Joint Publication 3-22

Foreign Internal Defense

17 August 2018
Validated on
02 February 2021
 PREFACE
1. Scope

This publication provides joint doctrine to plan, conduct, assess, and support foreign
internal defense.

2. Purpose

This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff (CJCS). It sets forth joint doctrine to govern the activities and performance
of the Armed Forces of the United States in joint operations, and it provides considerations
for military interaction with governmental and nongovernmental agencies, multinational
forces, and other interorganizational partners. It provides military guidance for the exercise
of authority by combatant commanders and other joint force commanders (JFCs), and
prescribes joint doctrine for operations and training. It provides military guidance for use
by the Armed Forces in preparing and executing their plans and orders. It is not the intent
of this publication to restrict the authority of the JFC from organizing the force and
executing the mission in a manner the JFC deems most appropriate to ensure unity of effort
in the accomplishment of objectives.

3. Application

a. Joint doctrine established in this publication applies to the Joint Staff, commanders
of combatant commands, subordinate unified commands, joint task forces, subordinate
components of these commands, the Services, and combat support agencies.

b. The guidance in this publication is authoritative; as such, this doctrine should be

followed unless exceptional circumstances dictate otherwise. If conflicts arise between the
contents of this publication and the contents of Service publications, this publication will
take precedence unless the CJCS, normally in coordination with the other members of the
Joint Chiefs of Staff, has provided more current and specific guidance. Commanders of
forces operating as part of a multinational (alliance or coalition) military command should
follow multinational doctrine and procedures ratified by the United States. For doctrine
and procedures not ratified by the US, commanders should evaluate and follow the
multinational command’s doctrine and procedures, where applicable and consistent with
US law, regulations, and doctrine.

For the Chairman of the Joint Chiefs of Staff:

DANIEL J. O’DONOHUE
Lieutenant General, USMC
Director, Joint Force Development 

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Preface

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ii JP 3-22
 SUMMARY OF CHANGES
REVISION OF JOINT PUBLICATION 3-22
DATED 12 JULY 2010

• This publication was validated without change on 02 February 2021.

• Updates the text to align with the new Joint Publication (JP) 3-20, Security
Cooperation.

• Synchronizes the use of foreign security force with JP 3-20.

• Clarifies the role of Air Force Special Operations Command combat aviation
advisor in foreign internal defense (FID).

• Enhances the discussion of commander’s communication synchronization,

public affairs, defense support to public diplomacy, and information
operations.

• Enhances the text to include discussions about the importance of threat

networks in FID.

• Incorporates discussion about countering violent extremism association with

FID, violent extremist organization, and the whole-of-government and
international proactive actions.

• Incorporates discussion concerning Chief, National Guard Bureau, roles in

accordance with (IAW) Title 10, United States Code, Section 342.

• Includes discussion of information as a joint function.

• Clarifies planning and execution of FID in permissive, uncertain, and hostile

environments.

• Enhances discussion of humanitarian and civic assistance coordination for

supporting projects, IAW Department of Defense Instruction 2205.02,
Humanitarian and Civic Assistance Activities.

• Adds text concerning the importance of multinational support and planning

for multi-domain and transregional associations FID.

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Summary of Changes

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 TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................... ix 

CHAPTER I 
INTRODUCTION 

 General ........................................................................................................................ I-1 

 Foreign Internal Defense............................................................................................. I-2 
 Relationship of Foreign Internal Defense to Internal Defense and Development ...... I-3 
 Foreign Internal Defense and the Instruments of National Power .............................. I-7 
 Security Cooperation ................................................................................................ I-14 
 Foreign Internal Defense Within the Range of Military Operations ........................ I-17 
 Foreign Internal Defense Categories ........................................................................ I-18 

CHAPTER II 
INTERNAL DEFENSE AND DEVELOPMENT 

 General .......................................................................................................................II-1 
 Construct ....................................................................................................................II-1 
 Functions ....................................................................................................................II-2 
 Tenets of Effective Foreign Internal Defense Operations .........................................II-4 
 Organizational Guidance ...........................................................................................II-6 

CHAPTER III 
ORGANIZATION AND RESPONSIBILITIES 

 General ..................................................................................................................... III-1 

 National-Level Organizations .................................................................................. III-3 
 Combatant Commands ............................................................................................. III-5 
 Subordinate Unified Commands .............................................................................. III-7 
 Joint Task Forces ..................................................................................................... III-9 
 The United States Diplomatic Mission and Country Team ..................................... III-9 
 Multinational Foreign Internal Defense Force ....................................................... III-12 
 Nongovernmental Organization Coordination ....................................................... III-12 

CHAPTER IV 
PLANNING 

 General ..................................................................................................................... IV-1 

 Planning Imperatives ............................................................................................... IV-2 
 Department of Defense Guidance ............................................................................ IV-4 
 Theater Planning Requirements ............................................................................... IV-6 
 Planning Procedures and Considerations ................................................................. IV-7 
 Planning for Force Protection ................................................................................ IV-12 
 Foreign Internal Defense Assessment .................................................................... IV-15 
 United States Foreign Internal Defense Capabilities ............................................. IV-15 

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CHAPTER V 
TRAINING 

Section A. Training Joint Forces ................................................................................... V-1 

 General ...................................................................................................................... V-1 
 Training, Knowledge, and Skills Needed for Success .............................................. V-1 
 Foreign Internal Defense Training Strategy ............................................................. V-3 

Section B. Training Host Nation Forces ........................................................................ V-4 

 Training Plan ............................................................................................................. V-4 
 Training and Advising .............................................................................................. V-5 

CHAPTER VI 
OPERATIONS 

Section A. Employment Considerations ....................................................................... VI-1 

 General ..................................................................................................................... VI-1 
 Employment Factors ................................................................................................ VI-1 
 Health Service Support ............................................................................................ VI-8 

Section B. Indirect Support ........................................................................................... VI-9 

 General ..................................................................................................................... VI-9 
 Security Assistance ................................................................................................ VI-10 
 Joint and Multinational Exercises .......................................................................... VI-12 
 Exchange Programs ............................................................................................... VI-12 

Section C. Direct Support (Not Involving United States Combat Operations) .......... VI-13 
 General ................................................................................................................... VI-13 
 Civil-Military Operations....................................................................................... VI-14 
 Military Information Support Operations .............................................................. VI-20 
 Operations Security ................................................................................................ VI-23 
 Security Force Assistance ...................................................................................... VI-23 
 Logistic Support ..................................................................................................... VI-25 
 Intelligence and Information Sharing .................................................................... VI-26 

Section D. United States Combat Operations ............................................................. VI-28 

 General ................................................................................................................... VI-28 
 Considerations for United States Combat Operations ........................................... VI-28 
 Command and Control ........................................................................................... VI-30 
 Sustainment ............................................................................................................ VI-30 

Section E. Transition and Redeployment.................................................................... VI-31 

 General ................................................................................................................... VI-31 
 Termination of Operations ..................................................................................... VI-32 
 Termination Approaches ........................................................................................ VI-32 
 National Strategic End State .................................................................................. VI-33 
 Mission Handoff Procedures.................................................................................. VI-33 
 Military Considerations ......................................................................................... VI-34 

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 Post Mission Debriefing Procedures ...................................................................... VI-34 

 Considerations........................................................................................................ VI-35 

APPENDIX

A Legal Considerations ................................................................................. A-1 

B Joint Intelligence Preparation of the Operational Environment to Support
Foreign Internal Defense ............................................................................B-1 
C Illustrative Interagency Plan for Foreign Internal Defense ........................C-1 
D Foreign Internal Defense Post Mission Debriefing Guide ........................ D-1
E Points of Contact ........................................................................................ E-1 
F References .................................................................................................. F-1 
G Administrative Instructions ....................................................................... G-1 

GLOSSARY 

Part I Abbreviations, Acronyms, and Initialisms .............................................. GL-1 

Part II Terms and Definitions ............................................................................. GL-6 

FIGURE

I-1 Characteristics of Foreign Internal Defense ................................................ I-8

I-2 Foreign Internal Defense, Instruments of National Power, and Selected
Sources of Power ......................................................................................... I-9
I-3 Foreign Internal Defense: Integrated Security Cooperation Activities ..... I-11
I-4 The Functional Relationships Among Foreign Assistance, Security
Cooperation, Security Assistance, Security Force Assistance, and
Foreign Internal Defense ........................................................................... I-15
II-1 Internal Defense and Development Strategy Model ..................................II-3
II-2 Notional Counterinsurgency Planning and Coordination Organization ....II-7
III-1 Foreign Internal Defense Coordination .................................................... III-2
III-2 Notional Foreign Internal Defense Interagency Working Group............. III-8
III-3 Notional Country Team Structure .......................................................... III-10
III-4 Notional Security Cooperation Organization
(Departmental Alignment) ..................................................................... III-11
III-5 Notional Security Cooperation Organization
(Functional Alignment) .......................................................................... III-12
IV-1 Foreign Internal Defense Operations Functional Associations with the
Joint Strategic Campaign Plan ................................................................. IV-5
IV-2 Joint Planning Activities, Functions, and Products ................................ IV-13
VI-1 Force Employment Factors in Foreign Internal Defense Operations ....... VI-2
VI-2 Indirect Support of Foreign Internal Defense ........................................ VI-10
VI-3 Direct Support (Not Involving US Combat Operations) ........................ VI-14
VI-4 Foreign Security Forces ......................................................................... VI-24
D-1 Post Mission Debriefing Guide ................................................................. D-6

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 EXECUTIVE SUMMARY
COMMANDER’S OVERVIEW

• Discusses Foreign Internal Defense and the Instruments of National Power

• Describes Foreign Internal Defense Within the Range of Military Operations

• Identifies Foreign Internal Defense Categories

• Discusses internal defense and development strategies and programs

• Describes US Government organizations which conduct Foreign Internal

Defense, and discusses their responsibilities

• Outlines Foreign Internal Defense Planning

• Discusses Foreign Internal Defense Training

• Describes Foreign Internal Defense Operations

Introduction

Foreign internal defense (FID) is the participation by

civilian agencies and military forces of a government
or international organization in any of the programs
or activities taken by a host nation (HN) government
to free and protect its society from subversion,
lawlessness, insurgency, violent extremism,
terrorism, and other threats to its security. The
United States Government (USG) applies FID
programs or operations within a whole-of-
government approach to enhance an HN internal
defense and development (IDAD) program by
specifically focusing on an anticipated, growing, or
existing internal threat. A FID program would
typically be supported by the Department of Defense
(DOD) through routine security cooperation (SC)
activities as part of the geographic combatant
commander’s (GCC’s) theater campaign plan.

FID may be planned and implemented as a program,

an operation, or both. FID programs primarily entail

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SC activities (programs and authorities) integrated

with interagency activities, as required, and under the
coordinating authority of the US embassy country
team as approved by the chief of mission (COM). A
joint force commander (JFC) typically commands
the FID operation, which may involve indirect
support (training HN security forces), direct support
(e.g., intelligence cooperation, logistic support, and
civil-military operations [CMO]), and FID US
combat operations, all in unified action with
interagency and multinational partners as required.

Relationship of Foreign Internal IDAD encompasses the full range of measures taken
Defense to Internal Defense and by a nation to promote its growth and protect itself
Development from subversion, sabotage, lawlessness, insurgency,
terrorism, violent extremism, and other threats to its
security. IDAD focuses on both internal security and
building viable civic, social, and economic
institutions that respond to the needs of the HN
populace.

Based on US national security strategy, interests, and

risk evaluation, a USG assessment can inform a
policy decision to provide US foreign assistance to
that IDAD program. US involvement may vary from
simple military engagement and routine SC activities
within a FID program up to a complex FID operation.

A FID program can also support other activities like

counterterrorism (CT), counterdrug (CD), countering
some other large or transregional extremist
movement or criminal enterprise rather than
counterinsurgency (COIN), or countering threat
networks.

Foreign Internal Defense and the One of the characteristics of FID is that it involves all
Instruments of National Power the instruments of national power (diplomatic,
informational, military, and economic).

Security Cooperation SC involves all DOD interactions to develop foreign

defense and security capabilities and build defense
security relationships that promote specific US
security interests, develop allied and partner nation
(PN) military and security capabilities for self-
defense and multinational operations, and provide

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US forces with peacetime and contingency access to

allies and PNs.

Foreign Internal Defense Within Service and joint capabilities in military engagement,
the Range of Military Operations SC, and deterrence activities help the USG shape the
operational environment (OE) and manage the day-
to-day tensions between nations or groups below the
threshold of armed conflict, while maintaining US
global influence. These capabilities contribute to a
whole-of-government and comprehensive approach
to a transregional, multi-domain, and multifunctional
threat by assuring US allies and partners to enhance
the global network of relationships that enable
effective operations. Foreign assistance can support
or augment military engagements as routine SC
activities or a FID program for an HN IDAD.

Foreign Internal Defense  Indirect Support. Indirect support focuses on

Categories building strong national infrastructures through
economic and military capabilities that
contribute to self-sufficiency, typically through
SC activities.
 Direct Support (Not Involving US Combat
Operations). These operations involve the use
of US forces to provide direct assistance to the
HN civilian populace or military. Direct support
operations are normally conducted when the HN
has not attained self-sufficiency and is faced with
social, economic, or military threats beyond its
capability to handle.
 US Combat Operations. The introduction of
US combat forces during FID requires a
Presidential decision and serves only as a
temporary solution until HN forces are capable
of conducting independent combat operations.
Based on the assessment of the threat, the US-
HN combat operations will likely take the form
of one or more of either COIN, CT, CD, or
stabilization. 

Internal Defense and Development

US FID programs align USG diplomacy,

development, and security efforts with a designated
HN that wishes to strengthen its own instruments of
national power and improve its institutions,
economy, and security conditions. The IDAD

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program is advanced either through an HN request

for support to the USG, a mutual USG and HN
desired goal, or a USG proposition to an HN to
improve its governance and security.

Construct An IDAD program integrates security force and

civilian actions into a coherent, comprehensive
effort. Security force actions provide a level of
internal security that permits and supports growth
through balanced development. This development
requires change to meet the needs of vulnerable
groups of people. This change may, in turn, promote
unrest in the society. The strategy, therefore,
includes measures to maintain conditions under
which orderly development can take place.

The Department of State (DOS), United States

Agency for International Development (USAID),
and DOD provide the foundation to promote and
protect US interests abroad.

Functions An IDAD program blends four interdependent

functions to prevent or counter internal threats:

 Balanced development attempts to achieve

national objectives through diplomatic/political,
social, and economic programs. It allows all
individuals and groups in the society to share in
the rewards of development, thus potentially
alleviating frustration.
 Security includes all activities implemented to
protect the populace from violence and to
provide a safe environment for national
development.
 Neutralization includes concepts that make a
threat irrelevant to the political process.
 Mobilization provides organized manpower and
materiel resources and includes all activities to
motivate and organize popular support for the
government. 

Tenets of Effective Foreign Certain tenets guide efforts across the four IDAD
Internal Defense Operations functions:

 Unity of Effort. Unity of effort is the product

of successful unified action and is essential to
prevent crisis and to defeat credible threats.

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 Optimized Use of Intelligence. Optimized

use of intelligence requires all operations be
based on reliable, accurate, relevant, and
timely intelligence.
 Network Engagement and FID. Network
engagement activities are interactions with
friendly, neutral, and threat networks,
conducted continuously and simultaneously at
the tactical, operational, and strategic levels, to
help achieve the commander’s objectives
within an operational area.
 Synchronized Use of CMO and Military
Information Support Operations (MISO).
The effective use of CMO and MISO, fully
coordinated with other operational activities,
can enhance the legitimacy of HN forces and,
ultimately, the stability of the HN.
 Minimum Use of Force. A threatened
government must carefully examine all courses
of action (COAs) in response to internal
violence. The government should stress the
minimum use of force to maintain order and
incorporate economy of force.
 A Responsive Government. Positive
measures are necessary to ensure a responsive
government whose ability to mobilize
manpower and resources, as well as to motivate
the people, reflects its administrative and
management capabilities.
 Commander’s Communication
Synchronization. Effective communication
synchronization is an important element of
strategic direction during all FID operations. 

Organizational Guidance Organizations should follow the established

political structure of the nation concerned. The
organization should provide centralized planning
and direction, facilitate decentralized execution of
the plan, and be structured and chartered so it can
coordinate and direct the IDAD efforts of existing
government agencies; however, it should minimize
interference with those agencies’ normal functions.

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Organization and Responsibilities

Management of the FID effort begins at the national

level, with the selection of those nations the US will
support through FID efforts. This decision is made
by the President with advice from the Secretary of
State, the Secretary of Defense (SecDef), and other
officials. Funding for these programs is appropriated
by Congress.

The US considers FID support when the following

three conditions exist:

 The existing or threatened internal disorder

threatens US national strategic goals.
 The threatened nation is capable of effectively
using US assistance.
 The threatened nation requests US assistance. 

Ordinarily, when the decision limits FID support to

minor levels of security assistance (SA) or CMO,
there is no requirement to establish a special
management program to facilitate interagency
coordination. Larger FID efforts demand levels of
management and coordination beyond what is
normally found at the combatant command (CCMD)
and country team levels.

National-Level Organizations The National Security Council (NSC) will generally

provide the initial guidance of national-level
decisions pertaining to FID. Specific guidance will
also be provided to government agencies and
departments. Key USG departments and agencies
that normally take part in FID are:

 DOS. DOS is generally the lead for US FID

(noncombat) operations.
 Office of the Director of National Intelligence
(DNI) and the Central Intelligence Agency
(CIA). The DNI and Director of the CIA
support the FID mission in both a national-level
advisory capacity and at the regional and country
levels through direct support of FID activities.
 DOD. DOD national-level organizations
involved in FID management include the Office
of the Secretary of Defense and the Joint Staff. 

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Combatant Commands GCCs plan and execute military operations in

support of FID within their area of responsibility
(AOR). Other combatant commanders (CCDRs)
play a supporting role by providing resources to
conduct operations as directed by the President or
SecDef.

Subordinate Unified Commands A subordinate unified command may be established

on a geographical area or functional basis. The
responsibilities for FID support in these commands
closely parallel those discussed for the CCMDs.
Specific authority for planning and conducting FID
depends on the level of authority delegated by the
CCDR.

The United States Diplomatic The US diplomatic mission to an HN includes

Mission and Country Team representatives of all USG departments and agencies
physically present in the country. The President
gives the chief of the diplomatic mission, normally
an ambassador, full responsibility for the
direction, coordination, and supervision of all
USG executive branch employees in country. The
COM has authority over all USG executive branch
employees within the mission and HN, except for
employees under the command of a US military
commander. However, this authority does not
extend to personnel in other missions or those
assigned to an international agency. Close
coordination with each COM and country team in the
GCC’s AOR is essential to conduct effective,
country-specific FID operations that support the
HN’s IDAD program and US regional goals and
objectives.

Multinational Foreign Internal Each multinational operation in support of FID is

Defense Force different, and key considerations involved in
planning and execution may vary with the
international situation and perspectives, motives, and
values of the organization’s members.

Nongovernmental Organization Nongovernmental organization (NGO) activities and

Coordination capabilities are factors the JFC assesses when
selecting a COA. The country team, USAID
representatives, or civil affairs teams are the best
sources of information on those NGOs. The joint
force staff should develop an understanding of the

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location of existing NGOs and areas where the NGOs

are focusing their efforts.

Planning

NSC Directives Promulgate US FID Policy.

Joint Strategic Planning System (JSPS) documents
reflect the military responsibilities for carrying out
this broad guidance.

The responsibility for FID missions will rest with

one of two USG departments—DOD or DOS.

The theater planning process incorporates the

majority of DOD and DOS efforts and identifies
activities intended to help shape the theater in
which the activities will be conducted. Depending
on whether the mission has originated through
DOD or DOS, how, where, and at what level the
planning, coordination, and resourcing takes place
will vary.

Planning Imperatives When integrating FID into strategies and plans,

basic imperatives include the need to:

 Maintain HN sovereignty and build legitimacy.

 Understand long-term or strategic implications
and sustainability of all US assistance efforts
before commencing FID.
 Tailor military support to FID to the OE and
the specific needs of the supported HN.
 Incorporate unified action and unity of effort.
 Understand US foreign policy.
 Understand the information environment.
 Sustain the effort.
 Protect the effort. 

Department of Defense Guidance The majority of military planning for FID takes
place at the CCMD level. GCCs base strategy
and military planning to support FID on the broad
guidance and missions provided in the JSPS.

The National Military Strategy (NMS) supports

the aims of the National Security Strategy (NSS)
and implements the Defense Strategy Review
(DSR).

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Chairman of the Joint Chiefs of Staff Instruction

3110.01, (U) 2015 Joint Strategic Campaign Plan
(JSCP) (commonly referred to as the JSCP)
implements the strategic policy direction provided
in the Guidance for Employment of the Force
(GEF) and initiates the planning process for the
development of campaign, contingency, and
posture plans. The GEF integrates DOD planning
guidance into a single, overarching document.
Through the guidance and resources provided
in the JSCP, the GCCs develop their operation
plans and concept plans to support FID.

Theater Planning Requirements GCCs may develop theater strategies and

campaign plans that support taskings by the
Chairman of the Joint Chiefs of Staff in the JSCP.
Regardless of how commanders may tailor the
planning process, military activities in support of
FID requirements are integrated into concepts
and plans from the strategic level down to the
tactical level.

Planning Procedures and The military plans and executes missions through
Considerations Adaptive Planning and Execution, which provides
the framework for operational activities and the
planning and execution functions. The framework
is a continuous process that synchronizes both the
plans and their execution with a feedback loop
informed by assessments.

Planning for Force Protection JFCs and their subordinate commanders address
force protection (FP) during all phases of FID
operations, from planning through deployment,
employment, and redeployment.

Foreign Internal Defense Those responsible for conducting FID operations

Assessment assess what activities to conduct. DOS
representatives work with foreign governments
and DOD representatives work with foreign
military personnel to develop IDAD programs that
are consistent with US foreign policy objectives
and useful to the country concerned. The SC
planning process is used to assess currently
implemented programs and exercises.

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United States Foreign Internal Military Resources. Special operations forces

Defense Capabilities (SOF) are beneficial forces of choice for FID due
to their extensive language capability, cultural
training, advising skills, and regional expertise.
However, FID requirements in theater and
transregional conflicts can exceed available SOF
capacity. Conventional forces, when designated,
should be prepared to conduct FID operations.

Interagency Resources. JFCs consider capabilities

and availabilities of interagency resources when
planning for FID operations. During execution, the
country team normally coordinates and synchronizes
military operations with interagency initiatives and
activities. This allows for the most capable and
similar organizations to work together in developing
effective and efficient HN resources.

Operational Contract Support (OCS). OCS is

planning for and obtaining supplies, services, and
construction from commercial sources in support
of joint operations. Contract support can be a
valuable, enabling resource from logistics, training
support, and contracted instructors for the various
categories of FID indirect support, direct support,
and US combat operations.

Training Joint Forces

Training, Knowledge, and Skills Training needed for successful military operations
Needed for Success in support of FID includes:

 Overall US and theater goals.

 Area and cultural orientation.
 Language training.
 Standards of conduct.
 Coordinating relationships with other USG
departments and agencies, NGOs, and
international organizations.
 Legal parameters.
 Rules of engagement.
 Tactical FP training. 

Foreign Internal Defense Preparation for military operations to support FID

Training Strategy requires training that covers a broad range of
topics. The training must also be designed to
support a mix of personnel, ranging from

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language-trained and culturally focused SOF to

those untrained in the specific area where the FID
operation is being conducted. Some training, such
as language qualification, requires an investment
in time and money that will not be practical for all
personnel. A combination of institutional and
unit-conducted individual and collective
training will be required.

Training Host Nation Forces

Training Plan Developing a training plan for the HN is

paramount for US support to FID and establishing
the HN security forces capacity to support the
IDAD strategy. The JFC develops a training plan
based on thorough mission analysis and
assessment of the IDAD strategy, HN capabilities
and needs, and the OE. This plan should be
developed in conjunction with both the country
team and with commanders of HN forces to ensure
comprehensive objectives are detailed.

Training and Advising There is no distinct boundary between training

assistance and advisory assistance. In general,
training assistance is typically nonoperational in
areas and under conditions where joint force
personnel are not likely to be forced to engage any
armed threat. In equal generality, advisory
assistance may entail some operational advice and
assistance beyond training in less secure areas.

Operations

Employment Considerations FID activities are part of the unified actions of

the CCMD and emphasize interagency
coordination. Even small, tactical operations will
usually require interagency coordination, most
likely through the security coordination operation
(SCO).

Employment Factors  Information Impact. During FID, plan

integrated information activities early before
the start of FID and often before the joint force
has deployed to the operational area.
 MISO Impact. Regardless of where or when
MISO are conducted, the FID and IDAD
objectives should be kept in mind.

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 Intelligence Support. A thorough intelligence

analysis should focus on the political, social,
scientific, technical, medical, and economic
aspects of the area, as well as on an analysis of
hostile elements.
 The nature of FID missions and the high
degree of dependence on human
intelligence sources necessitate an active
counterintelligence (CI) and operations
security (OPSEC) program.
 Force Selection. In general, US forces have
some ability to assess, train, advise, and assist
foreign forces. The degree to which they can
be tasked to do so depends on their preparation
in terms of language and other skills and the
knowledge necessary to function within the
OE.
 Public Information Programs. Public
information is important during all phases of
any FID mission. While it is important to
correctly portray the FID effort to HN
personnel through MISO, it is also important to
employ an effective public affairs program to
inform HN and US publics of current FID
actions, goals, and objectives.
 Logistic Support. During FID, logistic
operations support both US forces and
primary operational missions (supporting
HN civilians or military forces with medical,
construction, maintenance, supply, or
transportation capabilities).
 CD Operations in FID. Narcotics production
and trafficking can flourish in countries where
subversion, sabotage, lawlessness, terrorism, and
insurgency exist. Accordingly, FID operations
complement CD efforts by reducing those
problems in HNs.
 Countering Weapons of Mass Destruction
Operations in FID. A JFC tasked for a FID
operation must assess the potential of weapons of
mass destruction being available and controlled
or used by potential insurgents/terrorists and their
external supporters.
 CT and FID. Subversion, lawlessness, and
insurgency can all contribute to the growth of

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terrorism. FID can complement CT by

reducing these contributing factors.
 OPSEC. A major problem in all FID activities
is ensuring critical information and indicators
about friendly intentions, capabilities,
limitations, and activities are identified early in
the planning process so appropriate measures
and countermeasures are in place to protect
them throughout the execution of the activities. 

Health Service Support US joint medical personnel and forces can be

employed as indirect support or direct support
during a FID operation. The predominant types of
activities applied depend on the organization and
capability of the HN military medical forces and
the HN civilian health sector, as well as their
respective roles in that nation’s IDAD program.
For US joint medical forces, health activities will
include varying degrees of military-military
activities and medical civil-military operations.

Indirect Support The three broad approaches to indirect support

include SA, joint and multinational exercises, and
exchange programs.

Security Assistance In the SA arena, GCCs and subordinate JFCs do

not have authority over the SA program but have
responsibility for planning and executing military
activities to support FID within the SA process.
GCCs are active in the SA process by advising
ambassadors through the SCO and by coordinating
and monitoring ongoing SA efforts in their AOR.
In addition, through coordination with the foreign
security forces (FSF) and supporting SCOs, the
GCC can assist in identifying and scoping
requirements to support SA programs that best
support long-term goals and objectives of regional
FID operations.

Joint and Multinational Joint and multinational exercises can enhance a

Exercises FID operation. They offer the advantage of
training US forces while simultaneously increasing
interoperability with HN forces and offering
limited HN training opportunities. The
participation of US forces in these exercises,
primarily designed to enhance the training and
readiness of US forces, is funded by operation and

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Executive Summary

maintenance funds of the providing Service or US

Special Operations Command if SOF are involved.

Exchange Programs Exchange programs foster greater mutual

understanding and familiarize each force with the
operations of the other. Exchange programs are
another building block that can help a commander
round out the FID plan. These are not stand-alone
programs; however, when commanders combine
them with other FID tools, the result can be a
comprehensive program that fully supports the HN
IDAD program.

Direct Support (Not Involving This category of support involves US forces

United States Combat actually conducting operations in support of the
Operations) HN. This is different from providing equipment or
training support to enhance the HN’s ability to
conduct its own operations. Direct support
operations provide immediate assistance and are
usually combined in a total FID effort with indirect
operations.

Three types of direct support operations critical to

supporting FID across all categories are CMO,
MISO, and OPSEC.

Security Force Assistance Security force assistance encompasses joint force

activities conducted within unified action to
organize, train, equip, rebuild/build, advise, and
assist FSF in support of an HN’s efforts to plan and
resource, generate, employ, transition, and sustain
local, HN, or regional security forces and their
supporting institutions. This includes activities
from the ministry level to the tactical units and the
national security sector.

Logistic Support Logistic support operations are limited by US law

without an acquisition and cross-servicing
agreement (ACSA). Such support usually consists
of transportation or limited maintenance support,
although an ACSA can allow additional support in
areas beyond those. However, ACSAs permit the
reimbursable exchange of logistics support,
supplies, and services with HN military. The
existence, potential application, and limitations of

xxii JP 3-22
 Executive Summary

an ACSA with the HN’s military forces should be

considered when planning.

Intelligence and Information Information cooperation is enabled by an

Sharing information sharing environment that fully
integrates joint, multinational, and interagency
partners in a collaborative enterprise. An active
intelligence liaison should be ongoing among the
HN, country team, and CCDR’s intelligence staff,
thus establishing the basis for any intelligence and
communications sharing. CI elements can provide
this support with HN military CI elements, security
service, and police forces when deployed in
support of FID operations. Other national-level
baseline intelligence support (e.g., geospatial
intelligence) may be provided via established or ad
hoc memorandums of agreement or through
national-level liaison teams as required.

United States Combat Operations US participation in combat operations as part of a

FID effort requires Presidential approval. The
condition of the supported nation may descend into
a failing state where coordination between DOD
and DOS authorities occurs during planning or
after assessing the FID impact. The COM has a
series of security, defense, and development
authorities that, when synchronized with DOD
authorities, may have greater impact. This
coordination should occur at the GCC and COM
level or, in special cases, the USG special
envoy/representative levels.

Transition and Redeployment Redeployment of units conducting FID operations

does not typically indicate the end of all FID
operations in the HN. Rather, in long-term FID
operations, as security and other conditions
improve and internal threats become manageable
for HN personnel, direct military-to-military
activities by units will continue, but these activities
may become more intermittent with gaps between
regular exercises and exchanges. In ongoing FID
operations, continuous coverage by US units
generally involves mission handoff from one unit
to its replacement. Redeployment, if conducted
haphazardly or prematurely, can set FID
operations back substantially.

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Executive Summary

Termination of Operations The nature of the termination will shape the futures
of the HN and regional countries. It is essential to
understand that termination of operations is a vital
link between NSS, DSR, NMS, and the desired
national strategic end state(s).

Termination Approaches There are three approaches for achieving national

strategic objectives by military force. The first is
to force an imposed settlement by the threat of or
actual occupation of an enemy’s land, resources, or
people. The second approach seeks a negotiated
settlement through coordinated political,
diplomatic, military, and economic actions, which
convince an adversary that, to yield will be less
painful than to continue to resist. The third
approach for achieving national security objectives
in relation to the irregular challenges posed by non-
state actors is an indirect approach that erodes an
adversary’s power, influence, and will;
undermines the credibility and legitimacy of its
political authority; and undermines an internal
threat’s influence and control over and support by
the indigenous population.

National Strategic End State The first and primary strategic task regarding
termination of intensive FID operations is to
determine an attainable national strategic end state
based on clear national strategic objectives. For
specific situations that require the employment of
military capabilities (particularly for anticipated
major operations), the President and SecDef typically
establish a set of national strategic objectives.
Achieving these objectives is necessary to attain the
national strategic end state and the broadly expressed
diplomatic, informational, military, and economic
conditions that should exist after the conclusion of a
campaign or operation. In FID, this is determined
with the HN civilian leadership to ensure a clearly
defined national strategic end state that is mutually
beneficial. The President or SecDef approves
specified standards that must be met before a FID
operation can be concluded or transitioned to a less
intensive level of support.

Mission Handoff Procedures The overall authority for the handoff and
assumption of command lies with the commander
ordering the change. The authority for determining

xxiv JP 3-22
 Executive Summary

the handoff process lies with the incoming

commander since he will assume responsibility for
the mission. This changeover process may affect
the conditions under which the mission will
continue.

Military Considerations Military strategic advice to USG and HN

leadership regarding termination criteria should be
reviewed for military feasibility and acceptability,
as well as estimates of the time, costs, and military
forces required to reach the criteria. An essential
consideration is ensuring the longer-term
stabilization and the enabling of civil authority
needed to achieve national strategic objectives
continue upon the conclusion of sustained
operations.

Post Mission Debriefing The unit commander conducts a debriefing that

Procedures provides an overview of the mission and all
relevant informational subsets. The debrief should
begin with the updated area study and continue
with other relevant issues. The range of topics can
include military geography; political parties;
military forces; insurgents; security forces;
insurgent forces, targets, and target audiences;
ongoing civil affairs operations; logistics; health
service and supply issues; and ongoing joint,
interagency, international, and multinational
projects or operations.

CONCLUSION

This publication provides joint doctrine to plan,

conduct, assess, and support FID.

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Intentionally Blank

xxvi JP 3-22
 CHAPTER I
INTRODUCTION

“Although on the surface, FID [foreign internal defense] appears to be a relatively

simple concept, that appearance is deceptive; FID is a much more nuanced and
complicated operation than its definition at first implies. FID is often confused
with or equated to training foreign forces, when in reality, there is much more to
it.”

Lieutenant Colonel John Mulbury

ARSOF [Army Special Operations Forces],
General [Conventional] Purpose Forces and FID
Special Warfare, January-February 2008

1. General

a. Foreign internal defense (FID) is the participation by civilian agencies and military
forces of a government or international organization in any of the programs or activities
taken by a host nation (HN) government to free and protect its society from subversion,
lawlessness, insurgency, violent extremism, terrorism, and other threats to its security. The
United States Government (USG) and Department of Defense (DOD) face increasingly
larger volume of threats; counter-influence activities against the US and allies; and more
violent threats that operate transregionally, span activities across multi-domains, and
organize to operate multi-functionally. One of the activities geographic combatant
commanders (GCCs) can apply to counter these threats in multiple countries, but organized
from an ideological credence, is FID, which supports each affected nation’s security. The
USG applies FID programs or operations within a whole-of-government approach to
enhance an HN internal defense and development (IDAD) program by specifically
focusing on an anticipated, growing, or existing internal threat. A FID program would
typically be supported by DOD through routine security cooperation (SC) activities as part
of the GCC’s combatant command campaign plan (CCP).

b. Military engagement, SC, and deterrence encompass a wide range of activities

where the US military is applied as an instrument of national power to build security
relationships that promote specific US security interests, develop allied and partner nation
(PN) capabilities for self-defense and multinational operations, and deter adversaries.
Within the combatant commander’s (CCDR’s) theater strategy, SC and the associated
programs, activities, and missions play a key role in understanding and shaping the
operational environment (OE). Within the range of military operations, GCCs and
functional combatant commanders (FCCs) routinely conduct military engagement and SC
using global, theater, and functional campaign plans and as part of the USG international
agreements mutually concluded between the US and those PNs. The Department of State
(DOS) manages foreign assistance, which includes development assistance, security
assistance (SA), and humanitarian assistance. DOD uses foreign assistance to support an
HN’s IDAD strategy and program. The HN’s IDAD strategy and programs, supported by
DOS foreign assistance, promotes security against threats and sustainable development of
responsive civic, social, and economic institutions. The strategic goal is to promote local
and regional stability.

