . . . . . . . .Bureau Strategic Resource Plan

CAG . . . . . . . . . . . . . . . . . . . . .civil affairs groupCDCS . . . . . . . . . . . . . . . . Country Development

Cooperation StrategyCJCS . . . . . Chairman of the Joint Chiefs of StaffCMO . . . . . . . . . . . . . . . .civil-military operationsCMOC. . . . . . . . . civil-military operations centerCOA . . . . . . . . . . . . . . . . . . . . . . course of actionCOM . . . . . . . . . . . . . . . . . . . . . . chief of missionCSO. . . . . . . Bureau of Conflict and Stabilization

Operations (DOS)

DHS . . . . . . . Department of Homeland SecurityDIA . . . . . . . . . . . . . Defense Intelligence AgencyDIRINT. . . . . . .Director of Intelligence (USMC)DNI . . . . . . . . . . Director of National IntelligenceDOD . . . . . . . . . . . . . . . . Department of DefenseDOE . . . . . . . . . . . . . . . . . Department of EnergyDOJ . . . . . . . . . . . . . . . . . . Department of JusticeDOS . . . . . . . . . . . . . . . . . . . Department of StateDSCA . . . . . . defense support of civil authorities

EPLO . . . . . . . . . . . . . . emergency preparednessliaison officer

FEMA . . . . . . . . . . . . . . . . . . Federal EmergencyManagement Agency

FHA . . . . . . . . . . foreign humanitarian assistance

G-9 . . . . . . . . . . . . . . assistant chief of staff, civilaffairs/civil-military operations

GCC . . . . . . . geographic combatant commander

ICAF . . . . . . . . . . . . . . . . . . .Interagency ConflictAssessment Framework

ICRC . . . . . . . . . . . . . International Committee ofthe Red Cross

IGO . . . . . . . . . . . intergovernmental organizationINR . . . . . . . . . . . . . . . Bureau of Intelligence and

Research (DOS)ISSAF . . . . . . . . . . . International Security Sector

Assessment Framework

JFC . . . . . . . . . . . . . . . . . . joint force commanderJIACG . . . . . joint interagency coordination groupJP. . . . . . . . . . . . . . . . . . . . . . . . . joint publicationJTF . . . . . . . . . . . . . . . . . . . . . . . . joint task force

MAGTF . . . . . . . . . Marine air-ground task forceMCRP . . . . . .Marine Corps reference publicationMEF . . . . . . . . . . . . . Marine expeditionary forceMSRP . . . . . . . . . mission strategic resource planMSSR . . . . . . . . . maritime security sector reform

NATO . . . . . . North Atlantic Treaty OrganizationNGO . . . . . . . . . . .nongovernmental organizationNSA . . . . . . . . . . . . . . National Security AgencyNSC. . . . . . . . . . . . . . . National Security Council

OCHA . . . . . . . . . . Office for the Coordination ofHumanitarian Affairs

OTI . . . .Office of Transition Initiatives (USAID)

PRC. . . . . . . . . . . populace and resources control

QDDR . . . . . . . . . . . Quadrennial Diplomacy andDevelopment Review

S-9. . . . . . . . . . . . . . . . . civil affairs/civil-militaryoperations officer

SAF . . . . . . . . . .Stability Assessment FrameworkSecDef. . . . . . . . . . . . . . . . . Secretary of DefenseSIPRNET . . . . . . . . . . . .Secure Internet Protocol

Router Network

Glossary-2 ____________________________________________________________________________________________ MCRP 3-36B

UN. . . . . . . . . . . . . . . . . . . . . . . . . United NationsUNDP . . . . . . . . . . . . . . . . . . . . . . United Nations

Development ProgrammeUNHCR . . . . .United Nations Office of the High

Commissioner for RefugeesUNICEF . . . . . . United Nations Children’s FundUS . . . . . . . . . . . . . . . . . . . . . . . . . . United States

USAID . . . . . . . . . . . . . United States Agency forInternational Development

USDA . . . . . . . . . . . . . United States Departmentof Agriculture

USG . . . . . . . . . . . . . . United States GovernmentWHO. . . . . . . . World Health Organization (UN)

MAGTF Interorganizational Coordination ____________________________________________________________ Glossary-3