I-1
Chapter I

c. The security cooperation organization (SCO) has a unique role as the primary
interface between the GCC, US ambassador or chief of mission (COM), and HN on all SA
and SC matters. The SCO performs its SA and cooperation management functions under
the Foreign Assistance Act (FAA) and the Arms Export Control Act (AECA), as well as
other authorities. If the internal threat requires a significant military effort, the USG may
require a FID operation as a contingency operation or in crisis response. In the context of
this publication, internal threats include threats manifested within the internationally
recognized boundaries of a nation, whether externally supported or not. These threats
may include, but are not limited to, subversion, political violence, sabotage, insurgency
(including support to insurgency), terrorism, violent extremism, and criminal activities.
These activities are conducted by a multitude of groups that may seek to perpetuate
insurgency during periods of instability by conducting criminal activities that can
generate further instability, such as trafficking illicit drugs, weapons of mass destruction
(WMD), and human trafficking. While such threats present themselves internally, some
may be supported from outside the country by a transregional or non-state organization,
an international criminal organization, or another nation sponsoring instability through a
surrogate or proxy.

For more information on violent extremism, see Joint Publication (JP) 3-24,
Counterinsurgency.

2. Foreign Internal Defense

a. Conducted through a whole-of-government approach (in unified action) to

support a PN, FID may be planned and implemented as a program, an operation, or both.
FID programs primarily entail SC activities (programs and authorities) integrated with
interagency activities, as required, and under the coordinating authority of the US
embassy country team as approved by the COM. FID programs entail limited direct
support (e.g., intelligence cooperation) and FID indirect support and may include all
aspects of SA and security force assistance (SFA) as the means for achieving FID
program objectives. If a FID program cannot keep pace with the internal threats, or a
friendly nation experiences an overwhelming internal threat, then a USG contingency or
crisis response could necessitate a FID operation, likely conducted using special funding
and authorities for a contingency/crisis. A joint force commander (JFC) typically
commands the FID operation, which may involve indirect support (training HN security
forces), direct support (e.g., intelligence cooperation, logistic support, and civil-military
operations [CMO]), and FID US combat operations, all in unified action with interagency
and multinational partners as required.

b. While FID is one of the designated core special operations activities of the United
States Special Operations Command (USSOCOM) and its subordinate commands, FID
can be supported by the joint force, multinational forces (MNFs), and other USG
departments and agencies. FID is not just a military operation; rather, it typically
includes an interorganizational approach to assisting an HN’s security, stability, and
development. FID requires a whole-of-government approach focused on achieving and
leveraging unified action by all participants through facilitating practices such as
interoperability, integration, and interdependence. Interoperability is the ability to act

I-2 JP 3-22
 Introduction

together coherently, effectively, and efficiently to achieve tactical, operational, and

strategic objectives. Integration is the arrangement of military forces and their actions to
create a force that operates as a whole. Interdependence is the purposeful reliance by
multiple departments and agencies, MNFs, or Services on the other’s capabilities to
maximize any complementary and reinforcing effects, interdependence, and level of
capabilities. Interdependence varies with the level of capability and in the degree of
applicability and conduct among special operations forces (SOF) and conventional forces
(CF), DOD and interagency partners, the USG, and multinational partners. JFCs leverage
these practices by including such determinations during planning. Observations and
insights gained through lessons learned continually reinforce the reality that
interoperability and integration are fleeting; they are never completely achieved and must
be continually pursued.

c. The JFC supporting a FID effort may employ capabilities provided by both SOF
and CF. A large FID operation may be conducted through the command and control (C2)
structure of a joint task force (JTF) or special operations joint task force (SOJTF). When
SOF and CF are integrated, appropriate C2 or liaison elements should be exchanged or
provided to the appropriate interoperability components of a joint force.

For additional detail on SOF and CF relationships, refer to JP 3-05, Special Operations,
and Field Manual (FM) 6-05/Marine Corps Reference Publication (MCRP)3-30.4/Navy
Tactics, Techniques, and Procedures (NTTP) 3-05.19/Air Force Tactics, Techniques, and
Procedures (AFTTP) 3-2.73/USSOCOM Publication 3-33, Multi-Service Tactics,
Techniques, and Procedures for Conventional Forces and Special Operations Forces
Integration, Interoperability, and Interdependence.

3. Relationship of Foreign Internal Defense to Internal Defense and Development

It is important to frame a FID effort within the context of US strategy and policy and
to understand how the USG uses a FID program to support and enhance an HN IDAD
program to create or improve security and stability.

a. IDAD encompasses the full range of measures taken by a nation to promote its
growth and protect itself from subversion, sabotage, lawlessness, insurgency, terrorism,
violent extremism, and other threats to its security. IDAD focuses on both internal
security and building viable civic, social, and economic institutions that respond to the
needs of the HN populace. A foreign nation that is anticipating or faced with internal
security threats establishes an IDAD strategy to combine internal defense with other
essential developmental efforts and then implements that strategy through an IDAD
program. Based on US national security strategy, interests, and risk evaluation, a USG
assessment can inform a policy decision to provide US foreign assistance to that IDAD
program. US involvement may vary from simple military engagement and routine SC
activities within a FID program up to a complex FID operation. An example of a FID
program that develops into a FID operation is US forces supporting an HN
counterinsurgency (COIN) operation to suppress an identified insurgency or rebellion
that fails to achieve FID program objectives but escalates into a larger US military

I-3
Chapter I

commitment involving stability and combat support. Ultimately, the focus of a US FID
program or operation is to support the HN IDAD program.

b. FID is the participation by other USG departments and agencies and the US
military in any program or operation taken to support the security and stability of another
government and to protect its society. FID also supports an HN IDAD strategy consistent
with US national security objectives and policies. FID is functionally related to foreign
assistance, which supports the HN not only through SA but also development assistance,
by promoting sustainable development and growth of various indigenous institutions.
These efforts support US goals to promote long-term HN and regional stability. A good
example of FID supporting an HN IDAD strategy that aligned with US goals and objectives
is Plan Colombia. The Colombian government developed Plan Colombia and was

FOREIGN INTERNAL DEFENSE AND INTERNAL DEFENSE AND

DEVELOPMENT SUPPORT IN COLOMBIA

During the early years of the twenty-first century, Colombia was

arguably the number one US security concern in the Western
Hemisphere. The security concerns for Colombia included a stable
government, the expansion of illicit narcotics production and
distribution networks, and parts of Colombia dominated by the
Fuerzas Armadas Revolucionarias Colombianas (FARC). The US
had been providing economic and security sector assistance to
Colombia for decades, but in the late 1990s, Colombia eclipsed Peru
and Bolivia as the single largest producer of coca used in the
production of cocaine. The Colombian central government had
limited institutional capacity of the state to extend governance and
security, especially into remote areas dominated by paramilitary
insurgents such as the FARC. As a result, the US determined that
Colombia needed a larger Department of Defense and Department
of Justice engagement plan to combat illicit narcotics distribution
into the US and assist with stabilizing those Colombian regions
challenged by the FARC. In 1999, the US Congress appropriated
$165 million in aid to Colombia, making them the US Government’s
third largest recipient of aid behind Israel and Egypt.

Thomas Pickering, the Under Secretary of State, a career

ambassador, and an experienced diplomat in Latin American
affairs, advocated for a long-term national plan for Colombia rather
than a series of short-term incremental plans requiring yearly US
Agency for International Development support. It was also
imperative that the Colombian government become more proficient
in linking their long-term security plan with counter-narcotics and
counterterrorism operations. The Colombian security plan strategy
included the synchronization for resources and personnel across
the ministries, thereby engaging the creative talents of all
Colombians in the rebuilding of their nation.

I-4 JP 3-22
 Introduction

Jamie Ruiz, a Colombian, and the Chief of Staff for Colombian President
Andres Pastrana, authored “Plan Colombia” linking economic
development and security to the peace process. The “Plan Colombia”
was an internal defense and development (IDAD) plan developed by the
Columbian government that aligned with US goals to improve many
areas of security, governance, economy, and criminal activities. In the
words of Dr. Gabriel Marcella, an instructor of strategy in the Department
of National Security and Strategy at the US Army War College and a
former advisor to the Commander of United States Southern Command,
“Plan Colombia endeavored to strengthen the state, reenergize an
economy with deep unemployment, generate the conditions necessary
for the pursuit of peace, control the expansion of illegal crops and drug
trafficking, and restore civil society. In other words, Plan Colombia
(was) nothing less than a grand strategy for the remaking of the nation
into a secure democratic society freed of violence and corruption.”
Similar to an IDAD, “Plan Colombia” was not exclusively a military or
security strategy, but it was an inclusive plan that spanned the
Colombian ministries efforts to stabilize the country.

The US initially committed to spend $7.5 billion in combined assistance

over five years (to 2005) in the areas of human rights and judicial reform,
expansion of counter-narcotics operations, alternative economic
development, and increased interdiction and assistance to Columbian
police forces. “Plan Colombia” extended until 2015, and the effort then
became known as “Peace Colombia” until the Colombian Congress
ratified a revised peace accord in November 2016 (following a failed
popular referendum) that ended the conflict between FARC and the
government of Colombia. “Plan Colombia” achieved mixed results for
both the US and Colombia. While Colombia remains the world’s largest
producer of cocaine and grower of coca and the US remains a huge
consumer of cocaine, the plan is a US foreign policy success. Although
the peace accord with FARC remains deeply unpopular with half of
Colombian citizens, the plan helped bolster the social, political, and
military lines of effort to modernize the government and stabilize the
country.

Gabriel Marcella, Plan Colombia: The Strategic and Operational

Imperatives, Strategic Studies Institute, (US Army War College)

approved by the US Ambassador and supported by multiple USG departments and

agencies. The US FID support by DOD included SOF supporting Colombian counter-
narcotics and counterterrorism development to improve their capabilities against illicit
narcotics networks and the emerging terrorist groups.

c. FID requires unified action through interagency coordination (i.e., a whole-of-

government approach) and ,when applicable, through interorganizational cooperation (i.e.,
a comprehensive approach). However, the HN, in coordination with the US country team,
will likely determine the participants supporting the HN IDAD program. Also, not all

I-5
Chapter I

multinational partners will necessarily make a military contribution, as some, for example,
may be more inclined to support development of social or economic institutions. US
military support to FID helps the HN to anticipate, preclude, and counter internal threats
while simultaneously addressing the drivers and root causes of instability. Emphasis on
internal developmental programs, as well as internal defense programs and operations, is
essential when organizing, planning, and executing military support to US FID activities.
FID includes three categories: indirect support (training foreign security forces [FSF]),
direct support (e.g., intelligence cooperation, logistic support, and CMO), and US combat
operations, all of which will be discussed in more detail in Chapter VI, “Operations.”

(1) In support of defense strategy and policy priorities, including combatant

command (CCMD) campaign plans, defense institution building is conducted to promote
principles vital to the establishment of defense institutions that are effective, accountable,
transparent, and responsive to national political systems, especially regarding good
governance, oversight of security forces, respect for human rights, and the rule of law.

(2) Success in providing internal security would allow for increasing

development opportunities. Military engagement and SC activities used for routine
shaping under a global campaign plan, CCDR’s CCPs, functional plans for competition
below the threshold of armed conflict, or a contingency plan may coincide with HN
development assistance in a FID program. These efforts may persist throughout the range
of military operations but can have significant impact during early shaping of the OE in
designated countries or the region. However, if an emerging internal threat presents
increased instability and risk, it may require increased activities in the form of a more
robust FID effort. This may trigger a transition to the deter phase of an operation.

(3) If that internal threat grows despite the ongoing US-HN FID effort, and
significant escalation in size or complexity of the FID operation is required, it would
likely be reflected in the transition to subsequent campaign phases of a limited
contingency operation or a major operation. Such a transition could include not only
more aggressive indirect support and direct support categories of FID but it may also
necessitate the third category of FID, US combat operations. For example, that level
of FID involvement could include US forces conducting COIN operations or other
security operations for, or combined with, FSF. When conducting operations alongside
a PN, this type of involvement transitions from FID to support to multinational
operations. Support to multinational operations can take many forms and may include
SFA (e.g., combat advising).

d. A FID program can also support other activities like counterterrorism (CT),
counterdrug (CD), countering some other large or transregional extremist movement or
criminal enterprise rather than COIN, or countering threat networks (CTN). Although most
of the FID programs may remain focused on COIN, in a complex and rapidly changing
security environment, US FID planners should anticipate threats to an HN’s internal
stability. These threats may include civil disorder; criminal gangs; and activities, to include
illicit drug, arms, or human trafficking; terrorism; radicalization; and resource competition
among ethnic groups. While these threats may feed a growing insurgency, they may also
become predominant as traditional power centers shift, suppressed cultural and ethnic

I-6 JP 3-22
 Introduction

rivalries surface, or the economic incentives of criminal activities persist, all driven by
globalization, diffusion of technology, and demographic shifts. Therefore, planning and
preparation for US military response should increasingly account for transregional, multi-
domain, and multifunctional threats. These developmental aspects of IDAD fall outside
the scope of FID but highlight the difficulty of progressing with development assistance
while internal security remains tenuous. FID involves the support of an HN government
and its military, FSF, or paramilitary forces. FID remains a US whole-of-government
approach that supports an HN government’s IDAD plan to preserve the sovereignty of the
HN.

For additional information on COIN, refer to JP 3-24, Counterinsurgency. For more

information on CTN, see JP 3-25, Countering Threat Networks.

e. US military operations supporting FID typically provide training, materiel, advice,

assistance, or accompaniment to local forces executing an IDAD program. Such efforts
occur through SFA rather than US forces independently conducting military missions for
the HN. Military operations are, at least to some degree, intertwined with foreign
assistance provided by non-DOD agencies in the form of SC, foreign humanitarian
assistance (FHA), or SA described in legislation such as the FAA of 1961 (Title 22, United
States Code [USC], Chapter 32), as amended; the AECA of 1976 (Title 22, USC, Chapter
39), as amended; and Title 22 (Foreign Relations and Intercourse), USC. FID assistance
should also take into consideration US law that prohibits providing funds to the enemy (see
Title 10, USC, Section 2302).

See Chapter II, “Internal Defense and Development,” for a detailed discussion regarding
IDAD.

4. Foreign Internal Defense and the Instruments of National Power

a. As shown in Figure I-1, one of the characteristics of FID is that it involves all the
instruments of national power (diplomatic, informational, military, and economic).
Examples of how these instruments are applied include SA and collaborative intelligence
sharing. Although this publication centers on the military instrument’s contribution, it is
also important to understand the overlying national strategy that directs FID activities and
how all instruments of national power support these activities.

b. The goal of the USG use of the instruments of national power and FID is to assist
foreign nations in the development and use of their own national power. The ability of the
US to advance its national interests is dependent on its ability to employ the instruments of
national power to achieve national strategic objectives. The US does this throughout the range
of military operations through SC, FID, or major operations. FID leverages the instruments of
national power to focus on a foreign nation’s power to promote its growth and protect itself
from subversion, sabotage, lawlessness, insurgency, terrorism, violent extremism, and other
threats to security. The FID operational framework, shown in Figure I-2, is discussed in more
detail throughout the remainder of this chapter.

I-7
Chapter I

Characteristics of Foreign Internal Defense

 Involves all instruments of national power.

 Can occur across the range of military operations.
 Is conducted by both conventional forces and special operations
forces.
 Supports and influences the host nation's internal defense and
development program.
 Includes training, materiel, technical and organizational assistance,
advice, infrastructure development, and tactical operations.
 Generally, the preferred methods of support are through assistance
and development programs.

Figure I-1. Characteristics of Foreign Internal Defense

c. Diplomatic Instrument. A dysfunctional political system in a nation can result in

internal instability. This type of government can erode its legitimacy internationally and, more
important, with the nation’s populace. The lack of governance results in lawlessness and
internal instability. Diplomacy is the first instrument exercised by the US, and depending upon
the decisions made by the President or the President’s designee, diplomacy may be the only
practical instrument of national power that can influence the situation. Indirect and direct
military support provided through training, logistics, or other specified support, however, all
may make significant diplomatic contributions by demonstrating US commitment and resolve.

d. Informational Instrument

(1) FID requires strong trust and credibility between the US and HN-supported
forces, as well as among all partners. This trust and credibility increases when words and
actions are aligned and communication is consistent with USG strategic guidance. JFCs
use the commander’s communication synchronization (CCS) process to implement
strategic-level guidance to coordinate, synchronize, and ensure the integrity and
consistency of strategic- to tactical-level narratives, themes, messages, images, and actions
throughout joint operations. JFCs, their component commanders, and staffs coordinate and
adjust CCS plans, programs, products, and actions with the other interorganizational
participants employed throughout the operational area (OA), such as the various COMs
relevant to the joint operation. Effective CCS focuses processes and efforts to understand
and communicate with key audiences and create, strengthen, or preserve conditions
favorable to advance USG interests, policies, and objectives.

I-8 JP 3-22
 Introduction

Figure I-2. Foreign Internal Defense, Instruments of National Power, and

Selected Sources of Power

(2) Synchronization of information-related capabilities, public affairs (PA), and

other actions is essential for successful CCS. CCS effectively manages the rapid flow of

I-9
Chapter I

information, which is enabled by the advancements in media distribution methods. CCS

during FID, in particular, requires many factors, including communication means, theme
context, and established patterns of communication within the culture where FID activities
occur. Synchronized communication based on strategic guidance attempts to manage the
positive and negative influences on the populace’s behavior. In accordance with (IAW)
guidance as part of the CCS process, information operations (IO) integrates relevant
information-related capabilities in concert with other lines of operation (LOOs) to
influence the decision making of adversaries. PA are communication activities designed
to inform external and internal audiences about military operations in a timely manner.
Public information, in the context of PA, is information of a military nature, the
dissemination of which is consistent with security and approved for public release.
Synchronized communication planning is necessary to manage USG and local government
information internationally and locally to affected populations. FID activities may lead to
public misunderstanding of USG support to a region and may be exploited by elements
hostile to the US and its allies. US foreign assistance (development assistance,
humanitarian assistance, and SA) has often been met with skepticism by the American
public and typically has been the target for propaganda against USG efforts. FID offers a
mechanism to demonstrate US security and development support to the HN government
and indigenous population in a positive light, but it should not be rendered at the expense
of a supported nation that may be sensitive to accepting aid.

(3) Cultural and social sensitivities must be considered during FID negotiations
and agreements. Accurate portrayal of US FID efforts through positive information
programs can influence worldwide perceptions of the US FID efforts and the HN’s desire
to embrace changes and improvements necessary to correct its problems, as well as deter
those opposed to such changes. Additionally, some HNs may be willing to accept
informational or intelligence support more readily than types of military support that are
more visible to internal and external audiences.

e. Military Instrument

(1) With Presidential direction, FID involves the use of US combat units and
advisors in roles intended to stabilize the nation with indigenous FSF and ensure the
sovereignty of a PN and its vital institutions. The US military plays an important
supporting role through FID activities that complement a PN’s IDAD strategy. In some
cases, the role of the US military may become more important because military officials
have greater access to, and credibility with, national regimes that are heavily influenced or
dominated by their own military. In such cases, success may depend on US representatives
being able to persuade the PN government and military authorities to lead or support reform
efforts aimed at eliminating or reducing corruption and human rights abuse. FID supports
Presidential Policy Directive (PPD)-23, Security Sector Assistance, to strengthen the ability
of the US to help allies and PNs build their own security capacity. US military support
requires joint planning and execution to ensure the efforts of all participating CCMDs,
subordinate joint force commands, and/or Service or functional components are mutually
supportive and focused. FID can only occur when an HN has asked for assistance. See
Figure I-3 for examples of indirect support, direct support, and US combat operations.
These categories represent significantly different levels of US diplomatic and military

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 Introduction

Foreign Internal Defense: Integrated Security

Cooperation Activities

Indirect Support

Security Assistance
Security Cooperation
Exchange Programs
Joint/Multinational Exercises

Direct Support
(not involving US combat operations)

Civil-Military Operations
Military Information Support Operations
Logistic Support
Intelligence Cooperation
Operations Security
Cybersecurity Assistance
Security Force Assistance

US Combat Operations

Figure I-3. Foreign Internal Defense: Integrated Security Cooperation Activities

commitment and risk. It should be noted, however, that various activities and operations
within these categories can occur simultaneously. As an example, indirect and direct
support (not involving combat operations) may continue even when US forces are
committed to a combat role. Additionally, when conducting FID support to combat
operations, many levels of the US role are considered and applied. US policy informs US
FID support to combat operations that can allow or prohibit US integration with the FSF
during combat operations. The JFC can also place restrictions on US forces based on the
FSF progression timeline and JFC intent to reduce FSF reliance on US assets or capability.
Additionally, US forces can be allowed to conduct unilateral operations that are

I-11
Chapter I

coordinated with FSF and approved by the HN, or US forces can be relegated to only
supporting FSF operations.

(2) Planning is crucial to determine what tasks the US forces must provide the
FSF during HN combat operations and what US policy allows. As a result of US policy
and planning for US FID support to combat operations, various roles can be assigned to
US forces. The US roles are known as advise, assist, and accompany in relation to US
force interaction with the FSF. The challenge for US trainers and advisors is the actual
observation, assessing, and advising interaction with FSF performance during training,
mission rehearsals, and, finally, FSF combat operations. FID support to combat operations
may either allow US and FSF integration during combat operations or restrict US
participation. The advise role is viewed as the least permissive and generally allows US
forces to only train and advise at FSF training locations but not go with the FSF during
operations. The advise role normally restricts US integration during FSF operations and
involves training only, training and equipping, or training and advising. A US role for
assist, which is more permissive, can allow US integration during FSF operations with
caveats that may restrict US forces from physically going with the FSF through their final
assault. The assist role can permit US forces and assets supporting FSF operations during
enemy engagement and attempts to provide US capability support to the trained FSF (i.e.,
US intelligence support, air support, medical support). The accompany role is the most
permissive and allows US integration with the FSF during all phases of their combat
operations. A US accompany role where US advisors are authorized to accompany the
trained FSF on operations normally includes advising and providing connectivity or US
control with US supporting assets. The US commitment is determined by US policy;
international commitment; and whether the threat is either exclusive to the nation where
the US is supporting FID, a mutual threat to both the US and supported nation, or a
transregional threat.

f. Economic Instrument. Economic factors influence every aspect of FID. Often,

the internal strife a supported nation faces is brought on by unfavorable economic
conditions within that nation, which lead to public anger against the government. These
conditions weaken national institutions and infrastructures and contribute to instability,
particularly when the government is perceived as not being able to meet the basic needs of
the people. These instabilities may produce an environment ripe for increased subversion,
sabotage, lawlessness, and insurgency. The US economic instrument is used in a variety
of ways, ranging from direct financial assistance and favorable trade arrangements to the
provision of the foreign military financing (FMF) programs under SA.

g. Selected Sources of Power Applied Through the Instruments of National

Power

(1) Financial. The financial activities of the nation promote the conditions for
prosperity and stability in the US and encourage prosperity and stability in the rest of the
world. The Department of the Treasury is the primary USG department responsible for the
economic and financial prosperity and security of the US. In the international arena, the
Department of the Treasury works with other USG departments and agencies, governments
of other nations, and international financial institutions to encourage economic growth;

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 Introduction

raise standards of living; and predict and prevent, to the greatest extent possible, economic
and financial crises. The activity of the Department of the Treasury abroad has a deterrence
function implemented through the Treasury Office of Terrorism and Illicit Finance, which
can support those nations where FID programs or operations are ongoing. Examples
include levying financial sanctions, conducting asset forfeiture, combating money
laundering, and tracking terrorist financial activities. The Department of the Treasury can
implement these actions in the country where FID is conducted or against those external
nations supporting the threat within the PN. JFCs will also work with the Department of
the Treasury and the Department of Justice (DOJ) in counter threat finance (CTF)
activities. CTF seeks to rob insurgent, terrorist, and criminal organizations from funding
streams that finance their illicit or offensive capabilities.

For more information on CTF, see JP 3-25, Countering Threat Networks.

(2) Intelligence. The US intelligence community encompasses DOD and

interagency intelligence organizations. The Office of the Director of National
Intelligence promotes the integration of US intelligence community activities and
coordinates prioritizing the utilization of intelligence resources to facilitate foreign
relations and the protection of the national security of the US. US planners, in
coordination with HN and PN planners, use all available intelligence to identify the
adversary’s capabilities and centers of gravity (COGs), project probable courses of action
(COAs), and assist in planning friendly force employment. Intelligence also provides
assessments that help the JFC decide which forces to deploy; when, how, and where to
deploy them; and how to employ them in a manner that accomplishes the mission at the
lowest human, diplomatic, or political risk. Intelligence support to USG FID may involve
the identification of critical infrastructure, mapping of significant activities that may be
threats, and products that support safety of navigation or provide increased situational
awareness for strategic decision making.

(3) Law Enforcement (LE)

(a) US law enforcement, led by DOJ and the Department of Homeland

Security (DHS), has distinct capabilities that can be leveraged to capitalize on the whole-
of-government approach in support of an IDAD. Beyond providing information
exchange with DOD, DOJ can assist law enforcement agencies (LEAs) of foreign
governments. Resources such as customs agents, border patrol, the Federal Bureau of
Investigation, and DHS are all available for leveraging FID and support a PN’s legal,
judicial, and policing functions. Other organizations that may provide related assistance
are described in the following subparagraphs.

(b) Terrorism poses a grave threat to individuals’ lives and national

security around the world. The International Criminal Police Organization-International
Police (ICPO-INTERPOL) has made available various training opportunities and
resources to support member countries in their efforts to protect citizens from terrorism,
firearms and explosives, attacks against civil aviation, maritime piracy, and WMD. The
US National Central Bureau of ICPO-INTERPOL operates in conjunction with DHS and
within the guidelines prescribed by DOJ.

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Chapter I

(c) The DOS’s Bureau of International Narcotics and Law Enforcement

Affairs (INL), while not an LEA, can be instrumental in the development of policies and
programs to combat international narcotics and crime. The DOJ’s Bureau of Alcohol,
Tobacco, Firearms, and Explosives can also provide information about international
crime and explosives trafficking.

(d) The United States Coast Guard (USCG) is a unique, multi-mission

organization that is an LEA (Title 14, USC, Section 89), as well as a military Service and
a branch of the US Armed Forces (Title 10, USC, Section 101; Title 14, USC, Sections 1
and 2). The ability to handle evolving scenarios as a federal LEA or an armed force is a
unique characteristic of the USCG. Congress established the USCG as a maritime
constabulary force of the US by specifically assigning it the duty to enforce or assist the
enforcement of all applicable federal laws on, under, and over the high seas and waters
subject to US jurisdiction.

5. Security Cooperation

SC involves all DOD interactions to develop foreign defense and security capabilities
and build defense security relationships that promote specific US security interests,
develop allied and PN military and security capabilities for self-defense and multinational
operations, and provide US forces with peacetime and contingency access to allies and PNs
(see Department of Defense Directive [DODD] 5132.03, DOD Policy and Responsibilities
Relating to Security Cooperation, and JP 3-20, Security Cooperation, for a more detailed
discussion). Under multiple authorities consolidated into a single, dedicated chapter (Title
10, USC, Chapter 16) by the National Defense Authorization Act for Fiscal Year 2017, SC
uses a combination of programs and activities by which DOD, in coordination with DOS,
encourages and enables countries and organizations to partner with the US to achieve
strategic objectives. SC involves an overarching functional relationship rather than a
hierarchical relationship with its associated activities/programs. SC is critical to effective
operations regarding disruption, degradation, and defeat of violent extremism, especially
targeting the drivers and root causes of the extremism by setting theater conditions that
shape and deter escalation and enabling effective operations, if necessary. The Guidance
for Employment of the Force (GEF) contains DOD guidance for SC. This guidance, along
with the Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3110.01, (U) 2015 Joint
Strategic Campaign Plan (JSCP) (commonly referred to as the JSCP), and global campaign
plans, provides goals and activities for specific theaters and regions and provides the
overarching framework for many FID-related activities. The GEF includes SC activities,
some of which will be discussed (as they apply to FID) further in the chapter. Security
sector assistance, as outlined in PPD-23, Security Sector Assistance, influences these
functional relationships and directs USG assistance to a PN’s security sector, which
comprises those government and international institutions, both civilian and military,
responsible for protecting their state and citizens. SA is a group of programs the USG uses
to provide defense articles, military training, and other defense-related services by grant,
loan, credit, or cash sales to advance national policies and objectives. Figure I-4 depicts
the functional associations among foreign assistance, SC, SA, SFA, and FID as generally
organized from larger to more specific programs.

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 Introduction

Figure I-4. The Functional Relationships Among Foreign Assistance, Security Cooperation,
Security Assistance, Security Force Assistance, and Foreign Internal Defense

For further information on SC and applicable tools supporting theater development, refer
to JP 3-20, Security Cooperation.

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Chapter I

a. SA. Those portions of SA authorized under Title 22, USC, and administered by
DOD for DOS are considered a part of SC. DOD-administered SA is typically directed
and administered through the Defense Security Cooperation Agency (DSCA) and managed
and executed by the Military Departments. SA is a principal element in a US FID effort,
providing many of the resources in the form of funding, materiel, and training. Like unified
action for FID, SA can include efforts of civilian agencies, as well as those of the military.
While integral to FID, SA has a much broader application outside of FID under SC, such
as providing defense articles, military training, and other defense-related services. Note
that only a portion of the overall SA effort fits into the FID area but that it is a large part
of the overall FID indirect support effort. Also, it is important to note that the direct
support (not involving US combat operations) category typically makes up the
preponderance of the remaining military operations. DOD-administered SA is the
military component of foreign assistance implemented by DOD IAW policies established
by DOS and includes, but is not limited to, foreign military sales (FMS), FMF,
international military education and training (IMET), peace operations (PO), and excess
defense articles (EDA). DOS provides financial support to international peacekeeping
operations (PKO), a subset of PO, through a PKO fund. These components, combined
with the Economic Support Fund and commercial sales licensed under the AECA, are
SA tools the US can use to further its national interests and support the overall FID effort.

(1) FMS. FMS is a non-appropriated program through which foreign

governments and international organizations can purchase defense articles, services, and
training from the US. Eligible nations and international organizations can use this
program to help build national security infrastructures. A limitation of this program is
that the nations that require assistance are often unable to finance their needs.

(2) FMF. FMF falls inside the foreign assistance budget process of DOS. FMF
provides funding to purchase defense articles and services, design and construction
services, and training through FMS or, for a limited number of countries, commercial
channels. FMF can be an extremely effective FID tool, providing assistance to nations
with weak economies that would otherwise be unable to afford US assistance.

(3) IMET. IMET, also part of the DOS foreign assistance budget process,
contributes to internal and external security of a country by providing training to selected
foreign militaries and related civilian personnel on a grant aid basis. The program helps
to strengthen foreign militaries through US military training (and exposure to culture and
values) that are necessary for the proper functioning of a civilian-controlled, apolitical,
and professional military. This program has long-term positive effects on US and HN
bilateral relations. IMET serves as an influential foreign policy tool where the US shapes
doctrine, promotes self-sufficiency in maintaining and operating US acquired defense
equipment, encourages the rule of law, and occasionally has a marked effect on the
policies of the recipient governments. Foreign students—many of whom occupy the
middle and upper echelons of their country’s military and political establishments—are
taught US defense doctrine and employment of US weapon systems, values, and
management skills, resulting in greater cooperation and interoperability.

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 Introduction

(4) PO. This program funds US PO, such as the MNF and observers in the
Sinai and the US contribution to the United Nations (UN) Force in Cyprus. These
operations are limited in scope and funding levels and, although related to FID
operations, are generally considered separate activities with focused goals and objectives.

For further information on PO, refer to JP 3-07.3, Peace Operations.

(5) EDA. EDA are DOD- and USG-owned defense articles no longer needed
and declared excess by the US Armed Forces. This excess equipment is offered at reduced
or no cost to eligible foreign recipients on an “as is, where is” basis. EDA are used for
various purposes, including internal security (including antiterrorism [AT] and
nonproliferation). The EDA program is most effective in assisting friendly nations and
allies to augment current inventories of like items with a support structure already in place,
as the friendly nation, upon receipt, gains responsibility for the articles’ movement to its
country and their sustained operation and maintenance.

For further information on SA, refer to DSCA Manual 5105.38-M, Security Assistance
Management Manual.

b. Exchange Programs. Military exchange programs also support the overall FID
effort by fostering mutual understanding between forces; familiarizing each force with the
organization, administration, and operations of the other; developing and strengthening
interoperability between FSF; and enhancing cultural awareness. Exchange programs,
coupled with the IMET program, are extremely valuable in improving HN and US relations
and may also have long-term implications for strengthening democratic ideals and respect
for human rights among supported governments. Exchanges typically originate with or are
coordinated between Services and a foreign security force purposed to promote a specific
interoperability or institutional requirement. It is important, however, that such exchange
programs (funded with Title 10, USC, funds) do not themselves become vehicles for SA
training or other services to the PN in contravention of the FAA and AECA.

c. Joint and Multinational Exercises. These programs strengthen US-HN relations

and interoperability of forces. They are joint- and Service-funded and complement SA and
CMO by validating HN needs and capabilities and by providing a vehicle for the conduct
of humanitarian and civic assistance (HCA) programs. There are very strict legal
restrictions on the type of support that can be provided and on the monetary limits of such
support.

For further information on CMO support to FID, refer to Chapter VI, “Operations;”
Appendix A, “Legal Considerations;” and JP 3-57, Civil-Military Operations.

6. Foreign Internal Defense Within the Range of Military Operations

a. Service and joint capabilities in military engagement, SC, and deterrence activities
help the USG shape the OE and manage the day-to-day tensions between nations or groups
below the threshold of armed conflict, while maintaining US global influence. These
capabilities contribute to a whole-of-government and comprehensive approach to a
transregional, multi-domain, and multifunctional threat by assuring US allies and partners

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Chapter I

to enhance the global network of relationships that enable effective operations. Foreign
assistance can support or augment military engagements as routine SC activities or a FID
program for an HN IDAD.

b. FID applies throughout the range of military operations, from enduring military
engagements, to limited contingency operations involving indirect and direct military
support, to US SOF and CF with a FID combat mission. A FID program can also counter
transnational criminal enterprises. The type of operation that FID supports is also a
factor. For instance, FID in one country may include training the HN to thwart criminal
activity such as drug trafficking, while in another country, FID may include training the
HN to conduct a major CT or COIN operations. As part of the overall support to an
IDAD strategy, FID may include capacity and capability building across the HN, with
the emphasis on combating internal threats and assisting the HN to operationalize their
security capability in maintaining legitimacy, protection, and influence over the
indigenous population. Designed and authorized to meet the needs of HN IDAD, FID
programs will likely use scaled and tailored SFA activities, which could transition to the
third category of FID (US combat operations), for a limited contingency or major
operation/campaign—at the higher end of the range of military operations. If taken to
this extent, indirect and direct support FID activities would likely continue support to the
HN IDAD, while the overall USG participation expands to include US combat operations
in the form of CT, CD, COIN, countering weapons of mass destruction (CWMD), SC, or
stabilization efforts.

For additional detail on the range of military operations, refer to JP 3-0, Joint
Operations.

7. Foreign Internal Defense Categories

a. Indirect Support. These are FID programs, operations, or activities that

emphasize the principle of PN self-sufficiency. Indirect support focuses on building
strong, national infrastructures through economic and military capabilities that contribute
to self-sufficiency, typically through SC activities. The US military contribution to this
type of support is derived from SC guidance and provided primarily through SA,
supplemented by multinational exercises, exchange programs, and selected joint
exercises. Indirect support is the core of building partners through mutual security
development, and where HN capabilities are improved, while the foundation of
interoperability is built and strengthened between the HN and US forces. While they are
not used solely for FID, the following SA programs and activities are typically used under
indirect support: FMS, FMF, IMET, PO, and EDA. The US provides defense articles,
military training, and defense-related services by grants, loans, credits, and sales to
improve and advance national policies and objectives. These SA programs may be
inherent to FID programs or operations or may complement them through separate US
development initiatives with partners.

b. Direct Support (Not Involving US Combat Operations). These operations

involve the use of US forces to provide direct assistance to the HN civilian populace or
military. They differ from SA in that they are joint- or Service-funded, do not usually

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 Introduction

involve the transfer of arms and equipment, and do not usually (but may) include training
local military forces. Direct support operations are normally conducted when the HN has
not attained self-sufficiency and is faced with social, economic, or military threats
beyond its capability to handle. Assistance normally focuses on CMO (primarily, the
provision of services to the local populace), military information support operations
(MISO), operations security (OPSEC), communications and intelligence cooperation,
mobility, and logistic support. In some cases, training of the military and the provision
of new equipment may be authorized.

(1) Countering Violent Extremism (CVE). CVE is whole-of-government and

international proactive actions to counter efforts by violent extremists to radicalize, recruit,
and mobilize followers to violence and to counter individuals who may use violence to
justify particular actions. Violent extremist organization (VEO) is an overarching blanket
term that covers non-state terror, criminal, or insurgent groups that use violence in
pursuance of the group’s objectives.

(2) Cybersecurity assistance is used when assisting an HN to secure and operate

computer networks, enhance OPSEC, and enable trusted communications within their
forces and between US and supported foreign forces.

(3) CMO. Commanders execute CMO to achieve unified action by

synchronizing, coordinating, and integrating with governmental and nongovernmental
entities within the OA. CMO are the activities of a commander that establish, maintain,
and influence relations between military forces and indigenous populations and
institutions, by directly supporting the achievement of objectives relating to the
reestablishment or maintenance of stability within a region or foreign nation. CMO may
include military forces conducting activities and functions of the local, regional, or national
government. CMO can support both a COIN program and enhance all FID activities.
CMO may be used in a preventive or rehabilitative manner to address root causes of
instability; in a reconstructive manner after conflict; or in support of disaster relief,
consequence management, civil defense, CD, and AT activities.

(a) Civil Affairs Operations (CAO). CAO are those military operations
conducted by civil affairs (CA) forces that enhance the relationship between military forces
and civil authorities in localities where military forces are present; require coordination
with other interagency organizations, international organizations, nongovernmental
organizations (NGOs), indigenous populations and institutions, and the private sector; and
involve application of functional specialty skills that normally are the responsibility of civil
government to enhance the conduct of CMO. During FID activities, CAO can facilitate
the integration of US military support into the overall IDAD programs of the supported
nation.

For further information on CMO support to FID, refer to Chapter VI, “Operations,” and
JP 3-57, Civil-Military Operations.

(b) FHA. FHA operations relieve or reduce the impact of natural or man-
made disasters or other endemic conditions such as human suffering, disease, or privation

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Chapter I

in countries or regions outside the US. FHA provided by US forces is limited in scope and
duration.

For further information on FHA, refer to JP 3-29, Foreign Humanitarian Assistance.

(c) HCA. HCA is provided to the local populace in conjunction with

authorized military operations as specifically authorized by Title 10, USC, Section 401.
Assistance provided under these provisions must promote the security interests of both the
US and the HN and the specific operational readiness of the members of the armed forces
who participate in the activities. These activities must also be IAW HN laws. GCCs
integrate and coordinate HCA activities within their areas of responsibility (AORs) in the
SC portion of their overall CCP or functional plan. In the context of FID, HCA may be an
important part of helping to build relationships between the local populace and the joint
force. When possible, HCA should give way to military civic action (MCA) and other
HN/PN capabilities as the FID operation progresses. Before conducting HCA activities,
IAW DOD policies, DOD should consult with the United States Agency for International
Development (USAID) and the HN to ensure the HCA activity is appropriate within the
context of the USAID/HN country development cooperation strategy and cultural norms
to avoid duplication of effort and/or unsustainable practices. For further information, see
USAID Policy on Cooperation with the Department of Defense. In contrast to emergency
relief conducted under FHA, HCA generally encompasses planned activities and includes:

1. Medical, surgical, dental, and veterinary care provided in areas of a

country that are rural or are underserved by medical, surgical, dental, and veterinary
professionals, respectively, including education, training, and technical assistance related
to the care provided.

2. Construction of rudimentary surface transportation systems.

3. Well drilling and construction of basic sanitation facilities.

4. Construction and repair of rudimentary public facilities.

(d) MCA. MCA is the use of predominantly indigenous military personnel

to conduct construction projects, support missions, and services useful to the local
populace. These activities may involve US supervision and advice but are normally
conducted by the local military. MCA is an essential part of military support to FID to
assist the local government in developing capabilities to provide for the security and well-
being of its own population.

(4) MISO. The focus of joint MISO objectives during FID operations or
activities is to support US national security objectives, the GCC’s theater strategy
objectives, and the objectives of the country team. These objectives are accomplished by
MISO efforts to modify the behavior of selected target audiences (TAs). Additionally,
MISO is used to promote the ability of the HN to defend itself against internally and
externally based insurgencies and terrorism by encouraging the civilian populace to
actively support the HN military and government.

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 Introduction

For further information on MISO support to FID, refer to JP 3-13.2, Military Information
Support Operations.

(5) OPSEC. The focus of OPSEC objectives during FID operations or activities
is to identify critical information and indicators associated with those operations and
activities and to employ appropriate measures and countermeasures to protect FID critical
information and indicators.

For further information on OPSEC support to FID, refer to JP 3-13.3, Operations Security.
For more information on synchronization of OPSEC, MISO, and CMO/CAO, refer to JP
3-13, Information Operations.

(6) Training FSF

(a) US Military Training of an HN’s FSF. This training, under a FID

program, is based on a military necessity, with considerations for the cultural and social
aspects affecting the FSF and their relationships with indigenous populations. USG
support normally requires the HN to have positive application of the rule of law, legitimate
governance, and human rights vetting IAW US policy and law. Military training should
focus on assisting HNs in anticipating and countering internal threats. Emphasis on the
HN’s IDAD program when organizing, planning, and executing military training support
helps the HN address the root causes of instability in a positive and preventive manner
rather than just reacting to developing threats. There are significant statutory and
regulatory restrictions in the areas of fiscal law and human rights vetting on US military
training of HN forces. Commanders should consult with their legal advisors when planning
and executing training of the FSF.

(b) SFA. A subset of SC, SFA is DOD’s contribution to a unified action

effort to support and augment the development of the capacity and capability of FSF and
their supporting institutions. SFA activities support developing the capabilities and
capacities of a PN to organize, train, equip, rebuild/build, and advise (OTERA) those FSF,
while other USG departments and agencies focus on those forces assigned to other
ministries (or their equivalents) such as interior, justice, or intelligence services. SFA is
designed to provide trainers who are not only subject matter experts but also have the
cultural awareness, language skills, and seasoned maturity to more effectively relate to and
train FSF. FID programs are developed based on the existing security capability of the PN.
Often, developing a new capability for the PN is the preferred FID solution, and could be

ENABLING IRAQI FOREIGN SECURITY FORCES IN LIBERATING

MOSUL

The History:
Following the collapse of the Iraqi government during 2003, after the US
and coalition invasion of Iraq, both US conventional and special
operations forces (SOF) began rebuilding the Iraqi Security Forces.
Security force assistance (SFA) was paramount during the development
of the Iraqi army and police, along with US SOF development of the Iraqi

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Chapter I

a precursor to SFA,
Special to create
Operations and sustain
Forces (ISOF)PN training programs
consisting of Iraqi and build a cadre within
counterterrorism
(CT) forces and Commandos. The US SOF also developed the Iraqi
Minister of Interior (MOI) Emergency Response Unit (ERU) a CT and
counter insurgency element of the Iraqi Security Forces. Before
operations in Mosul both ISOF and the ERU had matured and
reorganized into the Iraqi CT Service (ICTS) and the MOI ERU had
matured into an emergency response division (ERD). US SOF trained
both elements into a fully capable urban-trained CT force with the goal
to provide the Government of Iraq a future CT capability. The capability
of both ICTS and ERU was key for the success of Iraqi security forces
(ISF) during the liberation of Mosul.

The Challenge:
The Islamic State of Iraq and Syria (ISIS), seized terrain in both Iraq and
Syria and declared an Islamic caliphate under their leader Abu Bakr al-
Bagdadi. Syria became an Unconventional Warfare effort for the
coalition to remove an occupying power or the self-declared ISIS
government of Syrian cities. US policy did not approve the removal of
the Syrian government, but it supported degrading ISIS in both Syria and
Iraq. In the Iraq case, ISIS declared governance over terrain through the
occupation and control of Mosul, while US policy in Iraq was supportive
of the government and their security forces. This vignette highlights
how training the ISF (Army and Police) during the years following
Operation IRAQI FREEDOM (2003) contributed to follow-on success in
the liberation of Mosul.

The Campaign:
After a brutal nine-month campaign to liberate Mosul ISIS, ISF retook
Iraq’s second largest city. The battle was the largest conventional land
battle since the capture of Baghdad by coalition forces in 2003, and a
significant sustained urban operation involving ISF, US SOF and
conventional forces, and Coalition SOF. The battle included all the
organizations of the ISF (the Iraqi Army, Air Force, Special Operations
Forces, Counterterrorism Forces, and Police) who both planned and led
the fighting. The early successes in the Mosul campaign came from the
ICTS and the MOI ERD elements who provided the critical capability to
spearhead the campaign and gain initial momentum to degrade ISIS. As
Iraqi SOF and MOI ERD units fought, secured, and liberated portions of
the city, the Iraqi Army and Police Forces provided key security and
control for those liberated sections of Mosul and surrounding towns.
The Combined Joint Special Operations Task Force-Iraq (CJSOTF-I)
security force assistance approach to the ICTS is an example of a
comprehensive and long-term approach to building partner capacity and
synchronization of US enabling support for ISF-led operations.
Although the ISF had a robust capability, the US and Coalition forces
aided ISF in the defeat of the Islamic State and the recapture of Mosul
through providing critical enablers such as combined, joint, and
supporting fires; intelligence, surveillance, and reconnaissance
capabilities; and logistics. Integrating US and coalition support
occurred through SFA by a force generation effort to prepare, train, and
equip ISF for sustained combat. All of this was necessary, as the Islamic

I-22 JP 3-22
 Introduction

State proved to be a capable and adaptable hybrid force capable of

establishing a robust, layered urban defense with coordinated
capabilities across multiple domains. However, Iraqi ground forces,
operating with their advise, assist, accompany, and enable US
conventional forces/SOF formations, further enabled by coalition
capabilities in all domains, were able to conduct successful combined
arms operations while simultaneously consolidating gains in order to
defeat the Islamic State through multi-domain operations.

Achieving Success:
The success of the liberation of Mosul can be attributed to the US SOF
model for partnering with Iraqi SOF beginning with the rebuilding of the
Iraqi foreign security forces through to the liberation of Mosul. A unified
Iraqi, US, and coalition force enabled by key US/coalition capabilities
supporting the ISF elements enabled both unified efforts with
responsive fires against ISIS. The US conventional, SOF, and coalition
SOF aided the Iraqi forces by an integrated advise-and-assist network
provided by the US and coalition forces that accompanied ICTS and ISF
through sections of Mosul. The success in Mosul exemplified the US
SOF and conventional force approach to SFA that helped build the
foundation of ISF. The early development of ISOF that reorganized into
ICTS enabled the Iraqi forces to use their SOF to spearhead contested
areas of Mosul. US and coalition enablers allowed a unified approach to
degrade ISIS and gave ISF key support during the liberation of the city.

Various Sources

their security forces, rather than US forces cadre training the FSF. FID and SFA are related
but distinct approaches to develop the FSF. FID programs may be used to develop an
existing capability, while SFA programs are often better suited to build a sustainable
capability from the ground up. The vignette highlights how US partner building
methodologies led to the successful liberation of Mosul in 2017 by Iraqi Security Forces.
Since the end of Operation IRAQI FREEDOM, US CF and SOF implemented SFA, which
helped reorganize and develop the Iraqi FSF, including their police, military, SOF, CT
force, and air force. The liberation of Mosul was successful based on the combined US
CF, US SOF, and coalition SOF support through SFA.

(c) Security Sector Reform (SSR). SSR is the comprehensive set of

programs and activities a government undertakes to improve the way it provides safety,
security, and justice. SSR is the reform or development of the institutions, processes, and
forces that provide security under the rule of law in the HN. These include the military
and LE, intelligence services, border guards, and services responsible for the security of
ports of entry. The objective is to assist an HN government to provide effective, legitimate,
and accountable security for its citizens IAW the rule of law. SSR assists a government in
appropriately responding to threats within and outside its borders. DOD support to SSR
occurs by way of SC. SSR can include a FID program supporting an HN IDAD, but an
HN may conduct SSR to improve governance and legitimacy without a direct internal

I-23
Chapter I

threat (i.e., outside of FID). Normally, SFA activities and SA are part of any unified action
for SSR, whether or not within a FID program.

For further information on SFA or SSR support to FID, refer to JP 3-20, Security
Cooperation.

(7) Logistic Support. US military capabilities may be used to provide

deployment and distribution, maintenance, supply, and construction support to the HN
military or civilians in operations that do not expose US personnel to hostile fire. The FAA
does not generally authorize the transfer of equipment or supplies. Logistic support must be
provided with consideration of the long-term effect on the capability of the local forces to
become self-sufficient.

(8) Intelligence Cooperation. Intelligence cooperation is enabled by an

information sharing environment that fully integrates joint, multinational, and interagency
partners in a collaborative enterprise. US intelligence cooperation ranges from strategic
analysis to current intelligence summaries and situation reporting for tactical operations.
Intelligence collection and dissemination capabilities are often weak links in an HN
military capability. US military communications hardware and operators may also be
supplied in cases where HN infrastructure cannot support intelligence operations. The
release of classified information to the HN is governed by national disclosure policy.
Detailed written guidance may be supplemented with limited delegation of authority where
appropriate.

c. US Combat Operations. The introduction of US combat forces during FID requires

a Presidential decision and serves only as a temporary solution until HN forces are capable
of conducting independent combat operations. Based on the assessment of the threat, the
US-HN combat operations will likely take the form of one or more of either COIN, CT, CD,
or stabilization. In most cases, indirect and direct FID support will continue during US
combat operations in support of the HN IDAD program. While joint doctrine and Service
tactics, techniques, and procedures (TTP) provide guidance for specific operations and
activities, there are certain considerations that should guide employment of US forces
conducting combat operations for internal defense of an HN. These considerations, and the
specific C2 and employment considerations for joint and multinational tactical-level
operations in FID, serve as the focus for discussions of tactical operations later in this
publication.

(1) If possible, the primary role for US military forces in tactical operations is to
support and assist HN forces through logistics, intelligence, or other combat support and
service support means and to advise in combat operations. This allows the HN force to
concentrate on taking the offensive against hostile elements. Due to the long lead time
required to develop certain key capabilities such as aviation, explosive ordnance disposal,
and SOF, US forces may need to provide these enablers to the HN for a considerable length
of time.

(2) If the level of lawlessness, subversion, sabotage, or insurgency reaches a level

that HN forces cannot control, US forces may be required to engage the hostile elements with

I-24 JP 3-22
 Introduction

offensive operations to return the situation to a level controllable by HN security forces. In

this case, the objective of US military operations is to help protect or stabilize the HN’s
political, economic, and social institutions until the HN military can assume these
responsibilities.

(3) In all cases, the strategic initiative and responsibility lie with the HN. To
preserve its legitimacy and ensure a lasting solution to the problem, the HN government
must bear this responsibility.

(4) Given the required interagency and possible multinational coordination

required for conducting combat operations, JFCs can expect complex organizational and
C2 relationships with the HN. More information on C2 relationships and issues is provided
in Chapter III, “Organization and Responsibilities.”

(5) The nature of US tactical participation in HN internal conflicts requires

judicious and prudent rules of engagement (ROE) and rules for the use of force.
Inappropriate destruction and violence attributed to US forces may easily reduce the
perceived legitimacy and sovereignty of the supported government. In addition, specific
civilian casualty and collateral damage incidents may be used by adversaries to fuel anti-
American sentiment and assist the cause of the opposition, especially regarding US and
international public opinions.

For more information on the US combat operations discussed above, refer to one or more
of the following for detailed doctrine regarding US combat operations in COIN, CT, AT,
CD, and stability activities: JP 3-24, Counterinsurgency; JP 3-26, Counterterrorism; JP
3-07.4, Counterdrug Operations; and JP 3-07, Stability.

I-25
Chapter I

Intentionally Blank

I-26 JP 3-22
 CHAPTER II
INTERNAL DEFENSE AND DEVELOPMENT

“Arguably the most important military component in the War on Terror[ism] is not
the fighting we do ourselves, but how well we enable and empower our partners
to defend and govern themselves. The standing up and mentoring of indigenous
army and police—once the province of Special Forces—is now a key mission for
the military as a whole.”

Secretary of Defense Robert Gates, 26 November 2007

1. General

US FID programs align USG diplomacy, development, and security efforts with a
designated HN that wishes to strengthen its own instruments of national power and improve
its institutions, economy, and security conditions. The IDAD program is advanced either
through an HN request for support to the USG, a mutual USG and HN desired goal, or a
USG proposition to an HN to improve its governance and security. Most often, the HN
lays out its governance, economic, and security goals to the USG, which informs the
development of a plan to meet those goals. Subsequently, the IDAD program is ideally
preemptive; however, if an insurgency, illicit trafficking, criminal element or network,
violent extremist or terrorist organization, or other threat develops, the IDAD program can
evolve to counter that threat. Commanders and their staffs account for the HN’s IDAD
program and its objectives to plan effectively to support it. The objective of FID will be
to assist the HN in formulating an appropriate IDAD program, which often includes
coalescing several separate strategic plans and programs into one broader strategy.

2. Construct

a. An IDAD program integrates security force and civilian actions into a coherent,
comprehensive effort. Security force actions provide a level of internal security that
permits and supports growth through balanced development. This development requires
change to meet the needs of vulnerable groups of people. This change may, in turn,
promote unrest in the society. The strategy, therefore, includes measures to maintain
conditions under which orderly development can take place.

b. Often a government must overcome the inertia and shortcomings of its own
political system before it can cope with the internal threats it is facing. This may involve
the adoption of reforms during a time of crisis when pressures limit flexibility and make
implementation difficult.

c. The successful IDAD strategist must realize that the true nature of the threat to the
government lies in the adversary’s political strength rather than military power. Although
the government must contain the armed elements, concentration on the military aspect of
the threat does not address the real danger. Gaining support of the populace is vital to any
IDAD strategy. Any strategy that does not pay continuing, serious attention to the political,

II-1
Chapter II

socioeconomic, human rights, cultural claims, grievances, or demands of the opposition is

severely handicapped.

d. DOS, USAID, and DOD provide the foundation to promote and protect US
interests abroad. Each represents a critical component of national security with unique
roles and responsibilities. The functions performed by each provide greatest value to the
nation when they are complementary and mutually reinforcing. As the USG assists an HN
in developing its IDAD through a whole-of-government approach, the HN is the definitive
component of the mutually supported strategy.

3. Functions

a. An IDAD program blends four interdependent functions to prevent or counter

internal threats (see Figure II-1). These functions are balanced development, security,
neutralization, and mobilization.

(1) Balanced development attempts to achieve national objectives through

diplomatic/political, social, and economic programs. It allows all individuals and groups
in the society to share in the rewards of development, thus potentially alleviating
frustration. Balanced development satisfies legitimate grievances the opposition attempts
to exploit. The government must recognize conditions that contribute to the internal threat
and instability and take preventive measures. Correcting conditions, drivers, and root
causes of instability that make a society vulnerable is the long-term solution to the problem
requiring DOS, USAID, and DOD unity of effort.

(2) Security includes all activities implemented to protect the populace from
violence and to provide a safe environment for national development. Securing the
populace and government resources remains essential to countering the threat. Protection
and control of the populace permits development and denies the adversary access to
popular support. The security effort should establish an environment in which the HN can
provide for its own security with limited US support.

(3) Neutralization includes concepts that:

(a) Make a threat (e.g., an insurgent, terrorist, violent extremist, or criminal

element) irrelevant to the political process;

(b) Are the physical and psychological separation of the threatening

elements from the populace, which may also require the re-integration of people who were
formerly in opposition to the government so they do not remain disaffected;

(c) Include all lawful activities (except those that degrade the government’s
legitimacy) to disrupt, preempt, disorganize, and defeat the threat (i.e., insurgent, terrorist,
or organizations, or criminal networks);

(d) Can involve public exposure and the discrediting of insurgent and
criminal leaders during a period of low-level unrest with little political violence;

II-2 JP 3-22
 Internal Defense and Development

Internal Defense and Development Strategy Model

National Objective

Prevent and/or eliminate lawlessness, subversion, and insurgency.

National Strategy
Internal Defense and Development  Responsive government
 Unity of effort  Maximum use of
 Maximum intelligence MISO/CMO and OPSEC
 Minimal force Balanced Development Security  Communication
synchronization
Neutralization Mobilization

Diplomatic Information Military Economic

Military Strategy
Develop, deploy, and employ resources
to assist security, neutralization,
balanced development, and mobilization.

Concept of Operations
Security Force Operations

Results

Feedback

Legend
CMO civil-military operations OPSEC operations security
MISO military information support operations

Figure II-1. Internal Defense and Development Strategy Model

(e) Can involve arrest and prosecution when laws have been broken; or

(f) Can involve combat action when the adversary’s violent activities
escalate.

Note: All neutralization efforts must be legal. Forces involved in neutralization efforts
must scrupulously conform to HN laws and policy provisions regarding rights and
responsibilities and, to the degree sanctioned and substantially supported by the USG, they
must be consistent with US laws and ethical expectations. Security forces must act lawfully

II-3
Chapter II

and ethically to reinforce government legitimacy while denying the adversary an

exploitable issue. Special emergency powers may exist by legislation or decree. If
government agents abuse these powers, they could lose the popular support they need.
Denying the adversary an opportunity to exploit legitimate issues against the government
discredits their leaders and neutralizes their propaganda. Care should be taken not to
assume common understanding of, and appreciation for, ethics, values, and appearances
among partnered organizations and personnel of dissimilar cultures.

(4) Mobilization provides organized manpower and materiel resources and

includes all activities to motivate and organize popular support for the government. This
support is essential to a successful IDAD program. Effective mobilization maximizes
manpower and other resources available to the government while minimizing those
available to the insurgent group. Mobilization allows the government to strengthen
existing institutions and develop new ones to respond to demands and to promote the
government’s legitimacy.

b. The HN continuously analyzes the results of its IDAD program and establishes
measures of effectiveness (MOEs). It should also have a methodology to provide feedback
for future planning, refinement of strategy, and continued formulation of strategic national
policy.

4. Tenets of Effective Foreign Internal Defense Operations

a. Although each situation is unique, certain tenets guide efforts across the four IDAD
functions to mitigate insurgency growth, prevent lawlessness progression, or defeat an
internal threat. Planners must incorporate the IDAD strategy and apply the tenets described
below to each specific situation. Planners should answer three main questions when
considering the tenets: What is the necessary consensus among the political leadership
and, more broadly, among civil society for the country to contribute forces to FID
operations or to conduct operations to deter threats? What operational capacity and
capabilities does the HN require for it to perform these and other desired roles? What
institutional capacity is needed to sustain the required operational and capacity and
capabilities?

b. Unity of Effort. Unity of effort is the product of successful unified action and is
essential to prevent crisis and to defeat credible threats. Unity of effort requires
cooperation and collaboration among all forces and agencies toward a commonly
recognized objective regardless of the command or coordination structures of the
participants.

c. Optimized Use of Intelligence. Optimized use of intelligence requires all

operations be based on reliable, accurate, relevant, and timely intelligence. Successful
implementation of operations necessitates extensive OPSEC, counterintelligence (CI), and
human intelligence (HUMINT) programs to protect friendly FID operations and to counter
and penetrate opposing force intelligence collection operations. Intelligence and CI
activities should be designed to accurately assess the opposing force’s capabilities, to
provide timely intelligence to HN and US forces, and to penetrate and be prepared to

II-4 JP 3-22
 Internal Defense and Development

compromise hostile operations on order. If the HN is not capable of performing these

missions effectively, then US intelligence and CI elements must be deployed upon the
commitment of US forces to accomplish these missions. In these cases, FID operations
may need to focus on supporting HN efforts to develop internal intelligence and security
forces to perform these missions effectively. US elements may assist the HN in developing
an intelligence capability IAW USG directives and as deemed appropriate by the supported
GCC in coordination with the US country team to the HN.

d. Network Engagement and FID. Network engagement activities are interactions

with friendly, neutral, and threat networks, conducted continuously and simultaneously at
the tactical, operational, and strategic levels, to help achieve the commander’s objectives
within an OA. Network engagement has three components: partner with friendly networks,
engage with neutral networks, and counter threat networks. Network engagement
leverages all capabilities to achieve FID objectives. Partnering with friendly networks
includes all three types of FID support and also includes partnering and messaging with
HN security forces, HN government, NGOs, and HN private and public institutions that
are key to SC, SA, SFA, and FID. Engaging with neutral networks uses CCS and other
information-related capabilities to win support for the HN, or at least ensure the HN
population does not support insurgent, criminal or terrorist organizations. In a FID
program or operation, utilizing network engagement can greatly enhance the JFCs ability
to shape the OE to help achieve objectives.

For more information on network engagement, see JP 3-25, Countering Threat Networks.

e. Synchronized Use of CMO and MISO. The effective use of CMO and MISO,
fully coordinated with other operational activities, can enhance the legitimacy of HN forces
and, ultimately, the stability of the HN. Stability activities, enabled by CMO, are the
“deeds” US and HN forces use to demonstrate and reinforce the “words,” delivered through
dedicated MISO and a broad-based CCS effort. Use of CMO can mitigate grievances
exploited (or potentially exploited) by insurgents, as well as other internal threats to HN
stability, by actively demonstrating an HN force’s commitment to the wellbeing of the
population. It can also reinforce to key elements of the populace their importance as the
COG and as an essential factor in the government’s legitimacy. CMO is an initial step to
reinforce and enhance the HN’s image as a responsive government, both internally and
internationally. The application of CMO integrated with MISO helps generate active and
tacit popular support of the HN government and can generate time for the HN civil
authorities and government to eliminate or mitigate valid popular grievances. CMO is
executed by all forces and can be better enabled and facilitated by the application of CA to
train, advise, and assist other forces, as well as plan and execute specific and targeted CAO
to achieve operational and strategic objectives. Examples of coordinated CMO and MISO
objectives in FID/IDAD include:

(1) Mitigate the grievances exploited by insurgents/threats to stability that

generate popular support for resistance elements.

(2) Reduce the impact of military operations on the civil populace.

II-5
Chapter II

(3) Reduce civil interference with military operations.

(4) Facilitate civil order.

(5) Increase the effectiveness of, respect for, and cooperation with HN LE and
security forces.

(6) Set conditions and prepare the populace for elections.

f. Minimum Use of Force. A threatened government must carefully examine all

COAs in response to internal violence. The government should stress the minimum use of
force to maintain order and incorporate economy of force. At times, the best way to
minimize violence is to use overwhelming force; however, the use of force should normally
be appropriate (and proportional) to the incident at hand. In all cases where force is to be
applied, clear rules on its use should be established; broadcast to the civilian populace; and
understood by all members of the police, military, or paramilitary force being employed
by the government.

g. A Responsive Government. Positive measures are necessary to ensure a

responsive government whose ability to mobilize manpower and resources, as well as to
motivate the people, reflects its administrative and management capabilities. In many
cases, the leadership must provide additional training, supervision, controls, and follow-
up.

h. CCS. Effective communication synchronization is an important element of

strategic direction during all FID operations. Defense support to public diplomacy, PA,
and specific messages should be coordinated early during the planning process and
continually throughout the operation as a part of the CCS effort. In FID operations, the use
of CCS and MISO are closely related. Effectiveness and efficiency require the continual
sharing of information. Although the messages may be different, they are derived from
harmonized themes and must not contradict one another or the credibility of some of the
agencies involved in the FID effort, particularly the HN’s, could be compromised or lost.

5. Organizational Guidance

a. The following discussion depicts a notional HN organization the JFC may see when
planning and conducting FID. Actual organizations may vary from country to country to
adapt to existing conditions. Organizations should follow the established political structure
of the nation concerned. The organization should provide centralized planning and
direction, facilitate decentralized execution of the plan, and be structured and chartered so
it can coordinate and direct the IDAD efforts of existing government agencies; however, it
should minimize interference with those agencies’ normal functions. Examples of national
and subnational organizations show how to effect unified action at each level.

b. National-Level Organization. The national-level organization plans and

coordinates programs. Its major offices normally correspond to branches and agencies of
the national government concerned with internal threats such as insurgency, illicit

II-6 JP 3-22
 Internal Defense and Development

trafficking, violent extremism, and terrorist threats. Figure II-2 depicts notional planning
and coordination organization at the national level that is specific to COIN.

(1) The planning office is responsible for long-range planning to prevent or

defeat the threat. Its plans provide the chief executive with a basis for delineating
authority, establishing responsibility, designating objectives, and allocating resources.

(2) The intelligence office develops concepts, directs programs and plans, and
provides general guidance on intelligence related to national security. The intelligence
office also coordinates intelligence production activities and correlates, evaluates,
interprets, and disseminates intelligence. This office is staffed by representatives from
intelligence agencies, LE, and military intelligence.

(3) The populace and resource control office develops economic policies and
plans and provides general operational guidance for all forces in the security field.

Notional Counterinsurgency Planning and

Coordination Organization

Chief Executive

Director
National Planning and
Coordination Center

Planning Office Administration Office

Military Economic Political

Intelligence Affairs Affairs Affairs

Military
Civil Populace and Information Cultural
Affairs Resource Information Affairs
Support
Control Operations

Subnational or State
Area Coordination Center

Figure II-2. Notional Counterinsurgency Planning and Coordination Organization

II-7
Chapter II

Representatives of government branches concerned with commerce, as well as LE and

justice, staff this office.

(4) The military affairs office develops and coordinates general plans for the
mobilization and distribution of the regular armed forces and paramilitary forces.
Representatives from all major components of the regular and paramilitary forces staff this
office.

(5) Six separate offices covering MISO, information, economic affairs, cultural
affairs, CA, and political affairs represent their parent national-level branches or agencies
and develop operational concepts and policies for inclusion in the national plan.

(6) The OPSEC office ensures the protection of information and indicators
associated with the organization, its operations and activities, and its intentions and
capabilities.

(7) An administrative office, if constituted, frees the other offices to concentrate

on their duties without being mired in administrative duties.

For more information on COIN organization, see JP 3-24, Counterinsurgency.

c. Subnational-Level Organization. Area coordination centers (ACCs) may

function as multinational civil-military headquarters (HQ) at subnational, state, and local
levels. Staffed with commanders who exercise operational control (OPCON) or tactical
control (TACON) over military forces made available, ACCs control civilian government
organizations within their respective areas of jurisdiction. ACCs do not replace unit
tactical operations centers or the normal government administrative organization in the
OA.

(1) ACCs perform a twofold mission: they provide integrated planning,

coordination, and direction for all internal defense efforts and they facilitate an immediate,
coordinated response to operational requirements. ACCs are headed by senior government
officials who supervise and coordinate the activities of the staffs responsible for
formulating internal defense plans and operations in their areas of interest. The staffs
contain selected representatives of major forces and agencies assigned to, or operating in,
the ACC’s area of interest. Each ACC includes members from the:

(a) Area military command.

(b) Area police agency.

(c) Local and national intelligence organizations.

(d) Public information and information-related agencies supported by

military information support (MIS) elements.

(e) Paramilitary forces.

II-8 JP 3-22
 Internal Defense and Development

(f) Other local and national government offices involved in the economic,
social, and political aspects of IDAD.

(2) There are two types of subnational ACCs that a government may form—
regional and urban—depending upon the environment in which the ACC operates.

(a) Regional ACCs normally locate with the nation’s first subnational
political subdivision with a fully developed governmental apparatus (state, province, or
other). These government subdivisions are usually well established, having exercised
government functions in their areas before the onset of insurgency. They are often the
lowest level of administration able to coordinate all COIN programs. A full range of
developmental, informational, and military capabilities may exist at this level. Those on-
call elements or government subdivisions that are not part of the normal government
organization should be added when the ACC activates. These additional capabilities enable
the ACC to coordinate its activities better by using the existing structure.

(b) Urban areas usually require more complex ACCs than rural areas.
Urban ACCs are appropriate for cities and heavily populated areas lacking a higher level
coordination center. Urban ACCs are organized like the ACCs previously described and
perform the same functions. However, urban ACCs include representatives from local
public service agencies, such as police, fire, medical, public works, public utilities,
communications, and transportation.

(c) When a regional ACC includes an urban area, economy of force and unity
of effort may dictate that urban resources locate in that center where planners can
coordinate and direct urban operations. The decision to establish an urban ACC or to use
some other ACC for these purposes rests with the head of the government of the urban area
and should be based on, among other things, available resources.

(d) If the urban area comprises several separate political subdivisions with
no overall political control, the ACC establishes the control necessary for proper planning
and coordination. The ACC should seek to support and rely as much as possible on local
governance structures to exercise that control.

d. Civilian Advisory Committees. Committees composed of influential citizens help

coordination centers at all levels monitor the success of their activities and gain popular
support. These committees evaluate actions affecting civilians and communicate with the
people. They provide feedback for future operational planning. Involving leading citizens
in committees such as these increases their stake in, and commitment to, government
programs and social mobilization objectives.

(1) The organization of a civilian committee varies according to local needs;

changing situations require flexibility in structure. The chairman of the committee should
be a prominent figure either appointed by the government or elected by the membership.
General committee membership includes leaders in civilian organizations and other
community groups who have influence with the target population. These leaders may
include:

II-9
Chapter II

(a) Education officials (distinguished professors and teachers).

(b) Religious leaders.

(c) Legal advisors.

(d) Health directors.

(e) Minority group representatives.

(f) Labor officials.

(g) Heads of local news media, distinguished writers, journalists, and editors.

(h) Business and commercial leaders.

(i) Former political leaders or retired government officials.

(j) Tribal or family leaders.

(k) Agricultural leaders, farmers, and stakeholders.

(2) The success of a civilian advisory committee hinges on including leading

participants from all major political and cultural groupings, including minorities.

II-10 JP 3-22
 CHAPTER III
ORGANIZATION AND RESPONSIBILITIES

“I believe it must be the policy of the United States to support free peoples who
are resisting attempted subjugation by armed minorities or by outside pressures.”

President Harry S. Truman,

Message to Congress, 1947

1. General

a. Integrated Effort

(1) When it is in the interest of national security, the US may employ all the
instruments of national power to assist friendly nations in conducting IDAD programs.

(2) For FID to be successful in meeting an HN’s needs, the USG must integrate
the efforts of multiple US and multinational government agencies, thus interorganizational,
and in many cases international, coordination and cooperation becomes extremely
important. Effective integration is difficult and requires a consistent, focused effort that
adjusts and evolves as the situation changes and different organizations and groups become
involved.

(3) Such integration and coordination are essentially vertical between levels of
command and organization and horizontal between USG departments and agencies and
HN military and civilian agencies. In addition, integration and coordination requirements
may extend to allied nations and multinational partners participating with the US in FID
efforts. As Figure III-1 illustrates, the lines of organization and coordination during FID
operations are complex. This factor, combined with the breadth of potential FID
operations, makes complete integration and coordination of all national FID efforts a
daunting challenge.

b. Organizing for FID

(1) Management of the FID effort begins at the national level, with the selection
of those nations the US will support through FID efforts. This decision is made by the
President with advice from the Secretary of State, the Secretary of Defense (SecDef), and
other officials. Funding for these programs is appropriated by Congress. The US considers
FID support when the following three conditions exist:

(a) The existing or threatened internal disorder threatens US national

strategic goals.