SECTION II: TERMS AND DEFINITIONS

assessment—1. A continuous process thatmeasures the overall effectiveness of employingjoint force capabilities during military operations.2. Determination of the progress toward accom-plishing a task, creating a condition, or achievingan objective. 3. Analysis of the security, effective-ness, and potential of an existing or planned intelli-gence activity. 4. Judgment of the motives,qualifications, and characteristics of present orprospective employees or “agents.” (JP 1-02)

chief of mission—The principal officer (theambassador) in charge of a diplomatic facility ofthe United States, including any individualassigned to be temporarily in charge of such afacility. The chief of mission is the personalrepresentative of the President to the country ofaccreditation. The chief of mission is responsiblefor the direction, coordination, and supervision ofall US Government executive branch employeesin that country (except those under the commandof a US area military commander). The securityof the diplomatic post is the chief of mission’sdirect responsibility. Also called COM. (JP 1-02)

civil affairs—Designated Active and ReserveComponent forces and units organized, trained,and equipped specifically to conduct civil affairsoperations and to support civil-military opera-tions. Also called CA. See also civil-militaryoperations. (JP 1-02)

civil-military cooperation—The coordinationand cooperation, in support of the mission,between the NATO Commander and civil actors,including the national population and localauthorities, as well as international, national andnon-governmental organizations and agencies.(AAP-6)

civil-military operations—Activities of acommander performed by designated civil affairsor other military forces that establish, maintain,influence, or exploit relations between militaryforces, indigenous populations, and institutions,by directly supporting the attainment of objec-

tives relating to the reestablishment or mainte-nance of stability within a region or host nation.Also called CMO. (JP 1-02)

combatant command—A unified or specifiedcommand with a broad continuing mission undera single commander established and so desig-nated by the President, through the Secretary ofDefense and with the advice and assistance of theChairman of the Joint Chiefs of Staff. (JP 1-02)

conflict prevention—A peace operation employ-ing complementary diplomatic, civil, and, whennecessary, military means, to monitor and iden-tify the causes of conflict, and take timely actionto prevent the occurrence, escalation, or resump-tion of hostilities. (JP 1-02)

country team—The senior, in-country, UnitedStates coordinating and supervising body, headedby the chief of the United States diplomaticmission, and composed of the senior member ofeach represented United States department oragency, as desired by the chief of the UnitedStates diplomatic mission. (JP 1-02)

defense support of civil authorities—Supportprovided by US Federal military forces, Depart-ment of Defense civilians, Department of Defensecontract personnel, Department of Defense compo-nent assets, and National Guard forces (when theSecretary of Defense, in coordination with thegovernors of the affected states, elects and requeststo use those forces in Title 32, United States Code,status) in response to requests for assistance fromcivil authorities for domestic emergencies, lawenforcement support, and other domestic activi-ties, or from qualifying entities for special events.Also called DSCA. (JP 1-02)

emergency preparedness liaison officer—Asenior reserve officer who represents their Serviceat the appropriate joint field office conductingplanning and coordination responsibilities insupport of civil authorities. Also called EPLO.(JP 1-02)

Glossary-4 ____________________________________________________________________________________________ MCRP 3-36B

evaluation—In intelligence usage, appraisal ofan item of information in terms of credibility,reliability, pertinence, and accuracy. (JP 1-02)

foreign humanitarian assistance—Departmentof Defense activities conducted outside theUnited States and its territories to directly relieveor reduce human suffering, disease, hunger, orprivation. Also called FHA. (JP 1-02)

homeland defense—The protection of UnitedStates sovereignty, territory, domestic popula-tion, and critical infrastructure against externalthreats and aggression or other threats as directedby the President. Also called HD. (JP 1-02)

host nation—A nation which receives the forcesand/or supplies of allied nations and/or NATOorganizations to be located on, to operate in, or totransit through its territory. Also called HN. (JP1-02)

humanitarian and civic assistance—Assistanceto the local populace, specifically authorized byTitle 10, United States Code, Section 401, andfunded under separate authorities, provided bypredominantly United States forces in conjunc-tion with military operations. (JP 1-02)

indicator—In intelligence usage, an item ofinformation which reflects the intention or capa-bility of an adversary to adopt or reject a courseof action. (JP 1-02)

instruments of national power—All of themeans available to the government in its pursuitof national objectives. They are expressed asdiplomatic, economic, informational and mili-tary. (JP 1-02)

intelligence community—All departments oragencies of a government that are concerned withintelligence activity, either in an oversight, mana-gerial, support, or participatory role. (JP 1-02)

interagency—Of or pertaining to United StatesGovernment agencies and departments, including

the Department of Defense. See also interagencycoordination. (JP 1-02)

interagency coordination—Within the contextof Department of Defense involvement, the coor-dination that occurs between elements of Depart-ment of Defense, and engaged US Governmentagencies and departments for the purpose ofachieving an objective. (JP 1-02)