(b) The threatened nation is capable of effectively using US assistance.

(c) The threatened nation requests US assistance.

III-1
Chapter III

Foreign Internal Defense Coordination

President

Allied Nation/
Department of Department of Multinational Partner
Defense State Government

Country Team

Host Nation
Internal Defense
and
Development
Program

Combatant Allied Nations/

Commanders Multinational
Foreign Partners
Internal Foreign Internal
Defense Defense
Activities Activities

Legend

lines of coordination

Figure III-1. Foreign Internal Defense Coordination

(2) The level and type of assistance required is determined and a country-specific
plan is developed. No two FID programs or operations are alike.

(3) The GEF describes SecDef’s priorities for creating new partnerships and
building the capacity of existing partnerships.

(4) Ordinarily, when the decision limits FID support to minor levels of SA or
CMO, there is no requirement to establish a special management program to facilitate
interagency coordination. Larger FID efforts (i.e., those in support of nations important to

III-2 JP 3-22
 Organization and Responsibilities

US national interests) demand levels of management and coordination beyond what is

normally found at the CCMD and country team levels.

2. National-Level Organizations

The National Security Council (NSC) will generally provide the initial guidance of
national-level decisions pertaining to FID. Specific guidance will also be provided to
government agencies and departments. Key USG departments and agencies that
normally take part in FID are:

a. DOS. DOS is generally the lead for US FID (noncombat) operations. Major DOS
responsibilities related to the planning and execution of FID include:

(1) The Secretary of State advises the President in forming foreign policy and
has other major specific responsibilities key to the overall planning and execution of the
national FID effort.

(2) DOS assists the NSC in building national FID policies and priorities and is
the lead government agency to carry out these policies in the interagency arena. DOS
involvement extends from policy formulation at the highest level to mission execution at
the HN and country team levels. The Office of Plans and Initiatives, Bureau of Political-
Military Affairs (PM), and the Office of the Coordinator for Reconstruction and
Stabilization are the elements of DOS most involved with interagency planning for FID.
The Bureau of the Comptroller and Global Financial Services provides financial and
operational support services to all of the department’s program areas.

(3) The Under Secretary of State for Arms Control and International Security
is the principal advisor and focal point for SA matters within DOS. Control and
coordination of SA extends from this office to the Assistant Secretary of State for
Political-Military Affairs. These lines of supervision and administration interface with
DOD at the individual country teams and SCOs in the HNs (see Figure III-1). DOS
directs the overall US SA program and DOD executes the program.

(4) At the national level, PM is the principal channel of liaison between DOS
and DOD. This bureau has primary responsibility for assisting the Secretary of State in
executing the responsibilities of managing the military portion of SA. PM is also the
focal point within DOS for providing policy direction in international security, military
operations, defense strategy and plans, and defense trade.

(5) INL is especially important in FID programs as a coordinating link in US

support of HN CD programs.

(6) The Bureau of International Information Programs (IIP) supports US

foreign policy objectives by informing the public in other nations about US programs and
policies and administering overseas cultural and exchange programs. These activities
enhance US military operations in support of HN IDAD programs through public
diplomacy to the supported government and its populace. DOD and IIP efforts should

III-3
Chapter III

be mutually supportive. Close coordination among embassy public affairs officers (PAOs)
and cultural attachés, military PA offices, and MIS elements is essential.

(7) USAID. The activities of USAID, which reports to the Secretary of State,
have a significant impact on military activities in support of FID. USAID carries out
nonmilitary assistance programs designed to assist certain less-developed nations to
increase their productive capacities and improve their quality of life. It also promotes
economic and political stability in friendly nations. The mission of USAID and the parallel
DOD developmental activities supporting FID underscore the importance of employing an
integrated interagency effort.

b. Office of the Director of National Intelligence (DNI) and the Central

Intelligence Agency (CIA). The DNI and Director of the CIA support the FID mission in
both a national-level advisory capacity and at the regional and country levels through direct
support of FID activities. The DNI advises the NSC in matters concerning the coordination
and implementation of intelligence activities in support of national-level FID efforts. On
the regional level, the CIA provides intelligence in support of FID threat analysis and needs
assessments and supports the COM with intelligence at the country team level. This
intelligence support is extremely important in determining the level and degree of required
resources and in determining the effectiveness of these committed resources. Military
intelligence activities are linked with CIA activities, either directly or through the
country team, to ensure the exchange of information necessary to support FID.

c. DOD. DOD national-level organizations involved in FID management include the

Office of the Secretary of Defense (OSD) and the Joint Staff (JS).

(1) OSD. In most FID matters, OSD acts as a policy-making organization.

Numerous activities at the OSD level affect FID efforts. The five activities listed below
are directly involved in the areas of SA and in the general areas of low-intensity conflict
and FID-related issues.

(a) The Under Secretary of Defense for Policy (USD[P]) provides policy for
SA for OSD through the various assistant secretaries of defense.

(b) The Under Secretary of Defense for Intelligence provides policy for
defense and military intelligence, to include oversight of the Defense Intelligence Agency
and respective Service contributions.

(c) The Assistant Secretary of Defense for Special Operations/Low-Intensity

Conflict (ASD[SO/LIC]) oversees DOD special operations and has far-reaching policy
responsibilities that can impact FID policy and programs.

(d) DSCA is the principal DOD organization through which SecDef carries
out responsibilities for SA. DSCA leads the SC community for the development and
execution of security solutions that support mutual US and partner interests. DSCA
administers and supervises SA planning, selects and trains US personnel to support SA,
identifies requirements, and executes SA efforts in coordination with other government
programs. DSCA also conducts international logistics and sales negotiations with

III-4 JP 3-22
 Organization and Responsibilities

representatives of foreign nations and serves as the DOD focal point for liaison with US
industry regarding SA. Finally, DSCA develops and promulgates SA procedures,
maintains the database for the programs, and makes determinations with respect to the
distribution of FMS administrative funds.

(e) The Assistant Secretary of Defense for International Security Affairs is

the principal advisor to USD(P) and SecDef on international security strategy and policy
on issues of DOD interest that relate to the nations and international organizations of
Europe (including the North Atlantic Treaty Organization), the Middle East, Africa, and
their governments and defense establishments and for oversight of SC programs and FMS
programs in these regions.

(f) The Assistant Secretary of Defense for Public Affairs supervises and
establishes policy for PA programs with DOD. PA is an integral part of military support
to FID.

(2) Chairman of the Joint Chiefs of Staff (CJCS). The CJCS and JS play an
important role in providing strategic guidance to the CCDRs for the conduct of military
operations in support of FID. This guidance is provided primarily through the National
Military Strategy (NMS) and the JSCP, the key components of the Joint Strategic Planning
System (JSPS). This guidance is provided after, and often modified as a result of, the
interagency coordination and policy development process described earlier in this chapter.
Because of their familiarity with the needs of the friendly nations in their regions, the GCCs
are given great latitude in managing and coordinating their military activities in support of
FID.

d. USCG, within DHS. The USCG is specifically authorized to assist other USG
departments and agencies in the performance of any activity for which the USCG is
especially qualified, including SA activities for DOS and DOD. The Memorandum of
Agreement Between the Department of Defense and the Department of Homeland Security
for the inclusion of the US Coast Guard in Support of Maritime Homeland Defense
Missions identifies certain national defense capabilities of the USCG, including SC, and
improves the process by which the USCG serves as a force provider for DOD missions.

3. Combatant Commands

a. GCCs plan and execute military operations in support of FID within their AOR.
Other CCDRs play a supporting role by providing resources to conduct operations as
directed by the President or SecDef.

b. The GCC coordinates and monitors all the military activities in the AOR in support
of FID. GCCs develop CCPs that include SC programs and activities IAW the GEF.
Organizing for military operations in FID will vary, but there are fundamental principles
that apply when planning or executing FID operations. For example:

(1) Military activities in support of FID are an integral part of the long-range
strategic plans and objectives for the GCC’s AOR. These plans reflect national security
priorities and guidance.

III-5
Chapter III

(2) GCCs may request to expand the military presence in the country team. In
most instances, the application of US military resources in support of an HN’s IDAD
programs will occur through the framework of SCOs. However, should it become
necessary to expand US assistance, this may be accomplished by introducing selected US
military forces, such as a JTF or the appropriate-level SOF C2 structure to coordinate this
effort. Examples of appropriate SOF C2 nodes are a small theater special operations
command (TSOC)-supplied C2 node or an O-5-level special operations command-forward,
a medium to large O-6-level C2 node or special operations task force from one Service or
multiple Service joint special operations task force (JSOTF), and a general officer-level C2
node or SOJTF.

c. Staff Organization. The general purpose and functions of the CCDR’s staff are
provided in JP 1, Doctrine for the Armed Forces of the United States, and JP 3-33, Joint
Task Force Headquarters. The purpose of this discussion is to outline general
organizational requirements for FID oversight and management at the CCMD level.

(1) Plans Directorate. The plans directorate of a joint staff (J-5), as the staff
planner, incorporates military support to FID into theater strategy and plans. The J-
5 has three ways to accomplish this: the plans division prepares the GCC’s vision and
strategy, looking out 5 to 10 years and providing long-term and mid-term objectives for
military support to FID; the political-military affairs division links the CCMD to the SCOs;
and the SA section provides oversight of military SA efforts and coordinates integration of
regional SA activities into theater-wide activities. The SA section may be organized within
another directorate of the CCMD staff, depending on the desires of the GCC.

(2) Operations Directorate. The operations directorate of a joint staff (J-3)

monitors the execution of military operations in support of current FID. Additionally,
the J-3 may use the CMO, MISO, and OPSEC sections to orchestrate specifically designed
programs to maximize the positive effects of military activities in support of FID. The J-3
also employs a special operations staff element that assists in the planning and employment
considerations for SOF in support of FID. GCCs may elect to assign the above programs
and planning for SOF in support of FID to the theater subunified special operations
commander (SOC) or designated element.

(3) Intelligence Directorate. The intelligence directorate of a joint staff (J-2)

produces intelligence that often supplements estimates produced by the US intelligence
community. The J-2 leads the staff’s effort to conduct joint intelligence preparation of the
operational environment (JIPOE). Intelligence requirements (IRs) in support of FID
include assessment of economic, political, and social conditions, as well as the accurate
detection of internal instability. Through the command counterintelligence coordinating
authority (CCICA), the J-2 plans CI support to the military portion of the FID operation.
CI support is critical to the execution of FID operations and can provide commanders with
valuable tools for force protection (FP) planning, as well as maintain the integrity and
OPSEC of FID operations. Additionally, in those instances where a force protection
detachment (FPD) is stationed in the HN, the CCICA or designated CI coordinating
authority coordinates CI support for FID activities. Cooperative intelligence liaisons
between the US and the HN are vital to information sharing; however, disclosure of

III-6 JP 3-22
 Organization and Responsibilities

classified information to HN or other multinational FID forces must be authorized. CI

support needs to be included and executed from the initiation of the FID operation. Due
to the nature of CI, it cannot be relied upon to be fully effective or productive if included
as an afterthought or brought into action after FID operations are underway.

(4) Foreign Policy Advisor (POLAD). DOS may assign a POLAD to a GCC.
The POLAD serves as a link between DOS and the GCC’s staff and should have a
solid understanding of the complementary and concurrent roles and authorities of DOS
and DOD. An effective use of the POLAD’s skill in FID-intensive theaters may be for
the GCC to establish a FID interagency working group (see Figure III-2) consisting of
interagency representatives and military staff from country teams and the GCC’s staff.
This group acts as a focal point for the coordination and integration of military and
nonmilitary support to FID.

(5) Legal Advisor. The legal advisor should evaluate all military operations in
support of FID because of the legal restrictions and complex funding sources. See
Appendix A, “Legal Considerations,” for additional considerations when supporting FID.

(6) PA. Integral to successful military operations in support of FID is public

awareness and support. The PAO should be an early and active participant in military
planning to support FID.

(7) When formed, a joint interagency coordination group (JIACG) can

provide the GCC with an increased capability to collaborate FID operations with other
USG departments and agencies.

For more information on JIACGs, see JP 3-08, Interorganizational Cooperation.

(8) Other Staff Elements. All staff elements of the GCC contribute to the
overall support of the FID operation. Some, such as the logistics directorate of a joint
staff and the communications system directorate of a joint staff, may be given primary
responsibility for specific military technical support missions. These staff elements will
usually focus on the direct support (not involving US combat operations) category of
military support to FID.

4. Subordinate Unified Commands

a. When authorized by SecDef through the CJCS, commanders of unified

commands may establish subordinate unified commands to conduct operations on a
continuing basis IAW the criteria set forth for unified commands.

b. A subordinate unified command (e.g., US Forces Korea) may be established on a

geographical area or functional basis (e.g., TSOC). The responsibilities for FID support
in these commands closely parallel those discussed for the CCMDs. Specific authority
for planning and conducting FID depends on the level of authority delegated by the
CCDR. However, basic principles and staff organization remain consistent.

III-7
Chapter III

Notional Foreign Internal Defense Interagency Working Group

Geographic
Combatant
Commander

Department of State
Interagency POLAD
Representatives
J-1
Security
Cooperation J-2
Organization
Senior Defense FID J-3
Official/Defense Interagency Coordination and Liaison
Attaché J-4
Working
Legal J-5
Group
Subordinate Unified
Command(s) J-6
Representatives
J-9
Joint Task Force(s) Country Teams
Representatives PAO

The FID interagency working group may consist of representatives of all the activities shown, plus special
operations forces, medical, engineer, and others as the geographic combatant commander sees fit.

Legend
FID foreign internal defense J-6 communications system directorate of
J-1 manpower and personnel directorate of a a joint staff
joint staff J-9 civil-military operations directorate/
J-2 intelligence directorate of a joint staff interagency operations directorate of
J-3 operations directorate of a joint staff a joint staff
J-4 logistics directorate of a joint staff PAO public affairs officer
J-5 plans directorate of a joint staff POLAD foreign policy advisor

Figure III-2. Notional Foreign Internal Defense Interagency Working Group

c. Functional subordinate unified commands control a specific functional capability.

USSOCOM subordinate unified commands are established in each theater, and these
TSOCs contribute to FID planning and execution by managing aspects of FID areas related
to their functional areas of expertise.

d. TSOCs are of particular importance because of the significant role of SOF in

FID operations. The theater SOC normally has OPCON of SOF in the theater and has
primary responsibility to plan and execute SOF operations in support of FID. SecDef
attaches SOF to a theater and specifies OPCON of attached SOF to the GCC. The GCC
normally exercises this authority through the commander of the TSOC. When a GCC
establishes and employs multiple JTFs and task forces, the TSOC commander may
establish and employ multiple JSOTFs to manage SOF assets and accommodate JTF/task

III-8 JP 3-22
 Organization and Responsibilities

force special operations requirements. Accordingly, the GCC, as the common superior,
will normally establish support or TACON command relationships between JSOTF
commanders and JTF/task force commanders. Coordination between the joint force
special operations component commander (who is also normally the TSOC commander,
SOJTF commander, or JSOTF commander) and the other component commanders within
the CCMD is essential for unified action of military operations in support of FID, including
joint and multinational exercises, mobile training teams (MTTs), integration of SOF with
CF, and other operations.

For further information on JSOTFs, refer to JP 3-05, Special Operations.

5. Joint Task Forces

GCCs may form JTFs to execute complex missions. For example, US Northern
Command’s Joint Task Force-North provides US military assistance to US civil LEAs to
combat transnational threats to the homeland. Another example, Joint Task Force-
BRAVO, which is subordinate to US Southern Command, was formed by the CCDR for
the primary mission of coordinating and supporting US military training exercises in
Honduras during a time when a US forward presence in Central America was deemed
necessary. The large number of training exercises and related HCA projects was a primary
factor in the decision to form the JTF. Other JTFs may be organized to accomplish specific
functional missions such as road construction and support for transportation and
communications efforts. Much of the training, CAO, and MISO conducted by a JTF may
warrant the creation of a subordinate JSOTF, a joint CMO task force, or a joint MIS task
force. In some instances, a JSOTF may be the initial or follow-on task force structure when
conducting FID operations. As seen in recent experience during Operation ENDURING
FREEDOM-Philippines, the JSOTF structure may include a subordinate CF element.

For further information on JTFs, refer to JP 3-33, Joint Task Force Headquarters.

6. The United States Diplomatic Mission and Country Team

a. The US diplomatic mission to an HN includes representatives of all USG

departments and agencies physically present in the country. The President gives the chief
of the diplomatic mission, normally an ambassador, full responsibility for the
direction, coordination, and supervision of all USG executive branch employees in
country. The COM has authority over all USG executive branch employees within the
mission and HN, except for employees under the command of a US military commander
(Title 22, USC, Section 3927). However, this authority does not extend to personnel in
other missions or those assigned to an international agency. Close coordination with each
COM and country team in the GCC’s AOR is essential to conduct effective, country-
specific FID operations that support the HN’s IDAD program and US regional goals and
objectives.

b. Organization. The country team structure (see Figure III-3) denotes the process
of in-country, interdepartmental coordination among key members of the US diplomatic
mission. The composition of a country team varies, depending on the desires of the COM,

III-9
Chapter III

Notional Country Team Structure

Ambassador
Chief of Mission

Deputy Chief of Mission

Legall Political Commercial Administrative Senior Defense Official/

Attaché Counselor Attaché Counselor Defense Attaché

Security
Defense Cooperation
Attaché Office Organization

Director
United States Cultural Attaché/ Other Agency
Agency Consular Public Affairs
Office Representatives
for International Officer
Development

Becomes chargé d'affaires when ambassador is out of the country or when an ambassador
has not yet been appointed

Figure III-3. Notional Country Team Structure

the in-country situation, and the number and levels of USG departments and agencies
present. The principal military member of the country team is the senior defense
official (SDO)/defense attaché (DATT). In addition to being the diplomatically
accredited DATT, the SDO is the chief of the SCO. In some instances, the COM may
use the term SA organization/officer for the organization of his or her staff members.
Although the US area military commander (the GCC or a subordinate) is not a member
of the diplomatic mission, the commander may participate or be represented in meetings
and coordination conducted by the country team. The following discussion provides
an outline of typical country team representatives and explains the military elements
important to the FID mission.

(1) The COM coordinates much of the FID effort in the assigned country and
accomplishes this task either through the assigned SCO or through the country team.

III-10 JP 3-22
 Organization and Responsibilities

(2) The SCO is the most important FID-related military activity under the
supervision of the ambassador. The specific title of the SCO may vary; however, these
differences reflect nothing more than the political climate within the HN. As examples, an
SCO may be referred to as a military assistance advisory group, military advisory group,
defense liaison office, office of security cooperation, office of military cooperation, or
office of defense cooperation. SCOs may have up to six members of the Armed Forces
before congressional approval is required. Usually, a US military officer serves as the
chief. When programs involve more than one Service, the SCO organization will be joint.
The organization (departmental and functional alignments) of a typical SCO are indicated
in Figures III-4 and III-5.

(a) Funded by DSCA, the chief, SCO (sometimes referred to as the SA

officer), operates under the direction of the US ambassador or COM and reports
administratively to the GCC.

(b) SCOs manage equipment and service cases; manage training; monitor
programs; evaluate and plan HN military capabilities and requirements; provide
administrative support; promote rationalization, standardization, and interoperability; and
perform liaison exclusive of advisory and training assistance.

Notional Security Cooperation Organization

(Departmental Alignment)

Chief,
Security Cooperation
Organization

Joint Programs
Management Section

Army Section Navy/Marine Corps Air Force Section

Section

Programs and Programs and Programs and

Training Branch Training Branch Training Branch

Logistics Logistics Logistics

Branch Branch Branch

Figure III-4. Notional Security Cooperation Organization (Departmental Alignment)

III-11
Chapter III

Notional Security Cooperation Organization

(Functional Alignment)

Chief,
Security Cooperation
Organization

Training Section Logistics Section

Plans Section Administration

Section

Figure III-5. Notional Security Cooperation Organization (Functional Alignment)

For more information on the roles and responsibilities of the SCO, refer to JP 3-20,
Security Cooperation.

7. Multinational Foreign Internal Defense Force

a. Multinational operations require clear C2 and coordination procedures for FID

planning and execution to achieve unity of effort.

b. Each multinational operation in support of FID is different, and key considerations

involved in planning and execution may vary with the international situation and
perspectives, motives, and values of the organization’s members.

c. Multinational Resources. Multinational partners can assist materially in training

HN security forces. Some nations are more willing to train HN forces, especially police
forces, than provide troops for combat operations. Likewise, some MNFs entail significant
employment restrictions. Each international contribution is considered on its own merits,
but such assistance is rarely declined by the US unless, for example, the FSF undergoes
and fails vetting IAW US policy and law.

8. Nongovernmental Organization Coordination

NGOs may be present in the OE to alleviate human suffering; promote education,

health care, economic development, environmental protection, human rights, and conflict
resolution; and/or encourage the establishment of democratic institutions and civil society.
NGOs do not operate within military, governmental, or international organization

III-12 JP 3-22
 Organization and Responsibilities

hierarchies; however, they often occupy the same operational space, and efforts must be
made for coordination. While NGOs may have similar goals as DOD, they may choose
not to cooperate with DOD or USG efforts to maintain their neutrality. Because of their
capability to respond quickly and effectively to crises, NGOs can lessen the civil-military
resources a JFC would otherwise have to devote to an operation. Although NGOs may
have philosophical differences and divergent agendas from military forces, short-term
objectives are frequently similar. Identifying common ground with NGOs can be mutually
beneficial, although NGOs often object to any sense that their activities have been co-opted
for the achievement of military objectives. Their mission is often one of a humanitarian or
development nature and in very few cases related to assisting the military. For US forces,
there are legal restrictions on the provision of support to NGOs. NGO activities and
capabilities are factors the JFC assesses when selecting a COA. The country team, USAID
representatives, or CA teams are the best sources of information on those NGOs. The joint
force staff should develop an understanding of the location of existing NGOs and areas
where the NGOs are focusing their efforts. Protection of NGOs from threats in the OA and
from FSF operations is critical and requires efforts from the joint force staff to monitor and
deconflict.

For additional information on NGOs, see JP 3-08, Interorganizational Cooperation.

III-13
Chapter III

Intentionally Blank

III-14 JP 3-22
 CHAPTER IV
PLANNING

"As we look to the future, the US military and its allies and partners will continue
to protect and promote shared interests. We will preserve our alliances, expand
partnerships, maintain a global stabilizing presence, and conduct training,
exercises, security cooperation activities, and military-to-military engagement.
Such activities increase the capabilities and capacity of partners, thereby
enhancing our collective ability to deter aggression and defeat extremists."

National Military Strategy, June 2015

1. General

a. FID is designed to bolster the internal stability and security of the supported
nation. Only a comprehensive planning process at both the national and theater levels
can provide the means to reach this goal.

b. NSC Directives Promulgate US FID Policy. JSPS documents reflect the

military responsibilities for carrying out this broad guidance.

c. The entire focus of US assistance under FID is to assist an HN, if possible, in

anticipating, precluding, and, as a last resort, countering an internal threat. The type of
planning necessary is dictated by the type or types of support being provided. Support
in anticipating and precluding threats is preventive in nature and is likely to
require a mix of indirect support and direct support (not involving US combat
operations). An existing threat is likely to require responses that span all categories
of FID support, to include US combat operations. A detailed discussion of employment
considerations is included in Chapter VI, “Operations.”

d. Prior to a training team or JTF conducting a FID mission in a foreign country,

many levels of policy development and operation planning will take place. The specific
mission to be conducted can range from participating in a multinational exercise to
training an HN force on basic infantry skills. The responsibility for FID missions will
rest with one of two USG departments—DOD or DOS. To a training team in the HN,
this distinction may seem irrelevant; however, the activity or program a training team
has been deployed to participate in is governed by specific rules, funding, and
conditions, depending on whether the program falls under DOD or DOS oversight. The
theater planning process incorporates the majority of DOD and DOS efforts and
identifies activities intended to help shape the theater in which the activities will be
conducted. Depending on whether the mission has originated through DOD or DOS,
how, where, and at what level the planning, coordination, and resourcing takes place
will vary. For example, Title 22, USC, governs DOS programs and indicates
participants in these programs are noncombatants, whereas Title 10, USC, the authority
for DOD FID programs, does not restrict participants from being combatants.

IV-1
Chapter IV

2. Planning Imperatives

FID involves certain aspects that make planning for it complex. When integrating FID
into strategies and plans, basic imperatives include the need to:

a. Maintain HN Sovereignty and Build Legitimacy. If US military efforts in

support of FID do anything to undermine the real or perceived sovereignty or legitimacy
of the HN government, they will have effectively sabotaged the FID efforts. Ultimately,
FID operations are only as successful as the HN’s IDAD program.

b. Understand long-term or strategic implications and sustainability of all US

assistance efforts before commencing FID. This is especially important in building HN
development and defense self-sufficiency, both of which may require large investments of
time and materiel. Comprehensive understanding and planning will include assessing the
following:

(1) The end state for development.

(2) US and HN sustainability of development programs and defense

improvements.

(3) Acceptability of development models across the range of HN society, and the
impact of development programs on the distribution of resources within the HN.

(4) Second-order and third-order effects of socioeconomic change.

(5) The relationship between improved military forces and existing regional,
ethnic, and religious cleavages in society.

(6) The impact of improved military forces on the regional balance of power.

(7) Personnel life-cycle management of military personnel who receive

additional training.

(8) The impact of military development and operations on civil-military relations

in the HN.

(9) The willingness and ability of the HN to absorb and sustain capabilities
implemented by FID development efforts.

c. Tailor military support to FID to the OE and the specific needs of the
supported HN. Choices in equipment and training conducted during FID operations may
affect future interoperability capabilities. It is important to consider the threat, as well as
local religious, social, economic, and political factors, when developing the military plans
to support FID. Overcoming the tendency to use a US frame of reference is important
because this potentially damaging viewpoint can result in equipment, training, and
infrastructure not at all suitable for the nation receiving US assistance.

IV-2 JP 3-22
 Planning

d. Unified Action and Unity of Effort. As a tool of US foreign policy, FID is a

national-level program effort that involves numerous USG departments and agencies that
may play a dominant role in providing the content of FID plans. Planning considers and,
where appropriate, integrates all instruments of national power and international
organizations, NGOs, and HN capabilities to reduce inefficiencies and enhance strategy in
support of FID and HN IDAD efforts. An interagency plan that provides a means for
achieving unity of effort among USG departments and agencies is described in Appendix
C, “Illustrative Interagency Plan for Foreign Internal Defense.”

e. Understand US Foreign Policy. NSC directives, plans, or policies are the guiding
documents. If those plans are absent, the GCC and the JFC, and their respective staffs,
must find other means to understand US foreign policy objectives for an HN and its relation
to other foreign policy objectives. They should also bear in mind these relations are
dynamic, and US policy may change as a result of developments in the HN or broader
political changes in either country. DOD planners should seek guidance from the COM
and country team in interpreting foreign policy and guiding US efforts in a particular
country.

f. Understand the Information Environment

(1) With the advent of instant or nearly instant communications and media access
in even the most remote regions, US FID efforts in any HN may be scrutinized more closely
within the region, surrounding regions, or globally. In addition, FID operations may affect
countries throughout the region or even cause international debate and opposition. In some
theaters, traditional rivalries and hostility toward the US will be a factor. For example, US
assistance to a nation with long-standing adversaries in the area may be perceived by those
adversaries as upsetting the regional balance of power. Although it is increasingly an
untenable position, some nations may consider the HN to be within its “sphere of
influence.” The ethnic rivalries in the Balkans and the quasi-religious dogmas of the
jihadists promoting terrorism show that historical animosities, even a millennium old, can
still foster fanatic resistance to US FID efforts. These examples highlight the propensity
of some internal threats to use revisionist history in their propaganda.

(2) Proactive PA programs that accurately depict US efforts, integrated with IO,
support efforts to defeat or mitigate the adversary propaganda program. Effective
employment and synchronization of information-related capabilities is also essential to
gaining a decisive advantage in the information environment. For example, JFCs should
pursue a proactive MISO effort in the HN and neighboring or other stakeholder countries
to prepare key TAs for US FID operations. In addition, MISO can exploit early successes
in the HN. US commanders must consider friendly, neutral, and hostile nations in the
supported HN region and envision how they will perceive US support. Additionally, it
may be prudent and most beneficial to emphasize HN actions over US contributions so the
message is viewed as being owned by the HN rather than originating from the US. IO and
PA, through CCS, must be coordinated to address regional, transregional, and, if
applicable, global audiences that may have, or perceive they have, a stake in any US FID
operations.

IV-3
Chapter IV

(3) Planners should be mindful that all FID operations have the potential to move
quickly from obscurity to the center stage of global media. Forces properly trained and
knowledgeable about the OE’s culture, politics, and social dynamics are necessary for
successful mission accomplishment.

g. Sustain the Effort. This includes planning for both the US sustainment effort and
also the efforts necessary for the HN to sustain its operations after the US or MNFs depart.

h. Protect the Effort. OPSEC planning should be integrated into the operations
planning process to ensure the essential secrecy of the effort. OPSEC must not only protect
essential elements of the operations being planned, but of the planning effort itself.

3. Department of Defense Guidance

a. The majority of military planning for FID takes place at the CCMD level. GCCs
base strategy and military planning to support FID on the broad guidance and missions
provided in the JSPS. This section will briefly discuss the major JSPS guidance documents
and their relation to the CCDR’s FID planning process. Only those documents most
relevant to the FID planning process will be discussed.

For further information on joint planning, refer to JP 5-0, Joint Planning, and CJCSI
3100.01, Joint Strategic Planning System.

b. The NMS supports the aims of the National Security Strategy (NSS) and
implements the Defense Strategy Review (DSR). The NMS conveys the CJCS’s message
to the joint force on the strategic direction the US Armed Forces should follow to support
the NSS and DSR. It describes the ways and means to realize the NMS, NSS, and DSR
through a legislatively mandated review of DOD strategy and priorities.

c. CJCSI 3110.01, 2015 (U) Joint Strategic Capabilities Plan (JSCP). The JSCP
implements the strategic policy direction provided in the GEF and initiates the planning
process for the development of campaign, contingency, and posture plans. The GEF
integrates DOD planning guidance into a single, overarching document. Through the
guidance and resources provided in the JSCP, the GCCs develop their operation
plans (OPLANs) and concept plans to support FID. Generally, the JSCP provides
guidance important to FID in the following areas:

(1) The JSCP provides general tasking planning guidance for SC activities to the
CCMDs from which CCDRs may deduce military missions to support FID.

(2) The JSCP supplemental instructions (CJCSI 3110 series) provide additional
planning guidance and amplification of tasking for certain specified capabilities.
These supplemental instructions impact the military planning and execution of FID through
various functional associations, such as those described in Figure IV-1.

d. GEF. The GEF provides the foundation for all DOD interactions with foreign
defense establishments and supports the President’s NSS. With respect to SC, this
guidance provides direction on irregular warfare; building partner capability and capacity;

IV-4 JP 3-22
 Planning

Foreign Internal Defense Operations Functional Associations

with the Joint Strategic Campaign Plan

Military Information Support Special Operations

Operations

 Establishes objectives  Identifies objectives and

 Provides planning guidance resources to meet objectives
 Identifies forces for each Service  Covers all aspects of missions
 Assigns planning tasks to
combatant commands/selected
defense agencies

Joint Strategic
Capabilities Plan

Civil Affairs Other Joint Operations

 Provides specific planning  Contains guidance concerning

tasks to the Services and support to intelligence planning
combatant commands objectives, tasks, counterterrorism,
 Identifies civil considerations counter weapons of mass
destruction, building partner
 Includes surveying, assisting, capacity, logistics, mobility, and
and coordinating other operations

Figure IV-1. Foreign Internal Defense Operations Functional Associations with the
Joint Strategic Campaign Plan

and stability, security, transition, and reconstruction. SC tools are discussed in Chapter I,
“Introduction.”

e. DOD Guidance for SC. SC guidance comes from many sources and informs DOD
SC planning, implementation, and oversight to achieve defense strategy objectives and
complements policy and guidance promulgated in the GEF; the Defense Planning
Guidance; and PPD-23, Security Sector Assistance. The geographic CCMD staffs plan
their theater plans with COM integrated country strategy input that helps prioritize those
nations in theater for resource allocation and development. This guidance informs a
standardized SC prioritization framework to assist GCCs and other stakeholders in
prioritizing SC resources and activities in alignment with the DOD defense strategy. This
framework also assists in accounting for risk and other considerations related to the
likelihood of successful outcomes.

IV-5
Chapter IV

f. Joint Assessments. The CCDRs, by completing the annual joint assessment survey
that includes an integrated priority list, also identify requirements to support FID efforts
and request authorization and resourcing.

4. Theater Planning Requirements

a. GCCs may develop theater strategies and campaign plans that support taskings by
the CJCS in the JSCP. Regardless of how commanders may tailor the planning process,
military activities in support of FID requirements are integrated into concepts and
plans from the strategic level down to the tactical level.

b. Theater and functional strategies are broad statements of the GCCs’ long-term
vision for the AOR and the FCCs’ long-term vision for the global employment of
functional capabilities guided by and prepared in the context of the SecDef’s priorities.
The NMS, GEF, and JSCP guide the development of theater and functional strategies that
incorporate campaign plan objectives and contingency plan end states that reflect national
and DOD policy and guidance. Campaign plan goals will normally focus on deterring
hostilities and enhancing stability in the theater. FID is an integral part of these strategies.
The determination of the desired end state for the AOR or functional capability is an
important element in the strategy process. This determination establishes the strategic
direction on which commanders and their staffs base campaign plans as well as other plans.
In general, the theater and functional strategies will normally include an analysis of US
national policy and interests, a strategic assessment of the AOR or global functional
capability, a threat analysis, the commander’s vision, and a statement of theater missions
and objectives.

c. Theater and functional campaign plans are extensions of the theater or functional
strategies. They provide the commander’s vision and intent through broad operational
concepts and provide the framework for OPLANs, which are branch plans.

For further information on campaign plans, refer to JP 3-0, Joint Operations, and JP 5-0,
Joint Planning.

d. SC Planning. SC is the way in which DOD interacts with the PN security

establishment to build relationships that promote specific US security interests; develop
allied and friendly military capabilities for self-defense, contingency operations, and
multinational operations; and provide US forces with peacetime and contingency access to
an HN. The theater and functional campaign plans are the primary documents that focus
on the command’s shaping activities, which include operations, SC, and other activities
designed to achieve theater or functional objectives. Direction for the GCC and FCC is
provided through the GEF, the JSCP, and other DOD planning guidance. This guidance
provides regional and global functional SC priorities and CCP content requirements for
SC. At the discretion of the Service chiefs, Services develop campaign support plans that
focus on activities conducted to support the execution of CCPs; on their own SC activities
that directly contribute to the campaign end states and/or DOD component programs;
and/or institutional priorities and end states in support of broader Title 10, USC, programs
with SA programs and Service component command activities to support CCMD

IV-6 JP 3-22
 Planning

campaigns and Service institutional objectives. If developed, Services should ensure

campaign support plans are synchronized with CCMD campaign plans through their
respective component commands.

For additional information on SC planning, refer to JP 5-0, Joint Planning; JP 3-20,

Security Cooperation; the GEF; and CJCSI 3110.01, (U) 2015 Joints Strategic
Capabilities Plan (JSCP).

e. The Adaptive Planning and Execution (APEX) enterprise provides a framework

for iterative dialogue and collaborative planning to assess the merits and risks of
various military options in use by joint forces. APEX is applicable across the range of
military operations to plan and execute military activities to achieve the policy
objectives outlined in the NSS and NMS.