intergovernmental organization—An organiza-tion created by a formal agreement between twoor more governments on a global, regional, orfunctional basis to protect and promote nationalinterests shared by member states. Also calledIGO. (JP 1-02)

intermediate objective—In land warfare, an areaor feature between the line of departure and anobjective which must be seized and/or held.(AAP-6)

interorganizational coordination—The interac-tion that occurs among elements of the Depart-ment of Defense; engaged Uni ted Sta tesGovernment agencies; state, territorial, local, andtribal agencies; foreign military forces andgovernment agencies; intergovernmental organi-zations; nongovernmental organizations; and theprivate sector. (JP 1-02)

joint force commander—A general term appliedto a comba tan t commande r , subun i f i edcommander, or joint task force commanderauthorized to exercise combatant command(command authority) or operational control overa joint force. Also called JFC. (JP 1-02)

joint interagency coordination group—A staffgroup that establishes regular, timely, and collab-orative working relationships between civilianand military operational planners. Also calledJIACG. (JP 1-02)

Military Department—One of the departmentswithin the Department of Defense created by theNational Security Act of 1947, which are the

MAGTF Interorganizational Coordination ____________________________________________________________ Glossary-5

Department of the Army, the Department of theNavy, and the Department of the Air Force. (JP1-02)

monitoring—1. The act of listening, carrying outsurveillance on, and/or recording the emissions ofone’s own or Allied forces for the purpose ofmaintaining and improving procedural standardsand security, or for reference, as applicable. 2.The act of listening, carrying out surveillance on,and/or recording of enemy emissions for intelli-gence purposes. 3. The act of detecting the pres-ence of radiation and the measurement thereofwith radiation measuring instruments. (AAP-6)

nongovernmental organization—A private,self-governing, not-for-profit organization dedi-cated to alleviating human suffering; and/orpromoting education, health care, economicdevelopment, environmental protection, humanrights, and conflict resolution; and/or encourag-ing the establishment of democratic institutionsand civil society. Also called NGO. (JP 1-02)

objective—1. The clearly defined, decisive, andattainable goal toward which every operation isdirected. 2. The specific target of the action takenwhich is essential to the commander’s plan. (JP1-02)

populace and resources control—Controlmeasures that assist host nation governments orde facto authorities in retaining control over theirpopulation centers, thus precluding complicatingproblems that may hinder joint mission accom-plishment. Populace and resources controlmeasures seek to identify, reduce, relocate, oraccess population resources that may impede orotherwise threaten joint operation success. Alsocalled PRC. (MCRP 5-12C)

public diplomacy—1. Those overt internationalpublic information activities of the United StatesGovernment designed to promote United Statesforeign policy objectives by seeking to under-stand, inform, and influence foreign audiences

and opinion makers, and by broadening thedialogue between American citizens and institu-tions and their counterparts abroad. 2. In peacebuilding, civilian agency efforts to promote anunderstanding of the reconstruction efforts, ruleof law, and civic responsibility through publicaffairs and international public diplomacy opera-tions. (JP 1-02)

risk—Probability and severity of loss linked tohazards. (JP 1-02) The chance of hazard or badconsequences resulting in exposure to possibleinjury or loss. Risk level is expressed in terms ofhazard probability or severity. (MCRP 5-12C)

SECRET Internet Protocol Router Network—The worldwide SECRET-level packet switchnetwork that uses high-speed internet protocolrouters and high-capacity Defense InformationSys tems Network c i rcu i t ry . Also ca l l edSIPRNET. (JP 1-02)

security assistance—Group of programs autho-rized by the Foreign Assistance Act of 1961, asamended, and the Arms Export Control Act of1976, as amended, or other related statutes bywhich the United States provides defense arti-cles, military training, and other defense-relatedservices, by grant, loan, credit, or cash sales infurtherance of national policies and objectives.Security assistance is an element of securitycooperation funded and authorized by Depart-ment of State to be administered by Departmentof Defense/Defense Security CooperationAgency. Also called SA. See also security coop-eration. (JP 1-02)

security cooperation—All Department ofDefense interactions with foreign defense estab-lishments to build defense relationships thatpromote specific US security interests, developallied and friendly military capabilities for self-defense and multinational operations, and provideUS forces with peacetime and contingency accessto a host nation. See also security assistance. (JP1-02)