5. Planning Procedures and Considerations

a. The military plans and executes missions through APEX, which provides the
framework for operational activities and the planning and execution functions. Figure
IV-2 depicts the joint process to develop these products. The framework is a continuous
process that synchronizes both the plans and their execution with a feedback loop
informed by assessments. This framework is fully described in JP 5-0, Joint Planning,
and CJCS Guide 3130, Adaptive Planning and Execution Overview and Policy
Framework. FID planning follows these guidelines and is further described below.

b. Strategic Guidance. The purpose of this planning function is to develop a

shared understanding of the environment, objectives, and framework for subsequent
concept development. This function is characterized by a sustained civilian-military
dialogue to ensure the alignment of military planning with strategic direction and
policy. There are three methods by which the CCDRs identify requirements for
military activities to support FID. Plans for these specific military operations in
support of FID become part of the overall campaign and contingency planning.

(1) Top down through the JSPS.

(2) Bottom up from an HN or country team in the GCC’s AOR. These

include both SA and other SC requests. SA requests are forwarded by the SC officer
on the country team directly to the implementing agency. The GCC is informed of such
requests but execution is outside the JSPS. For other SC requests the GCC may forward
those requests to SecDef for authorization. The GCC may authorize these support
missions whenever they are IAW US law and directed through the JSPS.

(3) GCC Initiated. Military support to FID efforts that is not directed under
an existing specified or implied mission may be identified. The GCC endorses these
requirements and obtains authorization from SecDef. Also, routine civilian-military
dialogue during the four operational activities (situational awareness, planning,
execution, and assessment) provides updated strategic direction that could identify
requirements for military activities to support FID.

IV-7
Chapter IV

c. Concept Development. Concept development follows a series of stages to

develop a plan that meets the commander’s intent or intermediate strategic goals. A
FID plan for developing a designated nation’s security capability should follow the
steps below during concept development. FID considerations include the following:

(1) Mission Analysis. Before beginning FID planning, the commander’s

staff will conduct a thorough mission analysis of the OE and threat. This mission
analysis establishes the operational framework for FID concept development and
planning. The following areas are considered when developing the concept:

(a) Threats to HN IDAD. Threats may be specific, such as illicit drugs

or terrorism, or they may be more general, as in social unrest and instability.
Identification of the root cause is key so military activities in the FID plans may target
long-term causes rather than short-term symptoms. Appendix B, “Joint Intelligence
Preparation of the Operational Environment to Support Foreign Internal Defense,”
provides detailed guidance for conducting intelligence preparation of the OE necessary
for effective FID planning. For additional information, see JP 2-01, Joint and National
Intelligence Support to Military Operations.

(b) The HN Social, Economic, and Political Environment. FID efforts

are intended to support IDAD programs in a manner that is acceptable to the HN’s
cultural and political realities. The capability of the HN government and leadership,
as well as existing treaties and social infrastructure, are all factors that planners
consider for a development plan. This may result in the conclusion that the best
solution from the US perspective may not be the best solution for the supported HN.
This proposed solution may be outside the realm of FID and may be better
accomplished through other means. This situation must be resolved in diplomatic
channels between the USG and the HN. For example, a treaty may meet US goals and
objectives independent of the HN IDAD program and interests.

(c) Mission analysis for military operations in support of FID will

normally be conducted in conjunction with normal operation planning. During this
phase, commanders and their staffs analyze the assigned tasks, develop a mission
statement, formulate subordinate tasks, and prepare guidance for the commander’s
approval. The first two of these efforts are discussed below.

1. Analyze Assigned Tasks. Tasks to support FID will be specified

and implied and may range from supporting SA efforts to providing forces to conduct
FHA efforts.

2. Develop a Mission Statement. The mission statement guides

much of the remaining planning process. The mission statement will provide the who,
what, when, where, and possibly why. The theater mission established by the GCC
may be general but could also identify FID-related tasks. The mission statement
focuses on the priority threats to the security and stability of the HN.

IV-8 JP 3-22
 Planning

(2) Planning Guidance. During planning guidance, the commander outlines

tentative COAs, additional assumptions, and a planning directive to the staff and
subordinate commanders. Several important FID guidelines must be considered to
ensure future planning results in the most efficient employment of the commander’s
resources.

(a) Legal Authorizations and Restrictions. The legal restrictions

governing US military activities in support of FID are complex and subject to changing US
legislation and applicable international law. The staff legal advisor has an active role in
the FID planning process. The basic funding authorizations for military activities in
support of FID come through either the FAA, AECA, or through DOD operation and
maintenance (O&M) funding sources. While GCCs may use O&M funding for specified
and limited FID activities such as HCA, they may not use O&M funds for SA or
exceed strict dollar limits on military construction projects. Appendix A, “Legal
Considerations,” provides a look at the legal aspects of FID.

(b) Third-Country Interests. US FID activities may impact conditions and

perceptions throughout the region, particularly in neighboring countries. These factors will
not dictate US policy but require careful evaluation and consideration and may impact the
design of specific operations. Commanders should use active information programs to
accurately depict US efforts to influence perceptions and to defeat adversary propaganda
efforts.

(c) Restrictive Use of Force. US combat operations in FID will generally

require a judicious selection and employment of forces including approved ROE. The
purpose of such selection and employment is to ensure the HN military and other civilian
security forces rapidly accept the responsibility for its security and to minimize HN civilian
casualties. Nonlethal weapons and other capabilities that create nonlethal effects provide
US and HN forces an escalation of force option to determine intent during operations and
assist in reducing civilian casualties, helping to gain the trust of the population.
Employment of nonlethal weapons and other capabilities that create nonlethal effects
significantly expands options for force application and provides a means to achieve
scalable levels of force.

For more information on nonlethal weapons, refer to Army Techniques Publication (ATP)
3-22.40/Marine Corps Warfighting Publication (MCWP) 3-15.8/NTTP 3-07.3.2/AFTTP 3-
2.45/Coast Guard Tactics, Techniques, and Procedures (CGTTP) 3-93.2, Multi-Service
Tactics, Techniques, and Procedures for the Employment of Nonlethal Weapons.

1. Specific ROE are developed and approved to support FID operations.

They will normally differ from country to country, may differ within regions of the same
country, and are likely to be more restrictive in FID than in other operations. However,
ROE will not restrict the inherent right to use proportional force in self-defense when
responding to a hostile act or demonstrated hostile intent. In these situations, nonlethal
weapons and other capabilities that create nonlethal effects offer a wider range of responses
when considering an increase or decrease of force, and their employment should be clearly
addressed in ROE.

IV-9
Chapter IV

2. Standing rules of engagement (SROE) are provided for US forces as

stand-alone guidance that, with appropriate authorization, can be tailored to meet mission-
specific requirements. SROE apply in the absence of specific ROE from higher authority
in the form of supplemental measures; these supplemental measures may be provided by,
or requested from, higher authority to tailor ROE for a particular mission. GCCs may also
augment the SROE to support missions and respond to threats in their AOR. SROE do not
apply to defense support of civil authorities missions; routine Military Department
functions, including FP duties, within US territory and territorial seas; LE and security
duties on DOD installations (and off-installation, while conducting official DOD security
functions), within or outside US territory; USCG units (and other units under their
OPCON) conducting LE operations; and US forces assigned to the OPCON or TACON of
an MNF (the ROE of the MNF will be followed, if authorized by SecDef).

For additional information on SROE, refer to CJCSI 3121.01, (U) Standing Rules of
Engagement/Standing Rules for the Use of Force for US Forces.

(3) Staff Estimates. The staff analyzes and refines tentative COAs during the
staff estimate process of concept development. These detailed options serve as the
foundation for the commander’s decision to select a COA. Military options to support FID
under consideration can involve any of the categories of indirect support, direct support
(not involving US combat operations), or US combat operations. The following three
estimates have specific implications for the development of an effective FID plan.

(a) The intelligence estimate is essential to accurately identify the threat

upon which to base FID efforts. The intelligence estimate supporting FID operations will
have an orientation quite different from that of a conventional estimate. A comprehensive
and intimate knowledge of the OE is essential in building this estimate. The intelligence
estimate concentrates on adversary situation; adversary capabilities, to include their
capacity to procure or produce chemical, biological, radiological, and nuclear (CBRN)
weapons and the location of CBRN materials, including toxic industrial materials, that
could be used to produce such weapons or makeshift devices; an analysis of those
capabilities; and finally, conclusions drawn from that analysis. In FID, however, analysis
must focus more on the local populace and its probable reactions to potential US or
opposition actions. This requires knowledge of the ethnic, racial, economic, scientific,
technical, religious, and linguistic groups in the HN, as well as their locations and an
understanding of how they may perceive future operations. Understanding the OE and the
HN’s social, economic, and political systems is essential to effectively and efficiently
support the HN’s IDAD program. Appendix B, “Joint Intelligence Preparation of the
Operational Environment to Support Foreign Internal Defense,” discusses the FID-specific
aspects of intelligence preparation that must be considered to successfully plan and execute
FID operations. Additionally, there are certain planning factors associated with network
engagement, such as social network analysis and link analysis. These and other tools can
assist in FID planning and engaging friendly, neutral, and threat networks.

For more information of planning considerations, social network analysis, and link
analysis, see JP 3-25, Countering Threat Networks.

IV-10 JP 3-22
 Planning

(b) The CMO estimate examines each military COA and how CMO
may best influence the various COAs the commander is considering. The CMO
estimate focuses on situation assessment rather than COA development. The purpose
is to assemble information underlying a CMO concept of support that can be modified
to support the overall concept of operations (CONOPS). CA should complete area
studies where operations are likely. During military operations that support FID, these
assessments focus on social, economic, and political factors that relate to existing or
potential lawlessness, subversion, or insurgency. They may include overlays that show
local demographics, civil supply support, public utilities, and population displacement.
The CMO estimate shows how CMO can best be integrated into the overall operation
and supports decision making throughout an operation. CA support, like MISO, should
be incorporated into all FID operations.

(c) The MISO staff estimate process examines the potential impact of
proposed US military operations. Internal stability is closely connected to the HN
populace’s perceptions; thus their perceptions should be continually assessed and
MISO adjusted accordingly. More specific guidance is included in the MISO annex to
the appropriate plan. At the CCMD level, MISO concepts and plans are coordinated
through the country team. This coordination is discussed in more detail in Chapter
VI, “Operations.”

(d) In addition to the planning imperatives previously discussed, there are

several important FID guidelines to consider when developing possible COAs. These
guidelines are:

1. Leverage Intelligence Capabilities. Identify political, economic,

scientific, technical, and social threats, in addition to the conventional hostile military
factions. This is a complex task, especially when working in an unfamiliar culture in
which US personnel may have little or no experience and in which high-technology
collection and processing equipment may be of little use. Despite this challenge,
commanders and their staffs must integrate all available assets and use culturally
trained specialists to define these threats and to appropriately tailor the COAs.

2. Reconcile FP Measures. Commanders and staffs must evaluate

operations closely to determine the increased risks of large deployments of US
personnel in the area. In a high-threat condition, it may be prudent to delay the FID
mission or commit a smaller element, rather than to commit a larger force that has a
higher profile and is more difficult to protect. Depending on the mission, the JFC may
consider seabasing some of the force as an alternative to reduce the footprint ashore.

3. Account for Sustainment. Commanders and staff must be

cognizant of HN culture and their appreciation for sustainment, maintenance, and
budgeting. IDAD programs are frequently at risk in the out years because they may not
receive adequate HN investment. This applies both to physical infrastructure and
programs to improve human capital, good governance, and other intangibles.

IV-11
Chapter IV

4. Define MOEs. The success of US FID activities can be measured

only in terms of the success of the HN’s IDAD program. MOEs should focus on long-
term, attainable objectives rather than short-term targets, limited objectives, or over-
ambitious development goals. In addition, clearly established transition points should
define when the supported HN will, incrementally, assume responsibility for the total
IDAD effort.

d. Plan Development. Plan development (Figure IV-2) begins after the GCC’s
strategic concept is fully developed. This phase matches mission requirements against
available resources. This action is particularly important because a large portion of
the force needed to conduct FID is in the Reserve Component (RC). In major military
operations in support of a FID operation, the commander must consider availability of
forces (both Active Component [AC] and RC) to support the mission requirements. Use
of RC forces, including USCG Reserve, may alleviate shortfalls and assist organizing and
tailoring resources to carry out the military support to FID as efficiently as possible.
Similarly, leveraging the mutually supporting capabilities of the United States Navy (USN)
and USCG can serve as a force multiplier. Coordination among the HN, third-party
nations, and USG interagency partners (country team) remains paramount during plan
development. This is an extension of the coordination that began during the plan initiation
phase.

e. Plan Assessment. Commanders and their staffs should consider many FID
objectives will involve a long-term effort, and MOEs may be difficult to evaluate in the
short term.

f. Supporting Plans. Supporting FID plans may come from a variety of units such
as Service or functional component commanders; subordinate unified commanders; JTF
commanders; supporting CCDRs; or subordinate CA, MIS, engineer, medical,
transportation, SOF, or other combat units.

g. Other Planning Considerations

(1) For personnel recovery operations that may occur during FID, refer to JP 3-
50, Personnel Recovery.

(2) A key component of developing the training plan is established through an

agreement (memorandum of agreement [MOA] or letter of agreement) between the HN
and the joint force conducting the training. These are, in effect, signed contracts detailing
the specifics of what is being provided by each party and should be carefully reviewed by
the legal advisor for any instrument that is potentially an international agreement. Training
plans at the operational level will vary based on HN needs and unit training capabilities.
An assessment for the training to be conducted should begin with a pre-mission site survey
by all joint force units deploying in the HN.

6. Planning for Force Protection

a. JFCs and their subordinate commanders address FP during all phases of FID
operations, from planning through deployment, employment, and redeployment. All

IV-12 JP 3-22
 Planning

Joint Planning Activities, Functions, and Products

Military Planning and Execution Process
Operational Activities

Situational Awareness
Planning
Execution
Assessment

Planning Functions Execution Functions

Strategic Concept Plan Plan Allocation Mobilization Deployment Distribution Employment Redeployment Demobilization
Guidance Development Development Assessment

Assignment

Apportionment

Preferred Force Identification

Contingency Execution Sourcing

Sourcing

IPR-
IPR-Concept Development IPR-Mature
Discussions Discussions Discussions SDOB

Campaign Plans
Planning Products Execution Products
Execute
Subordinate Orders
CSCSs/Country Plans Warning Orders
Campaign Plans
Deployment Request for GFM Allocation
Theater Posture Plans Orders Forces Plans
Contingency Plans Planning Orders Operation Orders
Supporting Plans
Prepare to Deploy Mobilization Redeployment
Orders Orders Orders
Levels Alert Orders
1. CDR’s Estimate Fragmentary
2. Base Plan Orders
3./3.T CONPLAN
4. OPLAN

Legend
CDR commander GFM global force management
CONPLAN concept plan IPR in-progress review
CSCS country-specific security OPLAN operation plan
cooperation section SDOB Secretary of Defense orders book

Figure IV-2. Joint Planning Activities, Functions, and Products

aspects of FP are considered and threats minimized to ensure maximum operational

success. JFCs and their subordinate commanders implement FP measures appropriate to
all anticipated threats. The JFC must provide guidance to the force on the employment of
all capabilities including nonlethal weapons in the conduct of operations.

IV-13
Chapter IV

b. Supported and supporting commanders ensure deploying forces receive thorough

briefings concerning the threat and personnel protection requirements prior to and upon
arrival in the OA.

c. In addition, JFCs and their subordinate commanders evaluate the deployment of

forces and each COA for the impact of terrorist organizations supporting the threat and
those not directly supporting the threat but seeking to take advantage of the situation within
the HN.

d. JFCs also plan for CI support to the FID operation and should incorporate umbrella
concepts for CI FP source operations in the planning process.

e. For the foreseeable future, the threat of terrorism is a constant factor, even in those
nations with advanced domestic security infrastructures. FID operations require proactive
FP measures and consideration of the following:

(1) Street or organized crime.

(2) VEOs.

(3) Foreign intelligence services.

(4) Local populace animosity or demonstrations.

(5) Dislocated civilians.

(6) HN regional transportation systems.

(7) HN biometric systems utilized to identify and track personnel.

(8) HN military equipment, training, and procedural deficiencies.

(9) Activities to safeguard the force from CBRN hazards and measures to control,
defeat, disable, and/or dispose of WMD and related materials.

(10) Weather, terrain, and environment.

(11) Contaminants, pollution, and toxic industrial materials.

(12) Health threats and HN health care capabilities.

(13) Mines, improvised explosive devices, and unexploded ordnance.

(14) Political groups, parties, or individuals.

(15) Regional cross-border threats.

(16) Cyberspace threats.

IV-14 JP 3-22
 Planning

For further information on FP, refer to JP 3-0, Joint Operations, and JP 3-07.2,
Antiterrorism. For further information on CBRN defense, refer to JP 3-11, Operations in
Chemical, Biological, Radiological, and Nuclear Environments. For further information
on CBRN response, refer to JP 3-41, Chemical, Biological, Radiological, and Nuclear
Response.

For further information on improvised explosive devices, refer to JP 3-15.1, Countering

Improvised Explosive Devices.

For further information on mines and unexploded ordnance, refer to JP 3-15, Barriers,
Obstacles, and Mine Warfare for Joint Operations.

7. Foreign Internal Defense Assessment

a. Commanders and staffs must realize that planning for joint FID operations is an
integrated process. It is totally integrated into theater planning and is reflected in planning
documents extending from the JSCP and the GCC’s strategy down to subordinate joint
force and Service component supporting plans. During the concept development of FID
planning, a broad approach to JIPOE must be considered. In addition, MISO and CMO
estimates are included in the decision-making process to formulate adequate and feasible
COAs from the FID standpoint; in other words, how can CMO best influence the
operational concept. Finally, the staff reviews FID plans for adequacy, acceptability, and
feasibility before ensuring the creation of appropriate supporting plans to support theater-
level operations.

b. Those responsible for conducting FID operations assess what activities to conduct.
DOS representatives work with foreign governments and DOD representatives work with
foreign military personnel to develop IDAD programs that are consistent with US foreign
policy objectives and useful to the country concerned. The SC planning process is used to
assess currently implemented programs and exercises. Representatives assess the previous
programs for relevancy and success in relation to country-specific objectives and to the
overall goals within the region. Programs are assessed on the basis of key trends, shortfalls,
future opportunities, and challenges.

8. United States Foreign Internal Defense Capabilities

a. Military Resources. SOF are beneficial forces of choice for FID due to their
extensive language capability, cultural training, advising skills, and regional expertise.
However, FID requirements in theater and transregional conflicts can exceed available
SOF capacity. CF, when designated, should be prepared to conduct FID operations. In
fact, CF have a distinct advantage in certain FID operations where their HN counterparts
have a similar conventional mission. Conventional commanders must assign the best
qualified Service members to training and advisory missions. Both SOF and CF
participating in FID operations outside of their normal area of expertise may require
augmentation from linguists fluent in the HN language and culture.

(1) United States Army (USA)

IV-15
Chapter IV

(a) USA FID operations are primarily aimed at developing and improving
HN ground force capabilities through ground force advisor operations in coordination
with SA programs. A principal US activity for conducting FID is the transfer of major
items (weapon systems and related support items) to selected HNs, primarily through SA.
The USG often facilitates such transfers through operational and strategic assessments,
ground force studies, SA-funded equipment refurbishment, training on specific weapon
systems and support items through SA-funded MTTs, and SA case management and
oversight. Delivery of FMS items can be performed in conjunction with multinational
operations and contingencies and with other training programs conducted by the GCCs
and USG departments and agencies. FID operations can establish a US presence, build
rapport, achieve integration of forces, and build a foundation for future regional
cooperation. Commanders can employ a greater range of capabilities and resources
through the provision of direct support and US combat operations for FID, when HN
ground units are inadequately sized or structured to make necessary and timely
contributions to their own defense effort. Principal initiatives to accomplish FID
objectives include the following:

1. Facilitate the transfer of US defense articles and services under the

SA program to eligible foreign government aviation units conducting IDAD operations.

2. Assess foreign military ground force capabilities and provide

direction or recommendations toward improving HN landpower employment and
sustainment methods.

3. Educate foreign military force senior officers and civilians in how

to appropriately use military power.

4. Train foreign military forces to operate and sustain indigenous

ground resources and capabilities.

5. Advise foreign military forces and governmental agencies on how

to employ ground forces.

6. Assist foreign ground forces in executing specific missions or

contingency operations. Assistance can take on many forms but generally includes
hands-on assistance in enabling capabilities such as intelligence operations, military
police/detainee operations, CA/civil-military cooperation, sustainment/logistic support,
and health service support (HSS).

7. Facilitate force reception, staging, onward movement, and

integration for joint and multinational operations.

8. Provide direct support to the HN with USA resources to provide

intelligence, communications capability, mobility, logistical, medical, and USA aviation
support.

9. Secure basing and land use agreements for US military

requirements.

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 Planning

10. Provide support to civil administration in under-governed areas.

11. Provide operational contract support.

12. Establish the force generating capability for HN forces.

13. Provide C2 for joint and combined military forces as a land

component command, joint security area coordinator, or JTF.

For further guidance and detail on USA FID capabilities, refer to FM 3-07, Stability,
and FM 3-22, Army Support to Security Cooperation.

(b) US Army Special Operations Forces (ARSOF). ARSOF may support

FID operations in the absence of any other military effort, support other ongoing military
or civilian assistance efforts, or support the employment of CF. The ARSOF core task
of FID is only one component of an HN’s IDAD policy and programs. The strategic end
state of FID is an HN capable of successfully integrating military force with other
instruments of national power to address internal threats. From a SOF perspective, one
measure of successful FID efforts is when the need to deploy large numbers of US
military personnel and equipment is precluded. FID, as part of SC, takes place in an
arena that may include support to COIN, countering VEOs, CT, MISO, DOD support to
CD operations, and FHA. These activities may include FID operations as an integral
component in supporting the fight against internal threats. Small teams may conduct FID
training in remote areas in HNs where the US force commitment is small. ARSOF has
capabilities for MISO that support FID capabilities and activities, are important for
influencing and enabling HN legitimacy with the populace, and also support a broader
range of US and HN information-related activities and the overarching USG strategic
guidance. When this is the case, ARSOF units may be the primary or sole trainers of HN
military or paramilitary personnel. In other cases, large numbers of forces and units may
be involved in direct support (not involving US combat operations). Training of HN
military may continue while US forces are providing direct support and, to some degree,
even during US combat operations. A commander must balance the need to operationally
employ ARSOF against their unique abilities (possibly unparalleled by the CF available)
to train critical capabilities in the HN military.

For further guidance and detail on ARSOF FID capabilities, refer to ATP 3-05.2, Foreign
Internal Defense.

(2) United States Marine Corps (USMC)

(a) The Marine Corps uses CF task-organized and enabled with SC skills
to enable FSFs to operate alongside Marine forces, to provide access, build relationships
that support strategic objectives, and contribute to Service operational capabilities. The
Marine Corps employs forward-deployed, crisis response-capable Marine expeditionary
units (MEUs) and special purpose Marine air-ground task forces (SPMAGTFs) and
smaller task-organized teams enabled with varied skills to conduct SC. These forces are
trained to advise partner FSF and deployed to conduct combined exercises, key leader
engagements, and other SC activities with FSF.

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(b) Forward-deployed MEUs embarked aboard amphibious ready groups

provide flexible, scalable, and maneuverable options for CCDRs to conduct SC and support
daily operations while prepared for crisis response and contingencies.

(c) Although SPMAGTFs and MEUs account for the majority of USMC SC
activities for GCCs, other task-organized and enabled units, MTTs, detachments, and task
forces routinely support the GCC’s requirements. The Marine Corps provides GCCs with
trained advisors capable of operating across the range of military operations in task-
organized or purpose-built task forces.

(d) For FID operations in complex security environments, intelligence

support will be vital, and USMC intelligence, surveillance, and reconnaissance (ISR) assets
can provide tailored intelligence to USMC or other joint forces. USMC forward-deployed
and forward operating forces provide flexible, protected, and self-sustained sourcing
solutions to a wide range of SC activities.

(e) Marine Forces Special Operations Command (MARFORSOC).

MARFORSOC is the USMC SOF component to USSOCOM. MARFORSOC supports
FID operations through teams that train, advise, and assist friendly HN forces—including
naval and maritime military and paramilitary forces—to enable them to support their
governments’ internal security and stability, to counter subversion, and to reduce the risk
of violence from internal and external threats.

(f) The USMC Center for Advanced Operational Culture Learning serves as
the central Marine Corps organization for operational culture and language familiarization
training programs, ensuring Marines are regionally focused, globally prepared, and
effective at navigating and influencing the culturally complex modern OE.

(3) USN

(a) While SC support can be sourced from units across the USN, the Navy
Expeditionary Combat Command provides most of the USN’s CF contribution and is
composed of several subordinate commands that are able to provide unique capabilities in
support of FID. Expeditionary training units deliver focused maritime capabilities training
to HN personnel across a wide array of maritime competencies that include the following:

1. Construction capabilities in support of operating forces; civic projects

for other nations, to include building roads, bunkers, airfields, and bridges; and responsive
support for disaster recovery operations.

2. Expeditionary support capable of conducting port and air cargo

handling missions, customs inspections, fuels distribution, freight terminal and warehouse
operations, postal services, and ordnance reporting and handling.

3. Expeditionary diving support capable of conducting salvage; search

and recovery; harbor clearance; underwater cutting and welding; construction; inspection;
and repair of ocean facilities, including wharves, piers, underwater pipelines, moorings,
boat ramps, and limited repairs on ships.

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4. Coastal Riverine forces operate in harbors, rivers, bays, across the

littorals and ashore. The primary mission is to conduct maritime security operations by
defending high-value assets, critical maritime infrastructure, ports and harbors, and both
inland and on coastal waterways and, when directed, conduct offensive combat operations.

5. Adaptive force packages embarked in naval shipping, to include ships

operated by Military Sealift Command, can conduct missions in support of FID. Sea basing
joint and interagency forces can help facilitate sustainment, C2, and FP while reducing
footprint ashore.

(b) Naval Special Warfare Command provides SEAL teams trained to

conduct FID as a core mission for USN SOF, which provides USSOCOM with a maritime
component for advise-and-assist programs, building partner maritime and land SOF
capability. Naval Small Craft Instruction and Technical Training School provides a robust
FID and SFA capability to FSF on riverine operations of small craft strategy, operations,
communication, weapons, maintenance, and foreign partner instructor development.

(4) United States Air Force (USAF)

(a) USAF FID operations are primarily aimed at developing and improving
HN airpower capabilities through air advisor operations in coordination with SA programs.
A principal US instrument for conducting FID is the transfer of major items (weapon
systems and related support items) to selected HNs, primarily through SA. The USAF
often facilitates such transfers through operational and strategic assessments, airpower
studies, SA-funded aircraft refurbishment, airlift of SA-funded defense articles, training on
specific weapon systems and support items through SA-funded air advisory and technical
MTTs, and SA case management and oversight. Delivery of FMS items can be performed
in conjunction with multinational operations and contingencies and with other training
programs conducted by the GCC and USG departments and agencies. USAF FID
operations can establish a US presence, build rapport, achieve integration of forces, and
build a foundation for future regional cooperation. If necessary, commanders can employ
an even greater range of capabilities and resources in the direct support and US combat
operations categories of FID support when HN aviation units are inadequately sized or
structured to make necessary and timely contributions to their own defense effort.
Principal USAF initiatives to accomplish FID objectives include efforts to:

1. Facilitate the transfer of US defense articles and services under the

SA program to eligible foreign government aviation units.

2. Assess foreign military aviation capabilities and provide direction or

recommendations toward improving HN airpower employment and sustainment methods.

3. Train foreign military air forces to plan and execute effective and
efficient intelligence collection, as well as to produce, disseminate, and distribute raw data.

4. Train foreign military forces to operate and sustain indigenous

airpower resources and capabilities.

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5. Advise foreign military forces and governmental agencies on how to

employ airpower in specific operational situations.

6. Assist foreign aviation forces in executing specific missions or

contingency operations. Assistance can take on many forms, but generally includes hands-
on assistance in combat support capabilities such as aircraft maintenance, fuels, HSS, and
aviation medicine.

7. Facilitate force integration for multinational operations.

8. Provide direct support to HNs by using USAF resources to provide

intelligence, communications capability, mobility, logistic support, and airpower.

For further guidance and detail on USAF FID capabilities, refer to Air Force Doctrine
Annex (AFDA) 3-22, Foreign Internal Defense.

(b) US Air Force Special Operations Forces (AFSOF). AFSOF conduct

FID operations by working by, with, and through foreign aviation forces. While FID
operations are typically conducted in environments ranging from permissive to hostile,
AFSOF must also be prepared to conduct partnered operations in contested and denied
environments. When required, AFSOF can provide assets for persistent ISR, air mobility,
and precision strike. AFSOF maintain specially trained combat aviation advisors (CAAs).
CAAs are operational aviation detachments with HN language skills. They are organized,
trained, and equipped to assess, train, advise, assist, accompany, and integrate HN aviation
forces into joint, SOF, or other USG activities, operations, and campaigns. Additionally,
AFSOF special tactics teams enhance the air-to-ground interface, helping coordinate air
support for CF and SOF when advising foreign security force operations during COIN
operations. AFSOF has capabilities to disseminate MISO products that support FID, which
can influence and enable HN legitimacy with the populace but also as part of a broader
range of USG strategic guidance and communication synchronization efforts.

(5) USCG. The USCG possesses broad authorities across the spectrum of
military, LE, regulatory, and intelligence activities in support of FID.

(a) Many of the world’s navies and coast guards have a mix of military, LE,
resource protection, and humanitarian functions very similar to those of the USCG. A
common constabulary and multi-mission nature promotes instant understanding and
interoperability and makes USCG a valued partner for many naval and maritime forces.
The USCG has a long history of providing training and support to maritime forces around
the world.

(b) Building effective maritime governance requires coordination beyond

navies and coast guards. It requires integrated efforts across agencies and ministries, as
well as private sector commitment. The USCG can provide a variety of capabilities,
assistance, equipment, and training in helping a country organize and establish a coast
guard. The USCG has this expertise by virtue of its broad statutory missions, authorities,
and civil responsibilities; membership in the intelligence community; and strong
partnerships with industry. The USCG routinely conducts military engagement with other

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nations through multiple ministries and can offer a model maritime code that countries can
use to improve their laws and regulations.

(c) The USCG is the lead agency for maritime counter illicit trafficking
operations and is the principal maritime LEA of the US. In addition, subject to
international agreements, the USCG may patrol or conduct pursuit, entry, and boarding
operations in the territorial waters of other countries.

(6) State Partnership Program (SPP). The SPP is a joint DOD SC program,
per Title 10, USC, Section 341; overseen by USD(P); managed and administered by the
Chief, National Guard Bureau; executed by the GCCs; and sourced by the National Guard
of the states and territories. The SPP supports the SC objectives of the US, achieves the
GCCs’ CCPs objectives, and supports the objectives of the relevant COM to promote
national objectives, stability, partner capacity, better understanding, and trust.

b. Interagency Resources. JFCs consider capabilities and availabilities of

interagency resources when planning for FID operations. During execution, the country
team normally coordinates and synchronizes military operations with interagency
initiatives and activities. This allows for the most capable and similar organizations to
work together in developing effective and efficient HN resources. For example, DOJ and
DOS can send LE specialists overseas to train and advise HN police forces; police are best
trained by other police. The nature of the OE and legal considerations are also important.
USCG SC activities reach beyond normal military-to-military relations to a broader HN
maritime audience, including, but not limited to, LEAs, maritime administrations, and
transport ministries. The USCG is uniquely positioned to conduct military engagement
through traditional and non-traditional defense, LE, and maritime safety operations.

c. Operational Contract Support (OCS). OCS is planning for and obtaining

supplies, services, and construction from commercial sources in support of joint operations.
Contract support can be a valuable enabling resource from logistics, training support, and
contracted instructors for the various categories of FID indirect support, direct support, and
US combat operations. The demand throughout the world for US SOF/CF advisors and
trainers for civil and military forces is greater than what DOD can provide. Contractors
are hired both internal (theater support contracts) and external (external support contracts)
to support FID operations in the HNs to fill roles of expertise outside that of DOS and DOD
ranks and augment deficiencies, especially for general tasks and training events (i.e., basic
military and law enforcement). In some cases, additional training support from contractors
enables commanders to use joint forces more efficiently. For example, contracted police
development capabilities through the INL can provide expertise not resident in the
uniformed military. Contractor support can provide HN training and education, including
the following:

(1) Establish or develop institutional training programs.

(2) Support development of security ministries and HQs.

(3) Establish administrative and logistic systems.

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(4) Advise and train military forces and civil authorities.

For further guidance and detail on OCS, refer to JP 4-10, Operational Contract Support.

IV-22 JP 3-22
 CHAPTER V
TRAINING

“A government is the murderer of its citizens which sends them to the field
uninformed and untaught, where they are to meet men of the same age and
strength, mechanized by education and discipline for battle.”

Major General Henry “Light-Horse Harry” Lee III, 1756-1818

SECTION A. TRAINING JOINT FORCES

1. General

a. A tenet of the NMS is to assist allies, multinational partners, and the governments of
threatened states in resisting aggression. This strategic imperative demands that joint forces
strengthen their abilities to assist, train, and advise foreign military and security forces for
their own self-defense and to enable those forces to apply their capacity in support of US
strategic interests.

b. FID may be conducted by a single individual in remote isolated areas, small groups,
or large units involved in direct support (not involving US combat operations) or US combat
operations. In many of these situations, US CF will be operating in unfamiliar circumstances
and cultural surroundings.

c. FID operations occur in permissive, uncertain, and hostile environments. However,

due to the ambiguity and instability often found within or along the operating area, US FID
forces may be required to conduct operations or transit through contested, and/or denied
environments. Combined with the stresses of operating in a foreign culture, this possibility
may warrant training that is not routinely offered to CF.

d. Commander, United States Special Operations Command (CDRUSSOCOM), is

charged by law with training assigned SOF to meet mission requirements (including FID)
and to ensure their interoperability with CF as well as other SOF. Continuing individual
education and professional training peculiar to special operations are the responsibility of
CDRUSSOCOM.

For further information on CDRUSSOCOM training and education responsibilities, refer to

JP 3-05, Special Operations, and JP 3-57, Civil Military Operations.

2. Training, Knowledge, and Skills Needed for Success

The following subparagraphs highlight some of the training needed for successful
military operations in support of FID.

a. Overall US and Theater Goals. Personnel conducting FID operations must

understand the overall goals and objectives of the supported GCC. This knowledge is similar
to understanding the commander’s intent in conventional operations. An understanding of

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these goals provides a foundation upon which to determine if an individual’s actions and
operations support overall theater objectives.

b. Area and Cultural Orientation. Knowledge of the OA is required to maximize the

effectiveness of military operations in support of IDAD programs. It is challenging and
potentially counterproductive to successfully interact with the HN if individuals conducting
FID do not have an understanding of the background of the nation, the culture, and the
customs and the impact of those factors on partner values, ethics, critical thought, and
perceptions.

c. Language Training. It is very important for all personnel conducting FID

operations to be able to communicate with HN personnel in their native language. Language
capabilities can significantly aid trainers and others who have daily contact with HN military
personnel and the local populace. Personnel can function much more effectively if they
receive language training in the target language prior to deployment. Even if they do not
have extensive familiarity with the language, their use of basic expressions can help establish
rapport with HN counterparts. Although language training is important, it is equally
important for personnel conducting FID operations to conduct training on working with and
speaking through interpreters.

d. Standards of Conduct. US military personnel understand the importance of the

image they project to the HN population, from rapport building to active FP. This impression
may have a significant impact on the ability of the US to gain support for FID operations or
the HN to gain long-term support for its IDAD program. US standards of conduct are, to a
great extent, an example of the professionalism and respect inherent in the US military—a
respect and professionalism that can be passed by example to the HN military and police
forces and populace. Refresher briefings in standards of conduct, which complement cultural
awareness training, should be mandatory for all personnel involved in FID operations.

e. Coordinating Relationships with Other USG Departments and Agencies, NGOs,

and International Organizations. FID programs and operations are likely to interact at all
levels with other USG departments and agencies, in addition to NGOs and international
organizations. For example, special forces (SF), MIS, and CA elements will likely
coordinate with the embassy PAO or cultural attaché, and CA may work closely with
USAID. This type of coordination may be new to some military personnel; therefore,
specific training or procedures may be required.

f. Legal Parameters. To function effectively, personnel supporting FID activities must

be aware of the legal parameters. These parameters include provisions of applicable status-
of-forces agreements (SOFAs), as well as restrictions on the transfer of equipment and on
other types of assistance that may be provided. Because many military activities take place
within the HN, applicable legal guidelines should include laws of the HN government
addressing the status of US personnel while in country (for example, existing SOFAs).
Accordingly, a country law briefing, cultural orientation, and review of any pertinent
international agreements should be included in training.