Glossary-6 ____________________________________________________________________________________________ MCRP 3-36B

security force assistance—The Department ofDefense activities that contribute to unified actionby the US Government to support the develop-ment of the capacity and capability of foreignsecurity forces and their supporting institutions.(JP 1-02)

security sector reform—A comprehensive set ofprograms and activities undertaken to improvethe way a host nation provides safety, security,and justice. (JP 1-02)

strategy—A prudent idea or set of ideas foremploying the instruments of national power in asynchronized and integrated fashion to achievetheater, national, and/or multinational objectives.(JP 1-02)

unified action—The synchronization, coordina-tion, and/or integration of the activities ofgovernmental and nongovernmental entities withmilitary operations to achieve unity of effort. (JP1-02)

unity of command—The operation of all forcesunder a single responsible commander who hasthe requisite authority to direct and employ thoseforces in pursuit of a common purpose. (JP 1-02).

unity of effort—Coordination and cooperationtoward common objectives, even if the partici-pants are not necessarily part of the samecommand or organization, which is the product ofsuccessful unified action. (JP 1-02)

REFERENCES AND RELATED PUBLICATIONS

Federal Publications

Executive Order 10973 Administration of Foreign Assistance and Related Functions

Public Laws87-194 Foreign Assistance Act107-296 Homeland Security Act of 2002111-352 GPRA [Government Performance and Results Act] Modernization Act of 2010

United States CodeTitle 10 Armed ForcesTitle 14 Coast GuardTitle 18 Crimes and Criminal ProcedureTitle 36 Patriotic and National Observances, Ceremonies, and OrganizationsTitle 42 The Public Health and Welfare

Presidential Policy Directive1 Organization of the National Security Council System

Other PublicationsGeneral Assembly Resolution 46/182, Strengthening of the Coordination of Humanitarian Emergency

Assistance of the United NationsNational Security StrategyNational Strategy for Physical Protection of Critical Infrastructures and Key AssetsNational Strategy for CounterterrorismThe Quadrennial Diplomacy and Development Review (QDDR): Leading Through Civilian Power

Department of Defense Issuances

Department of Defense Directives (DODDs)1100.20 Support and Services for Eligible Organizations and Activities Outside the Department

of Defense2000.13 Civil Affairs3000.07 Irregular Warfare (IW)3020.40 DOD Policy and Responsibilities for Critical Infrastructure3025.18 Defense Support of Civil Authorities (DSCA)5100.01 Functions of the Department of Defense and Its Major Components5100.46 Foreign Disaster Relief (FDR)5111.13 Assistant Secretary of Defense for Homeland Defense and Americas’ Security

Affairs (ASD[HD&ASA])5132.03 DOD Policy and Responsibilities Relating to Security Cooperation

References-2 _________________________________________________________________________________________ MCRP 3-36B

5158.04 United States Transportation Command (USTRANSCOM)5205.75 DoD Operations at U.S. Embassies

Department of Defense Instruction (DODI)1000.17 Detail of DOD Personnel to Duty Outside the Department of Defense3000.05 Stability Operations4000.19 SupportAgreementsC-5105.81 Implementing Instructions for DOD Operations at U.S. Embassies (U)8110.01 Multinational Information Sharing Networks Implementation8220.02 Information and Communications Technology (ICT) Capabilities for Support of

Stabilization and Reconstruction, Disaster Relief, and Humanitarian and Civic Assistance Operations

Other PublicationsDepartment of Defense Information Sharing Strategy

Chairman of the Joint Chiefs of Staff Instructions (CJCSIs)

2700.01E International Military Agreements for Rationalization, Standardization, and Interoperability (RSI) Between the United States, its Allies, and Other Friendly Nations

3125.01 Defense Response to Chemical, Biological, Radiological and Nuclear (CBRN) Incidents in the Homeland

3210.06 Irregular Warfare3214.01 Defense Support for Chemical, Biological, Radiological, and Nuclear Incidents on Foreign

Territory3710.01 DOD Counterdrug Support5715.01 Joint Staff Participation in Interagency Affairs

Joint Publications (JPs)

1 Doctrine for the Armed Forces of the United States2-0 Joint Intelligence2-01 Joint and National Intelligence Support to Military Operations2-01.3 Joint Intelligence Preparation of the Operational Environment2-03 Geospatial Intelligence Support to Joint Operations3-0 Joint Operations3-05 Special Operations3-07 Stability Operations3-07.2 Antiterrorism3-07.3 Peace Operations3-07.4 Joint Counterdrug Operations3-08 Interorganizational Coordination During Joint Operations3-11 Operations in Chemical, Biological, Radiological, and Nuclear Environments3-13 Information Operations3-16 Multinational Operations3-22 Foreign Internal Defense3-24 Counterinsurgency Operations3-27 Homeland Defense

MAGTF Interorganizational Coordination __________________________________________________________ References-3

3-28 Defense Support of Civil Authorities3-29 Foreign Humanitarian Assistance3-57 Civil-Military Operations3-61 Public Affairs3-68 Noncombatant Evacuation Operations4-0 Joint Logistics4-01 Joint Doctrine for the Defense Transportation System4-02 Health Service Support4-05 Joint Mobilization Planning5-0 Joint Operation Planning

Joint Warfighting Center Publications

Commander’s Handbook for the Joint Interagency Coordination GroupCommander’s Handbook for Strategic Communication and Communication StrategyInteragency, Intergovernmental, Nongovernmental and Private Sector Coordination (A Joint Force Oper-

ational Perspective) Focus Paper #3 (2nd Ed.)

Army Publications

Field Manual (FM)3-07 Stability

Graphic Training Aid (GTA)90-01-020 DSCA Handbook—Tactical Level Commander and Staff Toolkit

Marine Corps Publications

Marine Corps Doctrinal Publication (MCDP)5 Planning

Marine Corps Warfighting Publications (MCWPs)3-33.1 Marine Air-Ground Task Force Civil-Military Operations3-33.3 Marine Corps Public Affairs3-33.5 Insurgencies and Countering Insurgencies3-33.8 Multi-Service Tactics, Techniques, and Procedures for Conducting Peace Operations

(Peace Ops)3-36.2 Multi-Service Tactics, Techniques, and Procedures for Defense Support of Civil Authorities

and Integrating with National Guard Civil Support3-37.7 Multi-Service Tactics, Techniques, and Procedures for Weapons of Mass

Destruction-Elimination Operations3-40.4 Marine Air-Ground Task Force Information Operations4-1 Logistics Operations4-11.1 Health Service Support Operations5-1 Marine Corps Planning Process


Marine Corps Reference Publications (MCRPs)2-3A Intelligence Preparation of the Battlefield/Battlespace3-33.1A Civil Affairs Tactics, Techniques, and Procedures3-37C Flame, Riot Control Agents and Herbicide Operations

Marine Corps Interim Publication (MCIP)3-33.02 Maritime Stability Operations

Marine Corps Orders (MCOs)3440.7B Domestic Support Operations3501.36A Marine Corps Critical Infrastructure Program (MCCIP)

Other PublicationsMarine Corps Service Campaign Plan

The United States Marine Corps: America’s Expeditionary Force in Readiness.

United States Marine Corps Center for Irregular Warfare Integration Division (CIWID). Marine Corps Irregular Warfare Capability Based Assessment Final Report.

United Nations Publications

Convention on the Safety of United Nations and Associated Personnel.

Guidelines for Humanitarian Organizations on Interacting with Military, Non-State Armed Actors and Other Security Actors in Iraq.

Guidelines for the Interaction and Coordination of Humanitarian Actors and Military Actors in Afghanistan.

Inter-Agency Standing Committee. Civil-Military Guidelines and Reference for Complex Emergencies. 2008.

United Nations High Commission for Refugees Handbook for Emergencies. 2007.

UN Office for the Coordination of Humanitarian Affairs (OCHA). General guidance for interaction between United Nations personnel and military and other representatives of the belligerent parties in the context of the crisis in Iraq, UN Office for the Coordination of Humanitarian Affairs.

UN Office for the Coordination of Humanitarian Affairs (OCHA). Guidelines on the Use of Military and Civil Defence Assets in Disaster Relief—“Oslo Guidelines.”

UN Office for the Coordination of Humanitarian Affairs (OCHA). United Nations Civil-Military Coordination Officer Field Handbook. 2008.

United Nations Development Programme. Human Development Report.

United Nations Humanitarian Civil-Military Coordination Concept.

United Nations Security Council Resolution 1973, Lybia.

MAGTF Interorganizational Coordination __________________________________________________________ References-5

United States Agency for International Development Publications

USAID Primer: What We Do and How We Do It.

Field Operations Guide for Disaster Assistance and Response, Version 4.0. 2005.

Joint Strategic Plan, United States Agency for International Development and United States Department of State, FY 2014–2017.

Miscellaneous

Dobbins, James; Jones, Seth G.; Crane, Keith; DeGrasse, Beth Cole. The Beginner’s Guide to Nation-Building. Santa Monica, California: Rand Corporation, Rand National Security Research Division, 2007.

Charter of the United Nations and Statute of the International Court of Justice. San Francisco, California, 1945.

Center for Strategic and International Studies (CSIS). U.S. Strategy in Afghanistan and Pakistan. Speaker: Michèle Flournoy, Under Secretary for Policy, U.S. Department of Defense. April 21, 2009.

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