Appendix A, “Legal Considerations,” provides a look at the legal aspects of FID.

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g. ROE. A thorough understanding of the ROE is very important to units involved in

combat operations and for individuals involved in any military activities in support of FID.

h. Tactical FP Training. FID activities often require small US elements to deploy

in isolated areas to support threatened HN governments. This requirement makes for a
potentially dangerous situation for US personnel. US forces must be prepared for these
situations through proper training in self-protection programs and measures. The required
or designated training should include identified individual and collective tasks.

3. Foreign Internal Defense Training Strategy

a. Preparation for military operations to support FID requires training that covers a
broad range of topics. The training must also be designed to support a mix of personnel,
ranging from language-trained and culturally focused SOF to those untrained in the specific
area where the FID operation is being conducted. Some training, such as language
qualification, requires an investment in time and money that will not be practical for all
personnel. A combination of institutional and unit-conducted individual and
collective training will be required.

b. Institutional Training. SOF receive extensive institutional training in language,

cultural considerations, and instructional techniques as qualifications in their basic
specialty. When available and in sufficient numbers, these personnel should be extensively
used to train HN forces and facilitate liaison with the HN. CF that are tasked to provide
training and serve as advisors and MTTs and to conduct joint and multinational operations
with HN forces require language, cultural, and other training to prepare them for these
missions. Some institutional courses are available that can be used by commanders to train
personnel for FID missions. Listed below are some of the types of institutional training
that is provided by one or more of the Services. Consult appropriate training catalogs for
DOD course listings.

(1) Language training.

(2) Cultural awareness and interpersonal communications training.

(3) General FID and IDAD principles training.

(4) FP and AT awareness training.

(5) Site exploitation training.

(6) SA team orientation training.

(7) SA technical training.

c. Unit Training. Much of the training necessary to prepare personnel to support FID
activities may be conducted within the unit. This training can be individually focused or,
in the case of unit-size participation, may involve large-scale collective training. Training
resources may be drawn from a variety of sources, but SOF are particularly valuable

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because of their area orientation and FID focus. When feasible, units should conduct
operational rehearsals of the FID mission. These rehearsals allow participants to become
familiar with the operation and to visualize the plan. Such rehearsals should replicate, as
much as possible, the potential situations that a unit may encounter during a FID mission.

SECTION B. TRAINING HOST NATION FORCES

4. Training Plan

a. Developing a training plan for the HN is paramount for US support to FID and
establishing the HN security forces capacity to support the IDAD strategy. The JFC
develops a training plan based on thorough mission analysis and assessment of the IDAD
strategy, HN capabilities and needs, and the OE. This plan should be developed in
conjunction with both the country team and with commanders of HN forces to ensure
comprehensive objectives are detailed.

b. Baseline Assessment and Site Survey. The first step in developing the HN
training plan is the conduct of a site survey. In addition to identifying logistics
requirements for trainers, the site survey must include a baseline assessment of HN
capabilities, drawing conclusions about gaps between capabilities and needs as identified
in the IDAD strategy. The training assessment should, as a minimum, consider:

(1) HN doctrine and training literature, including differences from US doctrine;

(2) Constraints in HN resources and funding;

(3) Societal and military culture;

(4) Language barriers;

(5) Current level of HN proficiency;

(6) HN’s ability (or inability) to field systems or equipment;

(7) Airfield suitability survey to assess runway capability for US tactical airlift
support;

(8) Potential training facilities and areas based on projected training (e.g., ranges,
urban terrain training sites);

(9) Proficiency of HN trainers;

(10) Equipment availability (e.g., radios, weapons, vehicles);

(11) C2 systems and procedures;

(12) Logistics systems and procedures; review theater logistics analysis

developed for the HN;

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(13) Cooperation level with US and HN intelligence agencies during operations

and training exercises;

(14) Constraints on US and past HN information miscues and history (include a

review of observations and insights contained in the Joint Lessons Learned Information
System [JLLIS]);

(15) Background and analysis of the main interagency partners in the region
(especially JIPOE and intelligence preparation of the battlespace if available);

(16) HN schedule that considers and includes local holidays, traditional days off,
and any cultural training time constraints; and

(17) FP assessment.

c. Training Plans

(1) Upon completion of the baseline assessment and site survey, and in conjunction
with the HN leadership, the JFC or leader of the US element develops a training plan for
FSF. Because training all echelons of forces helps to synchronize execution of mission-
essential tasks throughout the FSF, agreed-upon training strategies must include multi-
echelon training whenever possible. It is imperative to build flexibility for contingencies
into the training plan. Often, the reality of a HN’s capabilities differs, both positively and
negatively, from the initial assessment. Training plans must be able to accommodate this
inconsistency to maximize training and preserve relationships. As a minimum, the training
plan should:

(a) List mutually agreed-upon training objectives at each echelon of HN

forces;

(b) Identify units, commands, and leadership personnel requiring training

across each echelon;

(c) Identify required FID resources and how they will be provided; and

(d) Identify what will be provided by each party, through an instrument (such
as a MOA or letter of agreement) between the HN and the JFC.

(2) Individual units will develop plans for execution of the JFC’s training plan.

5. Training and Advising

a. There is no distinct boundary between training assistance and advisory assistance. In

general, training assistance is typically nonoperational in areas and under conditions where
joint force personnel are not likely to be forced to engage any armed threat. In equal
generality, advisory assistance may entail some operational advice and assistance beyond
training in less secure areas. Joint force personnel render advisory assistance in relatively
low-risk situations. However, in the current OE, every member of a joint force is, to some

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degree, in harm’s way. Advisory assistance (and to a lesser degree, training assistance) may
involve situations that require personnel to defend themselves, which necessitates that the
commander and the US embassy accept greater risk. The difficulty in putting exact and
unqualified definitions on either type of assistance is that both may take place through the
entire range from indirect support to direct support (not involving US combat operations)
during the same FID operation. As long as risk is clearly defined, planned for, mitigated
where possible, and, most importantly, deemed worth the potential cost, this lack of
definition causes no inherent problems. Mitigation can be accomplished through accurately
assessing the OE in which a FID operation is conducted and carefully matching the
appropriately trained advisory force required to reduce threats and meet objectives within
that environment.

b. Joint force elements typically develop, establish, and operate centralized training
programs for the supported HN force. The joint force can also conduct individual, leader,
and collective training programs for specific HN units. Training topics span the gamut of
military tasks, and training methods range from individual instruction through leader
development to specialized collective training. The joint force can provide both training and
advisory assistance in two ways. In either case, assistance may be provided under the SCO
chief in the role as the SDO in-country, other designated embassy official, the TSOC, or JTF,
depending on the C2 arrangement.

(1) Small teams may provide training or give operational advice and assistance to
HN civilian, military, or paramilitary organizations.

(2) Individual personnel may be assigned or attached to the SCO to perform

training and advisory assistance duties on a temporary or permanent basis.

c. Training Assistance. The agreement negotiated between US and HN officials

provides the framework for the who, what, when, where, how, and why of military training
assistance. Often, application of US doctrine, as prescribed in applicable publications, must
be modified to fit the unique requirements and constraints of the HN forces being trained.
Procedures may vary, but the fundamental techniques and thought processes still apply.
Training assistance should reflect on the materiel, fiscal, and logistical realities of the HN.

d. In general, those skills, concepts, and procedures for FID taught to US forces are also
applicable to HN forces for IDAD. Training emphasis varies according to the HN
requirements, force composition, and US and HN agreements. The training to be conducted
depends on the situation and varies considerably. Existing military personnel, new military
personnel, or paramilitary forces may receive training assistance.

e. US trainers must be present with FSF counterparts. Ultimately, US trainers use the
train-the-trainer method for developing FSF. The goal is for the FSF to eventually conduct
all instruction and training without guidance from US personnel. Initially, US personnel may
present all or most of the instruction with as much HN assistance as is feasible.

f. Training assistance consists of all formal training conducted by joint force units.
However, all personnel conducting training assistance must be cognizant of the potential

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for the intense (and sometimes magnified) scrutiny of HN government personnel, military,
media, and ordinary citizens. Part of preparing personnel for providing training assistance
is making them aware of the less tangible elements of training assistance that can have a
deep impact. Their words and actions should, at all times, serve as examples of
professionalism. Joint force personnel should know, that in many HNs, their mere presence
alongside their counterparts often bolsters that counterpart’s prestige within their
organization and among the populace. Those providing training assistance should be aware
that many HNs have a domestic information capability and exploiting the presence of
highly skilled US trainers may be part of their agenda.

g. Advisory Assistance. Within DOD, the principal element charged with providing
advisory assistance is the SCO. The SCO includes all DOD elements, regardless of actual
title, assigned in foreign countries to manage SA programs administered by DOD. The US
advisor may often work and coordinate with civilians of other country team agencies.
When this occurs, they must know their functions, responsibilities, and capabilities,
because many activities cross jurisdictional borders. Together, the advisor and their
counterpart must resolve problems by means appropriate to the HN without violating US
laws and policies in the process. Advisors operate under very specific ROE to ensure
advisors remain advisors.

h. The joint force advisor must understand the scope of SCO activities. The advisor
should be familiar with the functions, responsibilities, and capabilities of other USG
departments and agencies in the HN. Because many joint force (notably SOF) activities
cross the jurisdictional boundaries or responsibilities of other country team members, the
advisor seeks other country team members to coordinate that portion of the overall FID
effort.

i. Site Survey/Trainer/Advisor Checklists. The predeployment site survey (PDSS)

leader—along with any subordinates specified—should establish initial rapport with the
FSF commander. The following checklist is dependent on the type of FID activities being
planned and the number of US personnel on the PDSS. The PDSS leader:

(1) Conducts introductions in a businesslike, congenial manner, preferably using

the HN language, if capable or through an interpreter.

(2) Briefs the HN commander on the joint force advisors’ PDSS mission and the
restrictions and limitations imposed on the unit by the higher US commander. The PDSS
leader should use the HN language if possible and, if required, visual aids translated into
the HN language.

(3) Assures the HN commander that all PDSS team members are fully supportive
of the HN’s position and that they firmly believe a combined US and HN-unit effort will
be successful.

(4) Assures the HN commander that assistance is needed to develop the tentative
objectives for advisory assistance to include advisory team agreements with the HN
commander on training objectives.

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(5) Deduces or solicits the HN commander’s actual estimate of the unit’s

capabilities and perceived advisory assistance and material requirements.

(6) Explains the PDSS team’s initial plan for establishing counterpart
relationships, obtains approval from the HN commander for the plan, and requests to
conduct the counterpart linkup under the mutual supervision of the PDSS leader and the
HN commander.

(7) Supervises the linkup between PDSS team members and their HN
counterparts to determine if the HN personnel understand the purpose of the counterpart
relationship and their responsibilities within it.

(8) Identifies support requirements from the parent unit or US based entities.

(9) Endeavors not to make any promises or statements that could be construed as
promises to the HN commander regarding commitments to provide the advisory assistance
or fulfill material requirements.

j. The PDSS team members analyze the HN unit’s status according to their area of
expertise for the purpose of determining the HN requirements for advisory assistance. The
PDSS team members:

(1) Explain the purpose of the analysis to counterparts.

(2) Encourage counterparts to assist in the analysis, the preparation of estimates,

and the briefing of the analysis to the advisory team and HN unit commanders.

(3) Collect sufficient information to confirm the validity of current intelligence

and tentative advisory assistance COAs selected prior to deployment.

(4) Collect and analyze all information relating to FP.

(5) Prepare written, prioritized estimates for advisory assistance COAs.

(6) Brief, with their counterparts, the estimates to the PDSS team and HN unit
commander.

(7) Inspect, with their counterparts, the HN facilities that will be used during the
assistance mission.

(8) Identify deficiencies in the facilities that will prevent execution of the
tentatively selected advisory assistance COAs.

(9) Prepare written or verbal estimates of COAs that will correct the deficiencies
or negate their effects on the tentatively selected advisory assistance COAs.

(10) Supervise the preparation of the facilities and inform the JFC of the status
of the preparations compared to the plans for them.

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 Training

k. Once received, the PDSS leader supervises the processing of the survey results.
The PDSS leader then:

(1) Recommends to the HN unit commander the most desirable COAs

emphasizing how they satisfy actual conditions and will achieve the desired advisory
assistance objectives. Effort should be made to shape the selection as mutually
advantageous in view of shared interests.

(2) Ensures their counterpart understands the desired COAs are still tentative
contingent on the tasking US commander’s decision.

(3) Selects the COAs to be recommended to the follow-on joint units, after
obtaining input from the HN unit commander.

(4) Ensures the higher in-country US commander is informed of significant

findings in the team survey for HN assistance.

l. The PDSS team plans its security IAW the anticipated threat. Adjustments are made
as required by the situation on the ground. The PDSS team members:

(1) Fortify their positions (quarters, communications, medical, command) IAW

the available means and requirements to maintain low visibility.

(2) Maintain a team internal guard system, aware of the locations of all other joint
force advisors and ready to react to an emergency by following the alert plan and starting
defensive actions.

(3) Maintain a team internal alert plan that will notify all team members of an
emergency.

(4) Maintain communications with all subordinate team members deployed

outside of the immediate area controlled by the team.

(5) Establish plans for immediate team defensive actions in the event of an
insurgent or terrorist attack or a loss of HN rapport with hostile reaction.

(6) Discuss visible team security measures with HN counterparts to ensure their
understanding and to maintain effective rapport.

(7) Encourage the HN unit, through counterparts, to adopt additional security

measures that have been identified as necessary during the analysis of the HN unit status
and the inspection of its facilities.

(8) Establish mutual plans with the HN unit, through counterparts, for defensive
actions in the event of an insurgent or terrorist attack.

(9) Rehearse team alert and defensive plans.

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Chapter V

(10) Encourage the HN unit, through counterparts, to conduct mutual, full-force

rehearsals of defensive plans.

m. Executing the Mission. The senior joint force advisor assists the HN unit
commander in providing C2 during the execution of the operation. Accompanying an HN
commander on missions will afford the advisor visibility on the interactions between the
HN forces and the populace. The senior advisor:

(1) Monitors the tactical situation and recommends changes to the present COA
to gainfully exploit changes in the situation.

(2) Monitors the location of the HN commander and recommends changes so he

can provide leadership at critical points and not deprive himself of the ability to maneuver
his force in response to tactical changes.

(3) Monitors the information flow to the HN commander and recommends

improvements needed to:

(a) Make continuous use of intelligence collection assets.

(b) Keep subordinates reporting combat information.

(c) Screen the information given to the HN commander to prevent

information overload.

(d) Keep the command communications channels open for critical

information.

(4) Monitors the HN commander’s control of the execution and recommends

improvements to:

(a) Focus combat power on the objective.

(b) Keep movement supported by direct and indirect fire.

(c) Maintain mutual support between subordinate elements.

(d) Maintain fire control and discipline.

(e) Consolidate and reorganize during lulls in the battle or after seizing the
objective.

(f) Conduct network engagement to increase partner capability, influence

neutral networks to support HN or at least not support VEOs, and counter threat networks
by nonlethal, and if authorized, lethal means.

(g) Conduct effective stability activities to gain popular support.

V-10 JP 3-22
 Training

(h) Support progress in such areas as governance, infrastructure,

humanitarian assistance, and economic development.

(i) Support activities with effective CCS efforts.

(j) Collect and submit observations, insights, lessons, and best practices to
the higher HQ’s lesson manager for entry and validation in JLLIS.

(5) Monitors any command succession and assists the new HN unit commander
to smoothly and rapidly take control of the execution of the operation.

n. The joint force advisory team members also assist their counterparts during the
execution of the operation. The advisory team members:

(1) Monitor staff functions and recommend improvements or corrections, as

needed.

(2) Monitor the technical or tactical execution of individual tasks and recommend
improvements or corrections, as needed.

(3) Remain continuously aware of the tactical situation.

(4) Execute joint force unilateral contingency plans, as required by the situation.

(5) Document recurring or significant problems or events for reference during

end-of-mission debriefings and reports.

o. The advisory team presents the instruction. Trainers/advisors:

(1) Adhere to the lesson outlines consistent with the cooperation from the HN
forces and changes in the mission, enemy, terrain and weather, troops and support
available, time available, and civil considerations.

(2) State clearly the task, conditions, and standards to be achieved during each
lesson at the beginning of the training (to include training exercises) and ensure the HN
students understand them. (Human rights should be emphasized in the appropriate period
of instruction.)

(3) Demonstrate the execution or show the desired end result to clearly illustrate
the task.

(4) Stress the execution of the task as a step-by-step process, when possible.

(5) Monitor the HN students’ progress during practice and correct mistakes as
they are observed.

(6) State (at a minimum) all applicable warning and safety instructions in the HN
language.

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(7) Monitor, periodically, instructions given through HN interpreters to ensure

accurate translations using HN-language-qualified joint force personnel.

p. The joint force ensures the security of the training sites. Advisors or designated
security personnel:

(1) Analyze the threat to determine any capabilities to attack or collect

intelligence on the HN unit’s training at each site.

(2) Prepare estimates of COAs that would deny the training sites to the insurgents
or terrorists.

(3) Recommend to the HN unit commander that they order the adoption of the
most desirable COA, stressing how it best satisfies the identified need.

(4) Ensure, before each training session (using, as a minimum, brief back
rehearsal), all personnel—both US and HN—understand the defensive actions to be taken
in the event of an insurgent or terrorist attack and any OPSEC measures to be executed.

q. Designated advisory/training team members maintain written administrative

training records. These members:

(1) Encourage HN counterparts to assist.

(2) Record all HN personnel and units who receive training and identify the type
of training they receive.

(3) Organize records to identify training deficiencies and overall level of HN

proficiency.

(4) Identify specific HN personnel or units who demonstrate noteworthy (good

or bad) performance.

(5) Identify to the joint force and HN unit commanders the noted training
deficiencies, noteworthy performances, and required additional or remedial training.

V-12 JP 3-22
 CHAPTER VI
OPERATIONS

“The war on terrorism will be fought with increased support for democracy
programs, judicial reform, conflict resolution, poverty alleviation, economic
reform, and health and education. All of these together deny the reason for
terrorists to exist or to find safe haven within borders.”

Colin Powell
Secretary of State
United Nations Security Council, 12 November 2001

SECTION A. EMPLOYMENT CONSIDERATIONS

1. General

a. Thus far, describing the functions and tenets of FID has centered on the strategic
and operational levels. This chapter transitions to a more focused examination of the
tactical principles, tools, and techniques used in conducting FID.

b. FID activities are part of the unified actions of the CCMD and emphasize
interagency coordination. Even small, tactical operations will usually require
interagency coordination, most likely through the SCO.

2. Employment Factors

As in planning, several areas deserve special attention when discussing employment

of forces in FID operations (see Figure VI-1).

a. Information Impact. During FID, plan integrated information activities early

before the start of FID and often before the joint force has deployed to the OA. IO involve
actions taken to have a negative effect upon adversary information and information systems
decision making, as well as counteract local support for the adversary. Specific
information-related capabilities, such as MISO, CMO, CAO, and key leader engagements,
are employed to affect the perceptions and attitudes of adversaries and a populace or group
in the OA. During FID, disciplined use of information must be closely integrated in all
aspects of planning and execution.

b. MISO Impact. Regardless of where or when MISO are conducted, the FID and
IDAD objectives should be kept in mind. The impact of these efforts may occur
incidentally, as a result of another unrelated operation, or may be the result of an operation
specifically executed for its psychological effect. Globalization has increased the
responsibility for MIS forces to consider the tertiary effects of MISO transnationally and
on populations that may be outside the OE.

c. Intelligence Support. A thorough intelligence analysis should focus on the

political, social, scientific, technical, medical, and economic aspects of the area, as well as
on an analysis of hostile elements. Active intelligence support will be needed through to

VI-1
Chapter VI

Force Employment Factors in Foreign Internal Defense

Operations

Information Impact
 Information must be closely integrated in all aspects of foreign internal defense (FID)
planning and execution.
Military Information Support Operations Impact
 The military information support operations effort is relevant to the entire FID operation.
Intelligence Support
 A thorough intelligence analysis must focus on the political, social, scientific, technical,
medical, and economic aspects of the area as well as on an analysis of hostile
elements.
Force Selection
 Success can be achieved through the employment of a force structure that provides a
combination of conventional forces while leveraging the unique capabilities of special
operations forces. Select US forces with both the expertise to develop partner nation
capability and consider the environments where FID occurs.
Public Information Programs
 Public information is an important ongoing effort during the employment phase of any
FID mission.
Logistic Support
 Logistic operations in support of FID are both supporting missions to United States
forces and primary operational missions when supporting host nation civilians or military
forces with medical, construction, maintenance, supply, or transportation capabilities.
Counterdrug Operations in Foreign Internal Defense
 United States military support of the national counterdrug effort has increased
tremendously in recent years.
Counterterrorism and Foreign Internal Defense
 Subversion, lawlessness, and insurgency can all contribute to the growth of terrorists
and terrorism.
Operations Security
 A major problem in all FID activities is denial of critical information about friendly
intentions, capabilities, and activities to hostile elements.
Lessons Learned
 As FID activities are conducted, it is critical to document lessons learned to allow the
commander to modify future operations and activities to fit the special circumstances
and environment.

Figure VI-1. Force Employment Factors in Foreign Internal Defense Operations

the end of the employment of military forces. This continuous intelligence effort gauges
the reaction of the local populace and determine the effects on the infrastructure of US
efforts, as well as evaluate strengths, weaknesses, and disposition of opposition groups in
the area.

VI-2 JP 3-22
 Operations

(1) Appendix B, “Joint Intelligence Preparation of the Operational Environment

to Support Foreign Internal Defense,” provides intelligence considerations and a format for
intelligence preparation of the FID OA. Although the considerations must be modified for
the specific FID operation, generally the OA must be surveyed for an operational area
evaluation (OAE); a geographic, population, and climatology analysis; and a threat
evaluation. These factors will dictate the employment techniques and FID tools to use.

For further information on JIPOE, refer to JP 2-01.3, Joint Intelligence Preparation of the
Operational Environment.

(2) HN intelligence and HUMINT are important types of intelligence

support to FID. Intelligence support requires a HUMINT effort to understand the HN
threat the HN is countering. Small units and teams deployed in the OA conducting FID
are in a good position to evaluate or validate the social, economic, and military situation in
the HN but may require HN assistance to better understand the threat. The best information
may come from sources in the local populace, the HN intelligence resources, and HN
military forces. The sharing and collaboration with HN HUMINT provides key
intelligence and threat insight within the area designated for FID activities. The US and
HN leaders should agree on intelligence collaboration protocols and the threshold for
sharing HUMINT. The US support to FID can be significantly more successful through a
shared US and HN understanding of the threat, which can be informed by HN intelligence
resources.

(3) Information sharing across USG and national boundaries is an

important concept in FID. Often, there can be several USG departments and agencies
working in an HN, all exposed to information valuable to FID and the success of the IDAD
program. FID operations focus on developing an effective process for interagency
information exchange and coordination. In addition, the nature of FID denotes sharing of
information between the supported HN and the US joint force HQ controlling the FID
effort.

For further information on interagency coordination, refer to JP 3-08, Interorganizational

Cooperation.

(4) The nature of FID missions and the high degree of dependence on
HUMINT sources necessitate an active CI and OPSEC program. At a minimum, US
forces should be able to:

(a) Accomplish liaison with HN CI and security forces. Pre-established

relationships with the country team are necessary and should be regularly maintained in
advance of FID operations, wherever practical, as they will maximize efficiency and
effectiveness.

(b) Provide a conduit to country team CI and security elements.

(c) Conduct analysis of opposing force intelligence collection, security, CI,

and deception capabilities, and propaganda.

VI-3
Chapter VI

(d) Conduct the full range of CI activities.

(e) Conduct CI vulnerability assessments of US forces.

(f) Provide CI input to US FID plans.

(5) US force deployments for FID missions should be structured to provide

adequate CI capabilities and plan for reachback to the national strategic CI community to
accomplish these missions.

d. Force Selection. In general, US forces have some ability to assess, train, advise,
and assist foreign forces. The degree to which they can be tasked to do so depends on their
preparation in terms of language and other skills and the knowledge necessary to function
within the OE. Success can be achieved through the employment of operational designs
that provide a combination of CF, while leveraging the unique capabilities of SOF and
aligning those forces to the mission. The selection of the appropriate ratio of SOF, CF, and
civilian personnel from other agencies should be a deliberate decision based on thorough
mission analysis and a pairing of available capabilities to requirements. The most
important factor informing this decision is the required level of capability and expertise
rather than the size of the force. Additional factors include the political sensitivity of the
mission and requirements for cultural and language experts or other specialties. JFCs must
be aware that operations may change rapidly in character and their force structures may
need to adapt as well. Both the integration of SOF with CF, and vice versa, are increasingly
the norm.

(1) SOF. SOF may conduct FID operations unilaterally in the absence of any
other military effort, support other ongoing military or civilian assistance efforts, or support
the employment of CF.

(a) SOF units possess specialized capabilities for FID, including support for
COIN and, when applicable, for unconventional warfare. Other support includes CAO,
MISO support, and training in specific areas, typically with HN SOF. In addition, SOF
may support combat operations by conducting highly specialized missions. However, the
typical SOF role in FID is to screen, train, advise, and support HN military and paramilitary
forces.

(b) In addition to the specific capability requirements that may call for
selection of SOF, the nature of the FID mission itself may dictate the use of SOF. SOF’s
unique capabilities for language, cultural awareness, and regional focus may be required
when the environment involves particular political sensitivities. Additionally, SOF’s
ability to conduct short-notice missions, with only modest support, makes them adept at
initiating programs for hand-over to CF.

(c) USSOCOM provides SOF in support of GCCs. SOF contribute to the

FID effort normally under OPCON of the TSOC, which has primary responsibility to plan
and supervise the execution of SOF operations in support of FID. SOF also provide
dedicated theater forces. When planning for use of SOF, command, control,
communications, and computers requirements among the CCMD, the country team, and

VI-4 JP 3-22
 Operations

SOF must be assessed. Communications requirements for C2, administration, logistics,

and emergencies must be clarified.

(2) CF. When the FID effort requires broader action to support HN IDAD
efforts, the JFC may predominantly employ CF in the FID mission. CF contain and employ
organic capabilities to conduct FID indirect support, direct support, and US combat
operations. This may include providing intelligence and logistic support to HN units,
serving as military advisors, conducting MTTs, embedding US units into HN units,
conducting joint/multinational operations with HN units, and serving as a quick reaction
force in support of HN units. Unit commanders must be given clear guidance on unit
mission requirements that include the need to prepare their forces to conduct FID. USCG
training teams, personnel, and platforms are well suited to support the development of
stable, multi-mission maritime regimes to respond to many transnational threats. USCG
FID activities reach beyond normal military-to-military relations to a broader HN maritime
audience, including, but not limited to, LEAs, maritime administrations, and transport
ministries.

e. Public Information Programs. Public information is important during all phases

of any FID mission. While it is important to correctly portray the FID effort to HN
personnel through MISO, it is also important to employ an effective PA program to inform
HN and US publics of current FID actions, goals, and objectives. History has shown, that
without popular support, it may be impossible to develop an effective FID operation. At
the US national level, public diplomacy programs should accurately depict US efforts.
These national programs are supported through the CCDR’s (or subordinate JFC’s)
information programs designed to disclose the maximum amount of information possible
within applicable security restrictions and the guidelines established by the President or
SecDef. Coordination is essential between the PA staff and the media, the country team, a
MIS element, and other information agencies within the HN and region.

For more discussion, see JP 3-13.2, Military Information Support Operations.

f. Logistic Support. During FID, logistic operations support both US forces and
primary operational missions (supporting HN civilians or military forces with medical,
construction, maintenance, supply, or transportation capabilities). General guidelines for
logistic issues in support of US forces conducting FID operations include:

(1) There may be a ceiling imposed on the number of US military personnel

authorized to be in the HN to conduct FID operations. Commanders should determine how
contracted support or seabasing forces impacts this decision. Maximum use should be
made of host-nation support (HNS) capabilities. FID and its support may include
contractor personnel, which could complicate legal, diplomatic, administrative, budgetary,
and logistic issues. Efficient throughput of supplies (an average quantity that can pass
through a port on a daily basis), airlift resupply, and inter-Service support agreements
should also be considered.

(2) Commanders must carefully balance the advantages of using HNS with the
danger of establishing dependence on potentially unreliable sources.

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Chapter VI

(3) Logistic operations are tailored to the type of mission. Service logistic
support elements will be integrated into the overall joint force. Logistic support for the
deployed forces, however, will remain a Service responsibility.

(4) HNs often require support beyond their organic capabilities. Accordingly,
when conducting FID with multinational partners, there becomes a need to establish
multinational logistic support agreements. The need for such non-organic support must
be identified during the planning phase of FID support and arranged for prior to
participation in the operation. Acquisition and cross-servicing agreements (ACSAs)
negotiated with multinational partners are beneficial to the FID effort in that they allow US
forces to exchange most common types of support. Authority to negotiate these
agreements is usually delegated to the GCC by SecDef. Authority to execute these
agreements lies with SecDef and may or may not be delegated.

For further information on international logistics, refer to JP 4-08, Logistics in Support of

Multinational Operations.

g. CD Operations in FID. Narcotics production and trafficking can flourish in

countries where subversion, sabotage, lawlessness, terrorism, and insurgency exist.
Accordingly, FID operations complement CD efforts by reducing those problems in
HNs. CD-focused programs are integrated into theater strategies as a coordinated effort to
support HN governments’ IDAD strategies.

(1) DOD resources may be used in connection with CD activities in nations

receiving military assistance in support of an IDAD program. This military assistance is
often centered on source operations but can be involved with in-transit CD operations.

(a) DOD is the lead agency of the USG for the detection and monitoring of
aerial and maritime transit of illegal drugs into the US. This mission is performed with
O&M funds, notwithstanding the possibility of incidental benefit to the HN. Such activities
may include nonconfrontational intercepts for intelligence or communication purposes and
gathering and processing of tactical intelligence from a variety of sources, including fixed
and mobile surveillance assets and certain intelligence sharing.

(b) In a CD support role (subject to national policy and legislative guidance),

DOD may offer certain direct support to HN CD personnel, and certain enhanced support
to US civilian LEAs that may be operating in the HN, and to INL.

(2) Absent direction from SecDef, DOD forces conducting CD activities are
prohibited from direct LE activity. They may not directly participate in an arrest, search,
seizure, or other similar activity. DOD personnel are not authorized to accompany HN
forces on actual CD field operations or participate in any activities where hostilities are
likely to occur. USN ships contribute significantly to the detection and monitoring phase
of CD operations, as they are frequently in a position to intercept and apprehend maritime
drug smugglers. Because DOD does not directly participate in search, seizure, arrest, and
other similar activities, USCG LE detachments, who are authorized to perform LE
activities, are frequently embarked on USN and allied ships to act in this capacity, as

VI-6 JP 3-22
 Operations

prescribed in Title 10, USC, Section 279. The types of support DOD may provide civilian
LE and foreign LEAs is provided in Title 10, USC, Section 284.

(3) As directed by SecDef through the CJCS, GCCs plan and execute HN
programs using a combination of SA, training and advisory assistance (non-SA-funded),
intelligence and communications sharing, logistic support, and FHA. These efforts are
designed to bolster the HN’s capability to operate against the infrastructure of the drug-
producing criminal enterprises.

(4) CCDRs and subordinate JFCs coordinate closely with the country team drug
enforcement agency and DOS international narcotics matters representatives. Liaison with
the Office of National Drug Control Policy (ONDCP) is also vital. ONDCP is legislatively
charged with the responsibility of establishing the national drug control strategy and with
coordinating and overseeing the implementation of the consolidated National Drug Control
Program budget. This coordination is crucial to an efficient national CD program to
combat illicit drug trafficking in source regions.

For further information on joint CD operations, refer to JP 3-07.4, Counterdrug

Operations.

h. CWMD Operations in FID. It is unlikely, in most FID situations, that a

spontaneous WMD threat could materialize, because the supported GCC and USSOCOM
should have a reasonable understanding of who in the AOR may possess WMD. However,
a JFC tasked for a FID operation must assess the potential of WMD being available and
controlled or used by potential insurgents/terrorists and their external supporters. CWMD
could be one of the greatest challenges facing the US-HN FID effort if WMD are
anticipated. FID operations can build capacity to support the global CT campaign in
conjunction with CWMD.

For further information on CWMD operations, refer to JP 3-40, Countering Weapons of

Mass Destruction.

i. CT and FID. Subversion, lawlessness, and insurgency can all contribute to the
growth of terrorism. FID can complement CT by reducing these contributing factors.
Specific AT and CT efforts can be conducted during FID operations in support of an
HN’s IDAD program.

(1) Enhancing the will of other states to fight global terrorism is primarily the
responsibility of DOS. Effective FID, however, can improve public perceptions of the HN
and USG and facilitate more active HN policies to combat terrorism. More directly,
military-to-military contacts can help make HN officials advocates of potential operations
against terrorist capabilities.

(2) In many cases, measures increasing the capacity of a state to fight terrorism
also strengthens its overall IDAD program. These measures may include the following:

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Chapter VI

(a) Developing the fidelity of HN financial transactions, breaking funding

streams for criminal and insurgent groups, and prosecuting members of those groups. This
may involve greater US-HN cooperation in developing regulated financial institutions.

(b) Ensuring HN security personnel have access to appropriate equipment

and training to conduct all phases of combating terrorism operations.

(c) Training personnel at entry and exit points (including airports, seaports,
and border crossings) to identify and apprehend individuals and materials being used by
international terrorist groups.

(d) Advocating for HN security and intelligence agencies to be included into

international networks that can share information on terrorist activities.

(e) Developing effective judicial systems, and minimizing corruption and

intimidation of HN officials.

For further information on CT, refer to JP 3-26, Counterterrorism.

j. OPSEC. A major problem in all FID activities is ensuring critical information and
indicators about friendly intentions, capabilities, limitations, and activities are identified
early in the planning process so appropriate measures and countermeasures are in place to
protect them throughout the execution of the activities. The nature of FID implies that
many HN officials and much of the populace will know of certain US activities as they
occur. Criminal and insurgent groups may have members or sympathizers within HN
institutions that could be informants. US and foreign personnel involved in FID and IDAD
programs should be provided extensive OPSEC training to ensure effectiveness of their
operations.

k. Lessons Learned. As FID operations are conducted, it is critical to document

lessons learned to allow the commander to modify future operations and activities to fit the
special circumstances and environment. Comprehensive after action reviews and reports
focusing on the specifics of FID operations should be conducted to gather this information
as soon as possible after mission execution. The JS Joint Lessons Learned Division, the
Services, and USSOCOM lessons learned programs provide readily available sources of
information to FID planners and operators. JLLIS is the automated shared repository
supporting the Chairman’s Joint Lessons Learned Program. In addition, USSOCOM’s
Special Operations Debrief and Retrieval System, an internal USSOCOM-only program,
also can provide additional information on peacetime FID missions.

For further information for specific reporting procedures, refer to CJCSI 3150.25, Joint
Lessons Learned Program, or the following JLLIS links: https://.www.jllis.mil/ and
http://jllis.smil.mil/.

3. Health Service Support

a. US joint medical personnel and forces can be employed as indirect support or direct
support during a FID operation. The predominant types of activities applied depend on the

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organization and capability of the HN military medical forces and the HN civilian health
sector, as well as their respective roles in that nation’s IDAD program. For US joint
medical forces, health activities will include varying degrees of military-military activities
and medical civil-military operations (MCMO). In some countries, the military and
civilian health systems may be completely separate, while in other nations, the two systems
may be integrated, necessitating a unified approach. Medical input and involvement in
indirect support to FID such as SA, exchange programs, and multinational exercises must
be provided at the onset of planning and address the health problems facing the HN military
and, in conjunction with other USG departments and agencies, civilian health initiatives
through CAO and FHA. Possible MCMO activities during FID operations include
providing public health activities, such as preventive medicine and veterinary care, disaster
response, worker/occupational health, water sanitation and hygiene, food hygiene,
immunizations of humans and animals, preventive dental hygiene, and paramedic
procedures.

b. Military forces should be employed in MCMO missions that are affordable and
sustainable by the HN. This includes pursuing realistic training and acquisition programs.
In addition to training HN personnel during FID operations, medical education
opportunities for HN personnel through IMET may be pursued. Following a course of
realistic HSS measures and programs may also entail mitigating unrealistic expectations
among the HN populace. Other second-order effects can emerge from HSS as well, such
as a real or perceived imbalance in health care development. Resources should be shifted
to areas where imbalances exist.

c. FID units typically can provide only a small portion of the HN’s HSS needs;
therefore, close cooperation with interagency partners, international organizations, and
NGOs can enhance the support provided by the military. Commanders should seek to
increase the effectiveness of other USG department and agency programs such as USAID
whenever possible. Working with or near international organizations and NGOs may be
untenable due to their desire to preserve the perception of neutrality. Military units may
have to settle for awareness of international organization and NGO activities and employ
themselves so as not to duplicate efforts in HSS.

For further information on HSS, refer to JP 4-02, Joint Health Services.

For information on MCMO, refer to JP 3-57, Civil-Military Operations.

SECTION B. INDIRECT SUPPORT

4. General

a. This category of support provides equipment or training support through SC to

enhance the HN’s ability to conduct its own operations.

b. The three broad approaches to indirect support include SA, joint and multinational
exercises, and exchange programs (see Figure VI-2).

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Chapter VI

Indirect Support of Foreign Internal Defense

Security Assistance
 Equipment
 Services
 Training
Security Cooperation
Joint and Multinational Exercises
Exchange Programs
 Reciprocal Unit Exchange
 Personnel Exchange
 Individual Exchange
 Combination

Figure VI-2. Indirect Support of Foreign Internal Defense

5. Security Assistance

a. This section will discuss specific SA activities and how the GCC may use this tool to
further support FID activities. The military will primarily provide equipment, training, and
services to the supported PN forces. In the SA arena, GCCs and subordinate JFCs do not
have authority over the SA program but have responsibility for planning and executing
military activities to support FID within the SA process. GCCs are active in the SA process
by advising ambassadors through the SCO and by coordinating and monitoring ongoing SA
efforts in their AOR. In addition, through coordination with the FSF and supporting SCOs,
the GCC can assist in identifying and scoping requirements to support SA programs that best
support long-term goals and objectives of regional FID operations. Military Departments,
as the implementing agency for security assistance, typically manage and execute SA based
on national, theater, and Service chief guidance.

b. Equipment. The FID planning used to tailor support to HN needs is also important
in determining equipment support. Environmental factors, level of HN training, ability to
maintain equipment, HN infrastructure, and a myriad of other factors will determine what
equipment is appropriate to the HN’s needs. If equipment in the US inventory is not
appropriate for use by the HN, the commander may recommend a nonstandard item to fill
the requirement. Sustainability of nonstandard equipment and interoperability with existing
equipment must be considered.

c. Services. Services include any service, test, inspection, repair, training publication
(e.g., end user/operator), technical or other assistance, or defense information used for the
purpose of furnishing military assistance but does not include military education and training
activities. Services support is usually integrated with equipment support. The CCDR
has the responsibility for oversight to ensure the equipment is suitable for HN needs and the

VI-10 JP 3-22
 Operations

HN is capable of maintaining it. These types of services will almost always be required to
ensure an effective logistic plan for the acquired equipment. There are two common types
of service teams: quality assurance teams (QATs) and technical assistance teams (TATs).
QATs are short term and are used to ensure equipment is in usable condition. TATs are used
when the HN experiences difficulty with US-supplied equipment.

For detailed information on teams available for initial and follow-on equipment support, see
DODD 5105.65, Defense Security Cooperation Agency (DSCA), and the DSCA Manual
5105.38-M, Security Assistance Management Manual.

d. Training. The training portion of SA can make a significant impact on the HN’s
IDAD program. The GCC is actively involved in coordinating, planning, and approving
training support through the SCO and HN. The Services, through their SA training
organizations, are the coordinators for SA-funded training.

(1) The following are the general objectives of training programs under SA.

(a) Professional military education.

(b) O&M skills.

(c) Effective management.

(d) Development of training self-sufficiency.

(e) Rapport and understanding.

(f) Increased awareness.

(2) The following force structure, training plan, and training activities
considerations should be understood before implementing an SA training program.

(a) Training force structure.

(b) Training plan.

(c) Training activities.

1. MTTs.

2. Extended training Service specialists.

3. Technical assistance field teams.

4. International education and training.

5. Contractors.

6. The Regional Defense Counter Terrorism Fellowship Program

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(3) MCMO in Indirect Support. MCMO indirect support to FID operations is

generally accomplished by medical training teams and advisors. The focus is on
identification of health threats that affect the efficiency and effectiveness of the HN
military forces and designing programs to train and equip those forces. Typically, the main
effort of such training has been conducted by SF with support from other SOF units.
MCMO and CA have historically supported and advised HN counterparts in public health
programs and series as part of indirect support missions. Wellness and instructional public
health messaging can seek to simply increase participation in medical or veterinary
programs that some TAs may be reluctant to use due to cultural bias or can pursue
introduction of new behaviors such as sanitary food or water practices. This type of support
can cross boundaries into the realm of direct support, as well, and may involve
simultaneously conducting both indirect and direct support.

6. Joint and Multinational Exercises

Joint and multinational exercises can enhance a FID operation. They offer the
advantage of training US forces while simultaneously increasing interoperability with
HN forces and offering limited HN training opportunities. The participation of US
forces in these exercises, primarily designed to enhance the training and readiness of US
forces, is funded by O&M funds of the providing Service or USSOCOM if SOF are
involved. Airlift and sealift may be provided by the CCMD from its airlift and sealift
budget. Certain expenses of HN forces participation may be funded by the developing
country multinational exercise program as arranged by the conducting CCMD. These
expenses differ from SA funding because SA is designed to train HN forces, whereas
multinational and selected joint exercises are designed to train US forces in
combination with HN forces. Legal restrictions on what FID activities can be conducted
in conjunction with these exercises are complex. Appendix A, “Legal Considerations,”
provides general guidelines on these restrictions. Prior legal guidance is important to the
concept of the exercise and related FID operations. Exercises should be planned as part of
the overall training program for the theater, and other FID activities should be integrated
into the framework of these exercises. Examples of this integration are found in the
conduct of HCA missions. The implementation of HCA programs into exercises will be
examined in detail later in this chapter. Multinational and selected joint exercises can yield
important benefits for US interests and the overall theater FID operation. The most
significant of these benefits:

a. Enhance relationships and interoperability with HN forces,

b. Demonstrate resolve and commitment to the HN, and

c. Familiarize US forces and commanders with HN employment procedures and

potential combat areas.

7. Exchange Programs

a. These programs allow the commander to use O&M money for the exchange of units
or individuals and may be used to expand the efforts of the SA programs funded under

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 Operations

IMET that allow HN personnel to train in the US. These exchange programs foster
greater mutual understanding and familiarize each force with the operations of the
other. Exchange programs are another building block that can help a commander round
out the FID plan. These are not stand-alone programs; however, when commanders
combine them with other FID tools, the result can be a comprehensive program that fully
supports the HN IDAD program. The general types of exchange programs commanders
should consider are described below. Appendix A, “Legal Considerations,” provides a
more detailed explanation of the legal aspects of these types of training.

b. Reciprocal Unit Exchange Program. This program is for squad-to-battalion-size

elements. Each nation’s forces provides TTP training to the other. This program is a good
vehicle for US commanders to sensitize their forces to the cultural and social aspects of the
HN while simultaneously increasing the training readiness of HN forces. The proficiency
of both units must be comparable to preclude exchanging fully trained US forces for
untrained HN forces.

c. Personnel Exchange Program (PEP). The PEP is a reciprocal exchange of

military personnel, in similar duties, between the US and the PN where the overall benefit
to each participant is essentially equal. The PEP work assignments provide work
experience and knowledge of the organization and management of the host participant
activities by performing duties under the director of a host participant supervisor, as
defined in the position descriptions for their respective positions. Importantly, the PEP is
not to be used as a mechanism for the exchange of information between the US and PN.
PEP personnel will not liaise or otherwise act as representatives of the parent participant
or the parent government while assigned to exchange positions, nor will they act as official
representatives of the host participant or the host government to which they are assigned.

d. Individual Exchange Program. This program is similar to the PEP but involves
a temporary duty assignment in theater. This program gives the commander flexibility,
since personnel will not be lost for extended periods and the commander is able to expose
a larger portion of the force to the program.

e. Combination Programs. Commanders should consider combining SA efforts

with joint or multinational exercises to obtain maximum benefit for all concerned. For
example, exchange of key personnel during exercises will gain more in terms of
interoperability than exchanges during normal operational periods. Also, the exchange of
units with similar equipment, especially if the HN is unfamiliar with the equipment, may
be very beneficial.

SECTION C. DIRECT SUPPORT (NOT INVOLVING UNITED STATES

COMBAT OPERATIONS)

8. General

a. This category of support involves US forces actually conducting operations in

support of the HN (see Figure VI-3). This is different from providing equipment or
training support to enhance the HN’s ability to conduct its own operations. Direct support

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Direct Support (Not Involving US Combat Operations)

Civil-Military Operations
 Civil Affairs Operations
 Foreign Humanitarian Assistance
 Humanitarian and Civic Assistance
 Military Civic Action

Intelligence Military Information

Cooperation Support Operations

Operations Military Training

Security to Host Nation
Forces

Logistic
Support

Figure VI-3. Direct Support (Not Involving US Combat Operations)

operations provide immediate assistance and are usually combined in a total FID effort
with indirect operations.

b. Three types of direct support operations critical to supporting FID across all
categories are CMO, MISO, and OPSEC. Because these operations involve US forces in
a direct operational role, they are discussed under direct support (not involving US combat
operations). Also included in this direct support discussion are military training to HN
forces, logistic support, and intelligence and information sharing activities.

9. Civil-Military Operations

CMO span a very broad area in FID and include activities across the range of military
operations. Using CMO to support military activities in a FID operation can enhance
preventive measures, reconstructive efforts, and combat operations in support of an HN’s
IDAD program. This discussion is limited to those portions of CMO that most directly
contribute to a commander’s support of a FID operation.

For further information on CMO relationships to CAO, refer to JP 3-57, Civil-Military

Operations.

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 Operations

a. CAO. CAO enhance the relationship between military forces and civil authorities in
areas where military forces are present. CAO, usually planned, directed, and conducted by
CA personnel, enhance the conduct of CMO because of the often complex and demanding
requirements for functional specialty skills in work that is normally the responsibility of
indigenous civil governments or authorities. CAO are vital to theater FID operations in
areas from planning to execution. They are a valuable resource in planning and facilitating
the conduct of various indirect support, direct support (not involving US combat operations),
and US combat operations in support of the overall FID effort. CAO also support the
reconstitution of a viable and competent civil service and social infrastructures in areas of
the HN that were previously ungoverned or under-governed or in the direct control of threat
forces or shadow governments. CAO can also assist the HN civilian government by
providing civil administration assistance within its governmental structure.

(1) Force Structure. Each GCC is aligned with both an AC USA CA element and
with a USA CA command that is found only in the USA Reserve and staffed with functional
experts possessing a wide range of functional specialty areas.

(a) CA Liaison. CA liaison personnel may be assigned or attached to a

CCMD to augment the CA staff planning element. These personnel can be instrumental in
assisting in the planning of military operations to support FID and incorporating FID
operations into the overall theater strategy.

(b) CA Commands, Brigades, and Battalions

1. USA CA deploy as teams, detachments, or larger units in support of a

JFC. USA RC CA typically support CF requirements, while USA AC CA are SOF and
support SOF requirements. Accordingly, USA RC CA are sourced through the JS through
US Army Reserve Command, whereas USA AC CA are sourced through USSOCOM.
USSOCOM CAO planners are at 95th Civil Affairs Brigade and USSOCOM has the ability
to determine the proper doctrinal structure or task organization to meet requirements.

2. USMC CA deploy as teams, detachments, companies, or groups

integral to a Marine air-ground task force or, when made available, in support of a JFC.

(2) CA Capabilities. Regionally oriented CA possess varying levels of language

capability and country expertise. Only the RC have all six CA functional specialty areas:
governance (public administration, public safety, environmental management), rule of law
(judicial administration, corrections, public safety, LE), infrastructure (public
transportation, public works and utilities, public communications), economic stability (food
and agriculture, economic development, civilian supply), public health and welfare (public
health and cultural relations), and public education and information (public education,
civil information services). Commanders should consider using their CA assets in the
following roles to support the overall FID effort.

(a) Planning, supporting, and controlling other military operations in FID

such as training assistance, FHA, MCA, HCA, and logistic support.

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(b) Providing liaison to civilian authorities, international organizations, and

NGOs.

(c) Facilitating the identification and procurement of civilian resources to

support the mission.

(d) Supporting and conducting civil administration.

(3) CA Employment Considerations in FID. The following are areas

commanders should consider when employing CA assets in planning, supporting, and
executing FID operations.

(a) CA expertise should be incorporated in the planning, as well as into the

execution of military activities in support of FID operations.

(b) Successful FID operations hinge upon HN public support. Integrating

CAO and MISO with FID operations can enhance that support. For specific humanitarian
and indigenous religious leader liaison missions, chaplain support may offer mission
credibility.

(c) The sovereignty of the HN must be maintained at all times. The

perception the US is running a puppet government is counter to the basic principles of FID.
This is important to remember when providing civil administration assistance.

(d) HN self-sufficiency is a goal of all CAO.

b. FHA. FHA programs are conducted to relieve or reduce the results of natural
or man-made disasters or other endemic conditions. FHA provided by US forces is
generally limited in scope and duration. The assistance provided is designed to supplement
or complement the efforts of the HN civil authorities or agencies that have the primary
responsibility for providing the relief effort. FHA may be planned into the GCC’s military
strategy to support FID as a component of the overall program to bolster the HN’s IDAD
capability. Often, however, FHA efforts are in response to unforeseen disaster situations.
When requested by USAID’s Office of Foreign Disaster Relief, DOD will support foreign
disaster relief (FDR) operations. FHA efforts may also extend outside the FID umbrella.
When FHA is provided to a nation experiencing lawlessness, subversion, or insurgency,
these efforts should be considered as part of the FID effort. As such, all of the MISO and
CMO/CAO considerations discussed earlier should be considered as the FHA programs
are planned and executed.

(1) FHA Missions and Assistance. A single FHA operation may contain one or
more FHA missions. Common missions include: relief missions, dislocated civilian
support missions, security missions, technical assistance and support functions, and
consequence management operations. Common examples of FHA that commanders may
provide are temporary shelter, food and water, medical assistance, transportation
assistance, or other activities that provide or restore basic services to the local populace.
These services are often in response to a natural disaster such as an earthquake, a volcanic

VI-16 JP 3-22
 Operations

eruption, or a flood. In addition, FHA support may include assistance to the populace of a
nation ravaged by war, disease, or environmental catastrophes.

(2) FHA Coordination and Control

(a) DOS. The US ambassador or the COM to the affected nation is

responsible for declaring the occurrence of a disaster or emergency in a foreign country to
request US FHA support. This declaration is sent to the Office of United States Foreign
Disaster Assistance (OFDA) and DOS to begin possible USG assistance. USAID, which
is under the direct authority and foreign policy guidance of the Secretary of State,
acts as the lead federal agency for US FHA. USAID administers the President’s
authority to provide emergency relief and rehabilitation through OFDA. Should OFDA
request that DOD conduct certain FHA operations, DOS would reimburse DOD for those
operations. Appendix A, “Legal Considerations,” covers the legal authorizations and
restrictions for these operations.

(b) DOD. The USD(P) has the overall responsibility for developing military
policy for FHA operations. The ASD(SO/LIC) administers policy and statutory programs.
Policy oversight is executed by the Deputy Assistant Secretary of Defense for Stability and
Humanitarian Affairs. Program management and funding of these programs is the
responsibility of DSCA.

(c) CJCS. The CJCS is responsible for recommending supported and

supporting commands for FHA operations. The Joint Staff J-5 [Plans Directorate] has the
primary responsibility for concept review of OPLANs in support of FHA; the Joint Staff
J-4 [Logistics Directorate] oversees Service logistic support; and the Joint Staff J-3
[Operations Directorate] will be involved when a military force is inserted into a foreign
country as part of a US humanitarian response.

(d) GCC. The GCC considers FHA when formulating and establishing
theater strategic objectives. Planning is conducted IAW APEX. The supported GCC
structures the force necessary to conduct and sustain FHA operations. In certain
circumstances where coordination and approval lead times are not adequate, the GCC is
authorized to commit the command’s resources to provide immediate assistance.

(3) FHA Employment Considerations. There are certain major points CCDRs
and other JFCs should consider when planning or executing FHA operations. Many GCC
theaters reside in regions where natural disasters are current or future threats and are
optimal areas to plan, prepare, and exercise for FHA. FHA planning and employment
considerations require coordination and synchronization within the USG, the country team,
and affected HN governments.

(a) When appropriate and approved, incorporate MISO and CA into FHA
operations or programs. Plan to coordinate and seek approval with HN government
officials, as well as with the US ambassador or COM, to provide positive themes that
support FHA objectives, while supporting HN government credibility and trust in the
populace.

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(b) Coordinate all FHA activities with the country team to obtain input
from all actors and planning participants. Concurrence by USAID regional or bi-lateral
mission director is required prior to conducting FHA. FDR support requires an
executive secretary request for assistance from USAID OFDA.

For further information on FHA, refer to JP 3-29, Foreign Humanitarian Assistance.

c. HCA. These HCA programs can be very valuable to the GCC’s support of FID
operations, while at the same time offering valuable training to US forces. It is
important to understand the difference between HCA and FHA programs. FHA
programs, as discussed above, focus on the use of DOD excess property, emergency
transportation support, disaster relief, or other support as necessary to alleviate urgent
needs in an HN caused by some type of disaster or catastrophe. HCA programs are
specific programs authorized under Title 10, USC, Section 401 funding. These
programs provide operational readiness training for US military personnel wartime
skills, providing incidental assistance to the HN civilian populace in conjunction with
military operations, exercises, or deployment for training. These are usually planned
well in advance and are usually not in response to disasters, although HCA activities
have been executed following disasters. Assistance fulfills unit training
requirements that create humanitarian benefit to the local populace.

(1) HCA Coordination and Control. The coordination requirements for

HCA projects are specified in Department of Defense Instruction (DODI) 2205.02,
Humanitarian and Civic Assistance Activities, and based on Title 10, USC, Section 401.
HCA activities conducted in a foreign country require the specific approval of the
Secretary of State, typically coordinated through the US ambassador, the COM, or
deputy COM. Within DOD, the USD(P) oversees HCA, and ASD(SO/LIC) acts as the
program policy lead. JS J-5 Global Policy and Partnerships provides global program
management. HCA projects are funded using GCC fenced O&M funding. GCCs
develop a proposed annual execution plan for HCA activities within their AORs and
execute HCA activities in conjunction with other military operations. Coordination
with USAID is also required for efficient/effective HCA operations. The HCA
program is a more decentralized program than FHA. This allows the GCC to have
greater influence and to plan for a larger role in this area. Congress controls all HCA
funding authorizations through a review and approval process. Funds are included in
the GCC’s budgets, and distribution is based on national security priorities and
guidance from SecDef.

(2) HCA Employment Considerations. The nature of HCA operations

makes the employment considerations for this type of operation quite different than for
FHA. The following are the key employment considerations for HCA.

(a) Plan for use of RC as well as AC forces. The medical, surgical,

veterinary, and dental care, as well as construction of rudimentary surface
transportation systems and well drilling activities of HCA, are well suited to skills
found in the RC forces. Typical HCA missions allow these forces to get the realistic
training they may not receive at their home stations or at other US training sites.

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 Operations

Humanitarian and civic assistance as part of foreign internal defense activities.

(b) Incorporate network engagement, MCMO, and CA into HCA just as in

FHA operations.

(c) Subject all HCA plans to close legal scrutiny. Like FHA operations, the
legal aspects of all HCA operations must be understood.

(d) Plan adequate deployed FP measures. HCA operations are sometimes

conducted in areas that are subject to unrest and internal instability. US forces may become
targets of opposition forces’ terrorist attacks. Security measures must be included in each
operation.

(e) Establish the primary purpose of HCA missions as training for US forces.
Incidental to this purpose are the benefits received by the civilian populace.

(f) Conduct all HCA operations in support of the HN civilian populace. No

HCA projects/programs may be provided to HN military or paramilitary forces.

For further information on HCA, refer to JP 3-29, Foreign Humanitarian Assistance.

d. MCA. MCA programs offer the JFC a CMO opportunity to improve the HN
infrastructure and the living conditions of the local populace, while enhancing the
legitimacy of the HN government. These programs use predominantly indigenous
military forces at all levels in such fields as education, training, public works,
agriculture, transportation, communications, health, sanitation, and other areas that
contribute to the economic and social development of the nation. These programs can
have excellent long-term benefits for the HN by developing needed skills and by enhancing

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the legitimacy of the HN government by showing the people that their government is
capable of meeting the populace’s basic needs. MCA programs can also be helpful in
gaining public acceptance of the military, which is especially important in situations
requiring a clear, credible demonstration of improvement in HN military treatment of
human rights. MCA is a tool GCCs and subordinate JFCs should use, whenever possible,
to bolster the overall FID plan.

For further information on MCA, refer to JP 3-57, Civil-Military Operations.

(1) MCA Examples. US forces may advise or assist the HN military in

conducting the MCA mission. This assistance may occur in conjunction with SA training
or as a GCC’s separate initiative. In all cases, the actual mission must be performed by the
HN military. Some of the most common MCA projects occur in construction and
infrastructure improvement.

(2) MCA Coordination and Control. Coordination for MCA missions is

slightly less involved than for FHA and HCA missions. First, the US level of involvement
is generally less than that required for other types of FID missions. Second, the program
is essentially a US military to HN military project. As with all FID operations, however,
the US ambassador and country team should be aware of all operations in their assigned
country. If the US military support to MCA is provided through SA, normal coordination
procedures apply, but if it is provided through a separate GCC’s initiative using O&M
funds, most of the coordination will be internal to the command.

(3) MCA Employment Considerations. Many of the same considerations apply

when employing US military personnel in support of MCA as in supporting FHA and HCA.
The essential difference is that in MCA, US personnel are limited to training and advisory
roles. In addition to this general point, commanders should also consider the following
employment guidelines when planning or executing MCA programs.

(a) Select projects that are simple and can be accomplished and maintained
by the HN. If the FSF is unable to accomplish the mission, confidence in the local
government and military may be significantly damaged.

(b) HN forces will do the work required to accomplish the mission.

(c) Because of the nature of MCA missions, commanders will normally

include CA, MISO, other SOF trainers, and combat support and combat service support
elements to support MCA missions.

(d) Coordinate projects with the country team. The USAID representative
should be consulted for assistance on any major MCA developmental project and should
be informed of all MCA efforts.

10. Military Information Support Operations

a. MISO support the achievement of national objectives by influencing behaviors

in select target foreign audiences. The objectives of MISO are based in authorities and

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 Operations

refined during the TA analysis process. These objectives may have great variance among
TAs. MISO units design activities that may include both MISO products and actions to
achieve these objectives. The following are examples of potential groups and broad goals.

(1) Target Groups and MISO Goals Within FID.

(a) Insurgents. To create dissension, disorganization, low morale,

subversion, and defection within insurgent forces by utilizing the identify, separate,
influence, and renunciation technique.

See JP 3-24, Counterinsurgency, for more information.

(b) Civilian Populace. To gain, preserve, and strengthen civilian support for
the HN government and its IDAD program.

(c) Military Forces. To strengthen military support, with emphasis on

building and maintaining the morale of HN forces.

(d) Neutral Elements. To gain the support of uncommitted groups inside and
outside the HN or get the populace to not support criminal organizations or violent
extremism.

(e) External Hostile Powers. To convince hostiles that the insurgency will
fail.

(2) MISO Activities

(a) Improving popular support for the HN government.

(b) Discrediting the insurgent forces with neutral groups and the insurgents
themselves.

(c) Projecting a favorable image of the HN government and the US.

(d) Supporting defector programs.

(e) Providing close and continuous support to CMO.

(f) Supporting HN programs that protect the populace from insurgent

activities.

(g) Strengthening HN support of programs that provide positive populace

control and protection from insurgent activities.

(h) Informing the international community of US and HN intent and goodwill.

(i) Passing instructions to the HN populace.

(j) Developing HN information capabilities.

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(3) MISO Capabilities. The JFC should use the extensive capabilities of
MISO assets to complement the FID plan in the following roles. The MISO planner
identifies certain themes and narratives that are most likely to resonate with the TA and
further identifies channels of communication the TA deems credible. Once the
commander chooses a theme and narrative, the tone and general parameters for much of
the MISO to support the FID operation have been established, and all military operations
should be evaluated against these parameters. Objectives, supporting objectives, and
themes frame the program that will be delivered through various communication
channels to foreign TAs and reflect national and theater policy and strategy.

(a) Providing planning assistance for military support to FID. Planning

tasks include identification of those military operations conducted primarily for their
psychological effects and review of other military operations that have a psychological
impact.

(b) Working with the military PAO and DOS PA personnel to build an
extensive information effort to inform the local populace of US intentions in the FID
effort and to strengthen the credibility of the HN government.

(c) Gathering information through MISO assessments of the local area that
assist in determining FID requirements and MOEs.

(4) MISO Employment Considerations in FID. Commanders must consider

the following when employing MISO assets in support of FID operations.

(a) Accurate intelligence is imperative to successful MISO and FID. An

inadequate analysis of the TA could result in the use of improper themes or symbols and
damage the entire FID effort.

(b) Early integration of MISO to FID planning is imperative at all levels.

MISO planning for FID requires an extensive knowledge of the TA vulnerabilities, social
and cultural dynamics, and languages. Late integration of MISO to the FID operation
may degrade USG efforts to strengthen the HN credibility to the populace.

(c) MISO programs are audience driven; an analysis is required for each
new TA and must be updated as attitudes and vulnerabilities change.

(d) MISO are a combat multiplier and should be used as any other
capability. This use includes evaluation of targets through joint targeting procedures.

(e) MISO programs should be coordinated and synchronized with other

USG information efforts.

b. Peacetime MISO Programs. GCCs may develop such programs, in

coordination with the chiefs of US diplomatic missions, that plan, support, and provide
for the conduct of MISO in support of US regional objectives, policies, interests, and
theater military missions.

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 Operations

For further information on MISO, refer to JP 3-13.2, Military Information Support

Operations.

11. Operations Security

The HN government requesting FID assistance may wish to reduce the US signature
for force protection, political, or other reasons. OPSEC protects the essential details of all
FID operations and activities. The continual application of the OPSEC process to identify
and protect FID critical information and indicators, beginning in the initial planning stages
and continuing through FID termination, is a must.

For further information on OPSEC, refer to JP 3-13.3, Operations Security.

12. Security Force Assistance

a. The HN FID situation may intensify and increase the need for military training
beyond that of indirect support. Direct support operations should provide more immediate
benefit to the HN and may be used in conjunction with various types of SA indirect support
training.

b. Increased emphasis on IDAD becomes important and training may focus on

specific subversion, lawlessness, or insurgency problems encountered by the HN that may
be beyond its capabilities to control.

c. SFA

(1) The current strategic environment is seen as one of persistent conflict in

which US national strategic objectives require unified action to achieve unity of effort.
These synchronization, coordination, and integration activities of both governmental
organizations and NGOs with military operations also require close relationships with US
PNs, key friends, and allies. A key to achieving unity of effort is strengthening interagency
coordination, working with international allies and partners, and reliance on
communication synchronization by the US and its international partners.

(a) The USG, including DOD, conducts a range of activities to enhance the
capacity and capability of FSF. See Figure VI-4. This is known as SFA.

(b) SFA support unity of effort in FID by enabling allies and PNs to improve
the way they provide safety, security, sustainment, and justice.

(2) SFA encompasses joint force activities conducted within unified action to
OTERA and assist FSF in support of an HN’s efforts to plan and resource, generate,
employ, transition, and sustain local, HN, or regional security forces and their supporting
institutions. This includes activities from the ministry level to the tactical units and the
national security sector.

(a) SFA spans the range of military operations. It can include combat
advisory and support activity but does not include unilateral direct combat by US forces,

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Foreign Security Forces

Foreign security forces include but are not limited to the following:
 Military forces
 Police forces and gendarmeries
 Border police, coast guard, and customs officials
 Paramilitary forces
 Forces peculiar to specific nations, states, tribes, or ethnic groups
 Prison, correctional, and penal services forces
 Infrastructure protection forces
 Governmental ministries or departments responsible for the above forces
 Forces peculiar to specific continents, regions, nations, states, tribes, or ethnic groups

Figure VI-4. Foreign Security Forces

as these activities do not build the capability or capacity of the FSF. However, US units
can be partnered with FSF and have the dual mission of conducting unilateral combat
operations and activities, while simultaneously developing the FSF. Subsequently, SFA
may be conducted in both permissive and uncertain security environments.

(b) Joint forces can conduct SFA unilaterally when necessary; however,
when conducted within unified action, joint forces collaborate closely with interagency and
multinational partners.

(3) Relationships Between FID and SFA.

(a) SFA activities are conducted primarily, but not exclusively, to assist PNs
in developing capability and/or capacity to defend against internal and transregional threats
that contribute to operations of mutual US-PN interest either unilaterally or as part of a
multinational operation, develop interoperability with similar FSF or enable access for US
forces. Although SFA is a subset of SC, it is not a subset of FID nor is FID a subset of
SFA, because SFA activities serve other purposes beyond internal defense. SFA, SC, and
FID have functional, not hierarchical, relationships. SFA provides many, but not
necessarily all, of the means for successful FID. FID programs, with objectives established
in support of the HN IDAD, provide the ways, while SFA activities, which may include
SA, provide the means through SFA-qualified personnel, material and equipment—for
training and advisory assistance to FSF from the tactical unit up to the ministerial level.
Also, if a PN has an SSR requirement inherent with IDAD, SFA activities could support
SSR as part of FID. Other SC initiatives dedicated to the non-security sector that may
support FID, such as bilateral meetings, exchanges, combined exercises, or CA activities,
fall outside the scope of SFA. However, DOD policy requires SFA activities to be
conducted by and with FSF. As such, FID capability or capacity-building operations that
are not conducted with FSF are not SFA

(b) SFA addresses many of the security objectives through which FID can
be accomplished but is still dependent upon the contribution of interagency and

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multinational partners in other developmental sectors. Subsequently, SFA activities may

also support the development of nonmilitary security forces and their supporting
institutions, to the extent authorized by law.

(c) In addition to providing basic security, a major joint force role in FID or
stability activities may be to support a PN’s SSR, the broad set of policies, plans, programs,
and activities a government undertakes to improve the way it provides safety, security, and
justice to the indigenous population. SFA activities, at the ministerial level and down to
the tactical unit level, if necessary, can provide the means for a PN to attain and sustain the
transformational objectives of SSR. However, in the absence of a FID requirement in an
HN IDAD, but for positive governance and legitimacy, PN SSR objectives may be
accomplished as part of security sector assistance through SC activities (SFA and SA).

For more details regarding SSR, see JP 3-07, Stability.

(4) CF and SOF conducting SFA will find that baseline and continuous
assessment of the PN security forces is essential for successful advisory efforts. Particular
attention is required when assessing the tasks of OTERA related to FSF development.
Continuous assessment is essential throughout all OTERA tasks and a comprehensive
assessment will help advisors develop program objectives and milestones and a baseline to
measure FSF progress and success. SFA includes organizing, training, equipping,
rebuilding, sustaining, advising, and assisting FSF.

(5) Sustain the Effort. This includes two major efforts: the ability of the US
and PNs to sustain the SFA effort throughout the campaign and the ability of the HN
security forces to ultimately sustain their operations independently.

For additional information on SFA and SC assessment, monitoring, and evaluation, refer
to JP 3-20, Security Cooperation.

(6) Plan and Resource. The planning and resourcing for SFA activity begins as
CCMDs and associated country teams understand the OE and determine the requirements
of FSF for SFA activities. Baseline and continuous assessment by each GCC is an
important part of the process for establishing and validating SC requirements and, in turn,
the need for SFA activities. It also ensures the US provides SFA that achieves the
objectives and attains end states desired by both the PN and US. The PN and US should
then analyze the resource requirements and efforts to ensure developing FSF have
sufficient and appropriate resources. Training FSF and building supporting institutions in
the midst of insurgency or major combat operations has proven to be a difficult challenge
even through the unified action of the joint force with interagency and multinational
partners. While SFA activities are not always conducted in a threat environment, the
inherent cultural, political, leadership, and other complexities associated with any SFA
activities still demand careful, timely, and deliberate attention from SFA planners.

13. Logistic Support

a. Logistic support as discussed here does not include activities authorized under SA.
Logistic support operations are limited by US law without an ACSA. Such support

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usually consists of transportation or limited maintenance support, although an ACSA

can allow additional support in areas beyond those. However, ACSAs permit the
reimbursable exchange of logistics support, supplies, and services with HN military. The
existence, potential application, and limitations of an ACSA with the HN’s military forces
should be considered when planning.

b. In some cases, the President or SecDef may direct a show of force exercise to
demonstrate support for the HN and to provide the vehicle for provision of logistic support.

c. Logistic support is integrated into the overall theater FID plan. This is even more
important if the supported nation is involved in an active conflict.

d. When providing logistic support as part of the theater FID effort, the following
should be considered.

(1) Develop definitive ROE and FP measures.

(2) Educate all members of the command on permissible activities in providing

the logistic support mission.

(3) Gather and analyze OCS aspects of the OE data for the country. Build a
logistics assessment file on logistic resources available in country. This database should
include political, military, economic, social, information, and infrastructure systems with
focus on information of local supply availability, warehousing and maintenance facilities,
transportation assets, line of communications (LOC), and labor force availability. OCS
can influence diplomatic relations, a nation’s economy, and the enemy. It is imperative
that a detailed analysis of the OCS aspects of the OE be prepared to help shape COA
development and determine the possible intended and unintended outcomes of OCS.

(4) Tailor the proper types of equipment maintenance and training sustainability
packages to the needs of the HN.

(5) Consider utilizing a sea base to provide logistics support, if naval assets are
available and if geographically supportable.

14. Intelligence and Information Sharing

a. Information cooperation is enabled by an information sharing environment that

fully integrates joint, multinational, and interagency partners in a collaborative enterprise.
An active intelligence liaison should be ongoing among the HN, country team, and
CCDR’s intelligence staff, thus establishing the basis for any intelligence and
communications sharing. CI elements can provide this support with HN military CI
elements, security service, and police forces when deployed in support of FID operations.
Other national-level baseline intelligence support (e.g., geospatial intelligence [GEOINT])
may be provided via established or ad hoc MOAs or through national-level liaison teams
as required. During the GCC’s assessment of the OA, the HN intelligence and
communications capabilities should be evaluated. Based on this evaluation, the GCC can
more effectively provide or recommend approval of intelligence or communications

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assistance. The sharing of US intelligence is a sensitive area that must be evaluated

based on the circumstances of each situation. Cooperative intelligence liaisons between
the US and HN are vital; however, disclosure of classified information to the HN or other
multinational FID forces must be authorized. Generally, assistance may be provided in
terms of evaluation, training, limited information exchange, and equipment support.

b. Any intelligence assistance is coordinated with the country team intelligence assets
to benefit from operational and tactical capabilities.

c. The initial focus of assistance in this area will be to evaluate HN intelligence and
communications architecture. Based on this evaluation, the GCC will be able to determine
the HN’s requirements.

d. The intelligence process should be examined in the context of the current situation.
The needs of the HN, as well as their technical expertise and equipment, should be
considered when evaluating their systems. The HN intelligence and communications
systems must reflect the HN’s environment and threat.

e. Following the evaluation, a determination is made as to how the US FID operation

may assist. Any intelligence sharing is evaluated against US national security interests and
be both coordinated and approved at the national level.

f. Equipment deficiencies should be identified in the assessment process. US

assistance in equipment normally will be provided through the SA process.

g. Training support for intelligence operations, which is indirect support, will also
normally be conducted under SA. Some limited informal training benefits may also be
provided during exchange programs and daily interface with HN military intelligence and
communications assets.

h. Employment Considerations. The following items summarize the major

considerations that commanders and planners must be aware of as they conduct intelligence
cooperation activities in support of the FID operation.

(1) Deploy US intelligence and CI elements. The effectiveness of CI assets is

significantly increased with early introduction. Additionally, requesting existing CI
capabilities through an FPD and a foreign area officer should be considered in the planning
stages to maximize CI asset employment.

(2) Direct most intelligence and information efforts toward creating a self-
sufficient HN capability. US assistance that creates a long-term reliance on US capabilities
may damage the overall HN intelligence and communications system.

(3) Scrutinize any training assistance to ensure it is provided within legal

authorizations and ensure information or processes are not revealed without authorization.

(4) Tailor assistance to the level of the threat, equipment, and technology within
the HN.

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(5) Balance initial and limited use of US intelligence collection technology,

which may benefit the HN, with the more lasting solution of realistically upgrading the
HN’s intelligence collection capability in a manner it can sustain. HN intelligence
professionals must understand the temporary nature of such US support.

(6) Give special attention to the development of releasable intelligence products,

available bandwidth, and other potential interoperability challenges inherent to working
extensively with HN personnel.

SECTION D. UNITED STATES COMBAT OPERATIONS

15. General

a. US participation in combat operations as part of a FID effort requires Presidential

approval. The condition of the supported nation may descend into a failing state where
coordination between DOD and DOS authorities occurs during planning or after assessing
the FID impact. The COM has a series of security, defense, and development authorities
that, when synchronized with DOD authorities, may have greater impact. This
coordination should occur at the GCC and COM level or, in special cases, the USG special
envoy/representative levels.

b. In some cases, US forces may be required to conduct COIN, CT, CD, CWMD, or
other sustained combat operations directly in the place of HN forces, particularly if HN
security force capacity is still being developed. In other cases, US forces may conduct
such combat operations directly in concert with HN forces.

16. Considerations for United States Combat Operations

a. This section discusses areas at the operational and strategic levels of warfare that
should be considered when conducting combat operations in support of an HN’s IDAD
program. Many of the considerations discussed in the other two categories of FID remain
important in tactical operations. The most notable of these involve the coordinated use of
CCS, CMO, and MISO and the early application of OPSEC to planning, as well as
coordination with other USG departments and agencies operating within the HN. The JFC
should also consider the following areas when employing combat forces in support of FID.

b. HN IDAD Organization. Maintain close coordination with the elements of the

government responsible for HN IDAD efforts. If a nation has reached a point in its
internal affairs that it requires combat support from the US, it should have already
developed a comprehensive IDAD strategy. The organization to effect this strategy will
vary among nations. It may simply be the normal organization of the executive branch of
the HN government. The important point is that an organization should exist to pull
together all instruments of power to defeat the source of internal instability. JFCs
must be involved in this coordination and control process. Chapter II, “Internal Defense
and Development,” provides a detailed explanation of an IDAD strategy, as well as a
sample IDAD organization. US commanders supporting an IDAD program must be
integrated into the organizational structure that controls the program.

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c. Tiers of Forces. Tailor force selection and sequence employment. Historically,

SOF (principally SF, MISO, CA, and CAAs) lead COIN and stability efforts; if HN
capabilities are not sufficiently improved or MOEs do not reveal acceptable progress, CF
may be required. This is particularly true if the HN has one or more porous borders that
internal threats operate across and even more likely if a bordering nation-state is providing
support to the internal threat.

d. Transition Points. Establish transition points at which combat operations are to

be returned to the HN forces. This process establishes fixed milestones (not time
dependent) that provide indicators of the progression of the HN IDAD program.

e. Joint, Interagency, and Multinational Focus. Expect combat operations

supporting FID to be joint and to potentially include multinational operations involving the
HN, the US, and other MNFs. Interagency coordination should also be anticipated, given
the inherent nature of FID operations.

f. US Combat Operations. Prioritize identification and integration of logistics,

intelligence, and other combat support means. When tactically feasible, HN forces should
conduct and support actual combat operations, thus increasing the legitimacy of the HN
government and reducing the dependency on US forces. US forces will conduct combat
operations only when directed by legal authority to stabilize the situation and to give the
local government and HN military forces time to regain the initiative. In most cases, the
objective of US operations will be FP rather than destruction of adversary forces. Gaining
the strategic initiative is the responsibility of the HN. Commanders must evaluate all
operations to ensure they do not create the impression the US is executing a war for a nation
that has neither the will nor the public support to defeat internal threats.

g. Human Rights Considerations. Maintain strict adherence to respect for human

rights. Repression and abuses of the local populace by the legitimate government will
reduce the credibility and popular support for the HN government, may violate the Leahy
amendment, and may also cause the President to consider withdrawing US support;
therefore, commanders must consistently reinforce human rights policies to US forces, as
well as forces from the HN and other participating MNFs. In many FID combat situations,
the moral high ground may be just as important as the tactical high ground. Before the US
military conducts training with any foreign military, FSF, or paramilitary group, the unit
and associated foreign personnel must be vetted for human rights abuses.

h. ROE. Apply judicious and prudent ROE during combat operations in FID. A
balance between FP and danger to innocent civilians, as well as damage to nonmilitary
areas, must be reached. Each individual must be trained to prevent unnecessary destruction
or loss of civilian life. Commanders must closely monitor this situation and provide
subordinate commanders with clear and enforceable ROE, as well as the flexibility to
modify these ROE as the situation changes.

i. Indiscriminate Use of Force. Employ force only IAW US law, policy, and
applicable ROE. Indiscriminate use of force is not authorized.

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j. Intelligence. Tie the US joint intelligence network into the country team, the
local HN military, paramilitary, and police intelligence capabilities, as well as the
intelligence assets of other nations participating in the operation. Deployed military CI
elements can provide this liaison with local HN military CI and security and police
services in their areas of operations (AOs). In this manner, social, economic, and political
information can be kept current to allow the commander to become aware of changes in
the OE that might require a change in tactics. Appendix B, “Joint Intelligence
Preparation of the Operational Environment to Support Foreign Internal Defense,”
provides detail on the type of information necessary for a thorough evaluation of the AO.
The nature of the required information places a greater emphasis on HUMINT efforts
than on technical collection capabilities.

k. FID Integration With Other Activities. The initiation of hostilities does not
mean other FID operations will be suspended. In fact, MISO, CMO, SA, FHA,
intelligence, and logistic support are all likely to increase dramatically. The FID planning
imperatives to take the long-term approach, tailor support to HN needs, and ensure the
HN bears the responsibility for IDAD remain important throughout both combat and
noncombat operations.

17. Command and Control

The C2 relationships established during FID US combat operations can change based
on the political, social, and military environment of the area. In general, the following
C2 recommendations should be considered.

a. The HN government and security forces must remain in the forefront. If not
already the case, the HN security forces should be encouraged to establish strategic policy
and objectives, and a single multinational HQ should be established to control combat
operations.

b. The chain of command from the President to the lowest US commander in

the field remains inviolate. The President retains command authority over US forces.
It is sometimes prudent or advantageous to place appropriate US forces under the
OPCON of a foreign commander to achieve specified military objectives. In making that
determination, the President carefully considers such factors as the mission, size of the
proposed US force, risks involved, anticipated duration, and ROE.

For further information on C2, refer to JP 1, Doctrine for the Armed Forces of the United
States.

18. Sustainment

As with any operation, sustainment of US forces is essential to success. Sustainment

of combat operations in FID is similar to sustainment for other types of operations. The
political sensitivities and concern for HN legitimacy and minimum US presence do,
however, change the complexion of sustainment operations in FID. The general
principles that should be considered in planning and executing sustainment of combat
operations in FID are:

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a. Maximum Use of HN Capabilities. This includes routine services, supplies,

facilities, and transportation. This approach reduces US overhead and the number of US
personnel required in the HN. When utilizing OCS in the HN, consider the cost,
performance, schedule, and contract oversight requirements, as well as many other
contract support-related matters (e.g., risk of contractor failure to perform, civil-military
impact, OPSEC) across the joint force, to include USG departments and agencies and
key multinational partners.

b. Maximum use of existing facilities such as ports, airfields, and

communications sites.

c. Minimum Handling of Supplies. For short-duration operations (90 days or

less), support is provided through existing organic support packages; through air, ground,
or both LOCs; or through the use of logistics flowing through a sea base.

d. Medical Self-Sufficiency. Many areas of the world where the US is likely to

conduct FID do not have adequate medical capabilities. Since commanders cannot rely
on local capabilities, they must plan for self-sufficient HSS for combat operations in FID.
At a minimum, adequate hospitalization, medical logistics resupply, patient movement,
and preventive medicine must be established to support these operations.

e. Optimum use of mobile maintenance capabilities that stress repair as far

forward as possible. Equipment evacuation for repair should be kept to a minimum.

f. Routine use of both intertheater and intratheater airlift and sealift to deliver
supplies.

SECTION E. TRANSITION AND REDEPLOYMENT

19. General

a. Redeployment of units conducting FID operations does not typically indicate the
end of all FID operations in the HN. Rather, in long-term FID operations, as security and
other conditions improve and internal threats become manageable for HN personnel, direct
military-to-military activities by units will continue, but these activities may become more
intermittent with gaps between regular exercises and exchanges. In ongoing FID
operations, continuous coverage by US units generally involves mission handoff from one
unit to its replacement. Redeployment, if conducted haphazardly or prematurely, can set
FID operations back substantially.

b. Commonalities exist between redeployments that involve direct handoff and

redeployments that involve intermittent deployments. In the latter case, the possibility
always exists that situations during routine activities and military-to-military contact
will arise causing handoff to a relieving force. Typically, this will involve the original
unit or select members of it extending their presence in-country to provide continuity
or to stay in place as part of a more robust force. Redeployment may also involve a
transition from DOD execution of programs to DOS or other interagency partner
execution. In both immediate mission handoff and intermittent FID operations,

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capturing lessons learned in thorough post-mission debriefings is essential to continue

to build institutional FID knowledge and refine FID doctrine and training.

20. Termination of Operations

The nature of the termination will shape the futures of the HN and regional
countries. It is essential to understand that termination of operations is a vital link
between NSS, DSR, NMS, and the desired national strategic end state(s). A poorly
conducted termination of FID operations can have a long-term impact on USG relations
with the HN, the region, and, potentially, other regions. Some level of operations will
normally continue well after intensive FID support has ended. The possibility of an
extended presence by US military forces to assist FID operations should be considered
during the initial planning and COA development.

21. Termination Approaches

a. There are three approaches for achieving national strategic objectives by

military force. The first is to force an imposed settlement by the threat of or actual
occupation of an enemy’s land, resources, or people. Supporting the threat of actual
occupation may be accomplished by the selective destruction of critical functions or
assets, such as C2, infrastructure, or making the adversary unable to resist the
imposition of US will. In FID, this approach is typically only taken with intransigent
internal threats, and the approach differs from other operations in that it still involves
a preponderance of HN effort in any imposed settlement.

b. The second approach seeks a negotiated settlement through coordinated

political, diplomatic, military, and economic actions, which convince an adversary that
to yield will be less painful than to continue to resist. In FID, military power alone will
rarely compel an internal threat to consider a negotiated conclusion. Rather, military
success in providing security to the HN populace, coupled with the other functions of
the HN IDAD program, may induce an internal threat to negotiate under terms
acceptable to the HN government. Negotiating an advantageous conclusion to
operations requires time, power, and the demonstrated will to use both. However, some
internal threats, by their nature, may not be viable candidates for negotiation. In
addition to imposed and negotiated termination, there may be an armistice or truce,
which is a negotiated intermission in operations, not a peace. In effect, it provides a
way to gain time pending negotiation of a permanent settlement or resumption of
operations. The efficacy of an armistice or truce must be weighed against the potential
damage done by legitimizing an internal threat.

c. The third approach for achieving national security objectives in relation to the
irregular challenges posed by non-state actors is an indirect approach that erodes an
adversary’s power, influence, and will; undermines the credibility and legitimacy of its
political authority; and undermines an internal threat’s influence and control over and
support by the indigenous population. This approach is necessary with an internal
threat unwilling to enter into discussion.

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22. National Strategic End State

a. The first and primary strategic task regarding termination of intensive FID
operations is to determine an attainable national strategic end state based on clear national
strategic objectives. For specific situations that require the employment of military
capabilities (particularly for anticipated major operations), the President and SecDef
typically establish a set of national strategic objectives. Achieving these objectives is
necessary to attain the national strategic end state and the broadly expressed diplomatic,
informational, military, and economic conditions that should exist after the conclusion of
a campaign or operation. In FID, this is determined with the HN civilian leadership to
ensure a clearly defined national strategic end state that is mutually beneficial. The
President or SecDef approves specified standards that must be met before a FID operation
can be concluded or transitioned to a less intensive level of support.

b. Commanders clarify their desired end state for training programs early. The
characteristics of effective HN security forces include flexible, proficient, self-sustained,
well-led, professional forces which are integrated into society. The well-trained HN
security forces should:

(1) Provide reasonable levels of security from external threats while not
threatening regional security.

(2) Provide reasonable levels of internal security without infringing upon the
populace’s civil liberties or posing a coup threat.

(3) Be founded upon the rule of law.

(4) Be sustainable by the HN after US and MNFs depart.

23. Mission Handoff Procedures

a. During long-term, continuous FID operations, commanders may elect to replace

teams for a variety of reasons. Time is not the only governing factor. Changes in the HN
OE may require reshaping force packages as situations change for better or worse. In
addition, internal administrative concerns might prompt or support a commander’s
decision to rotate teams or units; for example, new equipment may be fielded to an
incoming unit that the outgoing unit lacks. Regardless of reason, mission handoff is
necessary and is defined as the process of passing an ongoing mission from one unit to
another with no discernible loss of continuity.

b. The overall authority for the handoff and assumption of command lies with the
commander ordering the change. The authority for determining the handoff process lies
with the incoming commander since he or she will assume responsibility for the mission.
This changeover process may affect the conditions under which the mission will continue.

c. The outgoing commander advises the incoming commander on the tentative

handoff process and the assumption of the mission directly or through a liaison. If this
advice conflicts with the mission statement or the incoming commander’s desires and the

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conflict cannot be resolved with the authority established for the incoming commander, the
commander ordering the relief resolves the issue.

d. As a rule, the commander ordering the change does not automatically place the
outgoing unit under the incoming unit’s control during the changeover process. Although
this procedure would present a clear and easily defined solution to establishing the
incoming commander’s authority, it is not the most effective control for US forces should
hostile contact occur during the process.

e. If the incoming US unit or the HN unit it advises is in direct-fire contact with

insurgents or another internal threat during the handoff, the unit immediately notifies the
higher HQ ordering the exchange. If the incoming unit commander has not assumed
responsibility, the unit immediately comes under control of the outgoing unit and is
absorbed into that unit position. The outgoing unit commander and his or her HN
counterpart will control the battle. If the outgoing unit commander has passed
responsibility to the incoming unit commander, the outgoing unit comes under the OPCON
of the incoming unit, and the HN unit coordinates its movements with the new unit. Units
in advisory or combat support roles should follow these same procedures.

24. Military Considerations

In its strategic context, military success is measured in the attainment of military

objectives supporting the national strategic end state and associated termination criteria.
Termination criteria for a negotiated settlement will differ significantly from those of an
imposed settlement. Military strategic advice to USG and HN leadership regarding
termination criteria should be reviewed for military feasibility and acceptability, as well as
estimates of the time, costs, and military forces required to reach the criteria. An essential
consideration is ensuring the longer-term stabilization and the enabling of civil authority
needed to achieve national strategic objectives continue upon the conclusion of sustained
operations. Premature reduction of FID support can trigger a rapid and dramatic upsurge
in internal threat activity, strength, and political viability. Proper use of the informational
instrument of national power mitigates the possibility of any vestigial internal threat
elements characterizing a reduction in military commitment to a US or HN strategic or
tactical reversal.

25. Post Mission Debriefing Procedures

a. The unit commander conducts a debriefing that provides an overview of the mission
and all relevant informational subsets. The debrief should begin with the updated area
study and continue with other relevant issues. The range of topics can include military
geography; political parties; military forces; insurgents; security forces; insurgent forces,
targets, and TAs; ongoing CAO; logistics; health service and supply issues; and ongoing
joint, interagency, international, and multinational projects or operations. See Appendix
D, “Foreign Internal Defense Post Mission Debriefing Guide,” for more information.

b. Documentation. As FID operations are executed and the joint force rotates, it is
critical to document lessons learned to allow the commander to modify the FID operation

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to fit the special circumstances and environment. Debriefs by individual units of the
joint force ensure internal continuity. Relevant portions of these debriefs are
consolidated into a single joint force after action report. Therefore, comprehensive
after action reviews and reports focusing on the specifics of the FID operations should
be conducted to gather this information as soon as possible after mission execution.

For further information on documenting lessons learned, refer to CJCSI 3150.25, Joint
Lessons Learned Program, or the following JLLIS links: https://www.jllis.mil/ and
http://www.jllis.smil.mil/.

26. Considerations

Although the considerations in the following paragraphs are intended primarily for
a direct handoff between units, they also apply when handoff is made to an interagency
partner. In addition, the considerations should be taken into account in a mature FID
operation where there may be lag time between deployments. In this latter case,
preparing an analysis of the considerations listed below will aid the incoming
commander on the next iteration. The incoming and outgoing commanders or
interagency partner lead representative should consider the following:

a. Mission. The incoming commander must make a detailed study of the unit’s
mission statement and understand the present mission tasks and the implied mission
tasks. The mission may also require a unit with additional skill sets, such as specialized
intelligence capabilities, near real time connectivity, CA functional specialists, or
complex media production ability. Knowing the mission, commander’s concept of the
mission, commander’s critical information requirements, priority intelligence
requirements (PIRs), and IRs will help him or her understand the mission. After a
complete, in-depth study of the OA, the incoming unit commander should complete the
handoff in a manner that allows for continued, uninterrupted mission accomplishment.
The changeover must not allow any adversary to gain operational advantages.

b. OE. The in-country unit provides continuous information updates to the

incoming commander. PIRs and IRs were established for the original mission along
with operational, strategic, and tactical information. The incoming unit must become
familiar with the ongoing PIRs and IRs and the upcoming mission PIRs and IRs.

c. Adversary Composition. The incoming unit commander should be provided

the latest available intelligence on all internal threats that affect the mission. This
intelligence includes comprehensive data on terrorist identities, to include the current
DOD Biometric-Enabled Watchlist of persons of interest in the OE and terrorist-related
incidents, criminal activity, and specific environmental threats over the previous
several months. In addition to the normal intelligence provided to the incoming unit
commander on a regular basis, the situation may call for a liaison from the outgoing
unit. OPSEC is critical to prevent the enemy from discovering the impending relief
and then exploiting the fluidity of the change and the concentration of US forces.

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d. Friendly US/MNFs. For the incoming unit, learning about the friendly forces is
as important as knowing the enemy situation. The unit needs to be familiar with the C2
structure it will deal with on a daily basis. The incoming unit needs to know all friendly
units in adjacent OEs and be aware of the capabilities of their mission support base in
addition to other operations, units, and their capabilities. If US combat support units are
to be relieved, their relief should occur after the relief of the units they support.

e. HN Forces. The incoming unit plans and prepares for a quick and frictionless
transition in counterpart relations. However, potential or anticipated friction between the
HN unit and the incoming unit may cause the relief to take place more slowly than desired.
Therefore, the incoming and outgoing units need a period of overlap to allow for in-
country, face-to-face contact with their counterparts before the mission handoff. If
possible, the incoming unit members should receive biographical data on their
counterparts, to include photographs prior to deployment. This information allows unit
members to become familiar with their counterparts and may aid to determine which
advisor techniques need more emphasis. Mission execution should be able to continue
within the capabilities of the incoming unit, the HN unit, and the available supporting
assets.

f. Civilian Populace. All incoming units should conduct an in-depth area study,
giving close attention to local problems. General demographic data may be available from
sister units that can be expanded upon for unit-specific needs. Popular support for US
activities taking place within the OE may directly influence changes in the mission
statement. The outgoing unit provides this critical information and describes in detail all
completed civic action projects and those that are underway. The incoming unit should
understand the functioning of the HN government and the status of any international
civilian or government agencies involved in or influencing the situation in its OE.

g. Terrain and Weather. Some handoff operations may require select SOF units,
such as SF detachments, CA teams, or tactical MIS teams, to move by foot or by animal
mounts into and out of the AO. In such instances, the outgoing unit plans and reconnoiters
the routes used for infiltrating the incoming unit and those used for its exfiltration. These
routes should provide the best possible cover and concealment. If possible, the units make
this exchange during darkness or inclement weather. SOF units need to consider
significant terrain or weather features that may impede movement. Limitations of media
coverage or difficulties to civic action projects because of these features are two common
examples. In addition, weather conditions and significant elevations can greatly affect air
operations. These factors can critically affect resupply and health service and supply
(notably medical evacuation procedures) as well.

h. Time. The depth and dispersion of units and the number of operations conducted
will determine the time required to exchange units. Ideally, there is an overlap period to
allow the incoming unit to become familiar with the OE and to establish rapport between
the incoming unit personnel and their HN counterparts. However, the handoff operation
must take place as quickly as possible. The longer the operation takes, the more personnel
in the OE become vulnerable and lucrative targets. A quickly executed relief will reduce
the time available to the enemy to strike before the incoming unit has time to consolidate

VI-36 JP 3-22
 Operations

its position. The incoming unit should not sacrifice continued and uninterrupted execution
of ongoing operations for speed. The incoming unit needs to have enough time to observe
training techniques and procedures and to receive a debriefing from the outgoing unit on
lessons learned.

i. Other Interagency Partners. When the US military and interagency partners

operate within the same OE, the capacity of the military often exceeds the interagency
partner. This can become an important factor when the environment has challenges with
security, logistics, and US collaborative effort. When a military unit is relieved of a
function by another military unit operating in the OE with an interagency partner, or
transferring to interagency partner responsibility, the handoff procedures will typically take
more time and entail more complex interagency coordination. However, the other areas of
consideration still apply and, in fact, may pose greater challenges for the interagency
partner if the US military force is downsizing. Outgoing units that have past, present, or
future projects already planned must provide for the transfer of these projects to new
responsible agents in the incoming unit or interagency partner. As outgoing unit personnel
develop a relief in place, they should allow sufficient time to coordinate with incoming unit
personnel and their applicable interagency counterparts. In addition, the outgoing unit
should brief the incoming unit on any interagency programs affecting FID operations.

j. Continued Involvement of Joint Forces. The constant and unbroken presence of

SOF or CF in FID operations is not a foregone conclusion. In FID operations, gaps in
deployments of SOF, CF, or both types of units may be unavoidable. In addition, limited
CF or SOF units or advisors may be present on an ongoing basis. In these instances, the
SOF or CF with a constant presence must maintain continuity and brief sister-SOF units or
conventional units on aspects of the OE. Various operational concerns can affect what sort
of unit relieves another; for instance, a CF, after completing the basic training of an elite
but previously untrained HN unit, might handoff to a SOF unit to complete the HN unit’s
advanced training.

VI-37
Chapter VI

Intentionally Blank

VI-38 JP 3-22
 APPENDIX A
LEGAL CONSIDERATIONS

1. Overview

Unless otherwise stated, the conditions stated in this appendix apply to FID and SFA.
Law and policy govern the actions of the US forces in all military operations, including FID
and SFA. For US forces to conduct operations, a legal basis must exist. This legal basis
profoundly influences many aspects of the operation. It affects the ROE, how US forces
organize and train foreign forces, the authority to spend funds to benefit the HN, and the
authority of US forces to detain and interrogate. Orders issued by the President or SecDef to
a CCDR provide the starting point in determining the legal basis. Laws are legislation passed
by Congress and signed into law by the President, as well as treaties to which the US is party.
Policies include executive orders, departmental directives and regulations, and other
authoritative statements issued by government officials. No summary provided here can
replace a consultation with the unit’s supporting staff judge advocate (SJA). This appendix
summarizes some of the laws and policies that bear upon US military operations in support
of SFA and FID.

2. Legal Authority for Security Force Assistance and Foreign Internal Defense

Without a deployment or execution order from the President or SecDef, US forces may
be authorized to make only limited contributions during operations that involve FID. If the
Secretary of State requests and SecDef approves, US forces can participate in FID. The
request and approval may go through standing statutory authorities in Title 22, USC. Among
other programs, Title 22, USC, contains the FAA and the AECA. Programs under Title 22,
USC, authorize SA, developmental assistance, and other forms of aid. The request and
approval might also occur under various provisions in Title 10, USC. Title 10, USC,
authorizes certain types of military-to-military contacts, exchanges, exercises, and limited
forms of HCA in coordination with the US ambassador to the HN. This cooperation and
assistance is limited to liaison, contacts, training, equipping, and providing defense articles
and services. It does not include direct involvement in operations. Assistance to police by
US forces is permitted but not with DOD as the lead government department.

a. Distinguishing Sentiment, Policy, and Law. The underlying international

sentiment as to what is acceptable behavior in conflict and war often rapidly outpaces formal
treaty adoption and ratification. Customary international law is based on the consistent
practice of nations that is followed out of a sense of legal obligation. While customary
international law is generally binding upon all nations, persistent objectors to a rule of
customary international law may not be bound by that rule. In the fight against terrorism,
contemporary OE, international policy, and sentiment have been greatly debated among the
legitimate nation-states of the world, and non-state armed groups and sympathizers have
attempted to shape and exploit that debate to their advantage. Joint forces conducting FID
operations face similar conditions. Even as codes, laws, and conventions emerge, joint forces
conducting FID operations will likely always face disinformation and propaganda that
vilifies legitimate military, reconstruction, and LE efforts as violations of what the adversary
will refer to as international law.

A-1
Appendix A

b. Planning Concerns

(1) Those planning and conducting FID operations often need a detailed
knowledge of international law, such as the Geneva Conventions, for two principal reasons.
The first is to educate HN military staffs and forces on internationally accepted standards of
conduct. The second is to counter very specific points of adversary disinformation and
propaganda. Advisors and trainers may have to help the HN to either build a knowledge
base of international law among HN military personnel or promote an adherence to that part
of international law the HN military has routinely ignored in the past. In addition, this past
behavior may have carried over to transgressions of its own laws; therefore, advisors and
trainers may have to assist HN forces in building acceptance of new HN laws safeguarding
civil liberties (e.g., the right of free speech, freedom of worship, and freedom of the press).
HN soldiers must uphold these rights in FID operations for many reasons that influence
public trust in the FSF. US personnel who notice suspected violations of basic human rights
must report the facts to their chain of command. Under US law, SA may not be provided to
any country of the government of which engages in a consistent pattern of gross violations
of internationally recognized human rights, except under limited circumstances.

(2) Internal threat propagandists increasingly use factual, partially factual, or

entirely fictitious violations of international law, policy, or even sentiment to discredit HN
governments. These attempts are frequently graphic to have the maximum incendiary effect.
They often address third countries or international agencies and may cite specific provisions
of the law of war. Citing specific portions of the law of war accomplishes two goals for
them. If successful, they appear to have legitimate status as a state actor, and they make the
HN look like a nation that ignores civil rights and the law of war. FID forces must infuse an
acceptance of the basic tenets of international law among the HN personnel they work with,
advise, and train.

3. International Law and Treaties

a. The UN Charter came into force on 24 October 1945 after being ratified by the US
and a majority of other signatories. The UN Charter mandates that all member states resolve
their international disputes peacefully and requires that they refrain in their international
relations from the threat or use of force. The UN Charter also provides that all nations have
the right to use self-defense to combat acts of aggression against them, and in collective self-
defense, until such time as the Security Council shall take action.

b. The UN Charter provides the treaty framework for states’ authority for the use of
force and outlines the limits of modern jus ad bellum (the law that regulates the conditions
under which a state may resort to force). Certain jus ad bellum criteria have, at their
philosophical roots, drawn from principles that have been developed as part of the just war
tradition. These principles include:

(1) A competent authority to order the war for a public purpose,

(2) A just cause (such as self-defense),

(3) The means must be proportionate to the just cause,

A-2 JP 3-22
 Legal Considerations

(4) All peaceful alternatives must have been exhausted, and

(5) A right intention on the part of the just belligerent.

c. US forces obey the law of war during all armed conflicts, however such conflicts are
characterized, and in all other military operations. The law of war is that part of international
law that regulates the conduct of armed hostilities. It encompasses all international law for
the conduct of hostilities binding upon the US, including treaties and international
agreements and applicable customary international law. The law of war principles of military
necessity and proportionality are slightly different than discussed in paragraph b. Military
necessity is the use of armed force to attain legitimate military objectives are lawful versus
proportionality of the principles that justifies the use of all measures need to defeat the enemy
as quickly and efficiently as possible that are not prohibited by the law of war. The principle
of proportionality generally requires that combatants must refrain from attacks in which the
expected loss of civilian life, injury to civilians, and damage to civilian objects incidental to
the attack would be excessive in relation to the concrete and direct military advantage
expected to be gained.

For additional information on the principles of the law of war, refer to the Department of
Defense Law of War Manual.

For additional information on the legality of nonlethal weapons, refer to DODD 3000.03E,
DOD Executive Agent for Nonlethal Weapons (NLW), and NLW Policy.

d. During SFA or FID operations, commanders must be aware of Common Article 3 of

the Geneva Conventions and the status of insurgents under the laws of the HN. Common
Article 3 is contained in all four of the Geneva Conventions and is specifically intended to
apply to internal armed conflicts. It provides that, at a minimum, all persons taking no direct
part in hostilities and those placed hors de combat must be treated humanely.

4. Application of Criminal Laws of the Host Nation

The final sentence of Common Article 3 of the Geneva Conventions makes clear that
armed conflict with an insurgent group neither confers nor removes the insurgent group’s
status under international law. They are not, when captured, prisoners of war. Insurgents
may be prosecuted as criminals for bearing arms against the government and for other
offenses, so long as they are accorded the minimum protections described in Common
Article 3. US forces conducting SFA should remember the insurgents are, as a legal matter,
criminal suspects within the legal system of the HN. Counterinsurgents must carefully
preserve weapons, witness statements, photographs, and other evidence collected at the
scene. This evidence will be used to process the insurgents into the legal system and thus
hold them accountable for their crimes while still promoting the rule of law.

5. Host Nation Law and Status-of-Forces Agreements

a. The military leader must be aware of and consider the impact of other bodies of law
that impact the planning and execution phases, including HN law and any applicable
SOFAs.

A-3
Appendix A

b. SJAs and planners must be familiar with any SOFAs or other similar agreements
that may be applicable. In any given mission, there may be agreements short of SOFAs,
such as diplomatic notes, on point. Relevant international documents affecting military
operations may be difficult to locate. Several sources are available in which to locate
applicable international agreements governing the status of US forces or affecting military
operations. DOS publications, such as Treaties in Force, contain unclassified international
agreements. Both the relevant CCMD’s legal office and the DATT or military assistance
group at the embassy should also have access to international agreements impacting the
military operation.

c. SOFAs and other international agreements establish the legal status of military
personnel in foreign countries. Topics that are usually covered in a SOFA include criminal
and civil jurisdiction, taxation, and claims for damages and injuries. In the absence of an
agreement or some other arrangement with the HN, DOD personnel in foreign countries
may be subject to HN laws. It is essential that all personnel understand status of US forces
in the AO and are trained accordingly.

6. Legal Constraints on the Security Force Assistance and Foreign Internal Defense
Mission

US law, regulations, and policy play a key role in establishing the parameters by which
military forces may conduct SFA and FID missions. These factors tend to constitute
constraints on the activities of military units. They range from the ROE in combat
situations to the ability to spend government funds for a training or support mission.

7. General Prohibition on Assistance to Police

Usually, DOD is not the lead government department for assisting foreign
governments. DOS is the lead when US forces provide SA, military training, equipment,
and defense articles and services to HN military forces. The FAA specifically prohibits
assistance to foreign police forces except within specific exceptions and under a
Presidential directive. When providing assistance to training, the DOS’s INL provides the
lead role in police assistance. The President, however, may delegate this role to other
agencies.

8. Training and Equipping Foreign Forces

All training and equipping of FSF must be specifically authorized. US laws require
Congress to authorize expenditures for training and equipping foreign forces. US law also
requires DOS to verify that the HN receiving the assistance does not commit gross
violations of human rights. Usually, DOD involvement is limited to a precise level of man
hours and materiel requested by DOS under the FAA. The President may authorize
deployed US forces to train or advise HN security forces as part of the mission. In this
case, DOD personnel, operations, and maintenance appropriations provide an incidental
benefit to those security forces. All other weapons, training, equipment, and logistic
support (including supplies, and services) provided to foreign forces by DOD are paid for
with funds appropriated by Congress for that purpose. Moreover, the President gives

A-4 JP 3-22
 Legal Considerations

LEAHY AMENDMENT AND HUMAN RIGHTS

Before the US conducts training with any foreign military, foreign security
forces (FSF), or paramilitary group, the unit and associated foreign
personnel designated to receive US training are vetted for previously
identified human rights abuses. During the foreign internal defense
planning process, when the FSF units and individuals are identified and
before training occurs, US law requires Leahy and human rights vetting of
the FSF. This process helps prevent US military training of FSF, with past
human rights abuses. Leahy vetting pertains to a unit as well as any human
rights violation of an individual or leader associated with the unit, presently
or in the past. The process starts with the US country team in the country
where the FSF unit is located and is finalized by the Department of State
(DOS). The process is conducted on a DOS database system known as the
International Vetting and Security Tracking system. The US country team
and DOS have a fast track option, which is an accelerated vetting process
in countries that are functional democracies with little or no human rights
concerns.

Various sources

specific authority to DOD for its role in such “train and equip” efforts. Absent such a
directive, DOD lacks authority to take the lead in assisting an HN in training and equipping
its security forces.

For additional information, see DODI 5111.19, Section 1206 Global Train-and-Equip
Authority.

9. Rules of Engagement

ROE are directives issued by competent military authority that delineate the
circumstances and limitations under which US forces will initiate and/or continue combat
engagement with other forces encountered. Often these directives are specific to the
operation. If there are no operation-specific ROE, US forces apply SROE. When working
with an MNF, commanders must coordinate the ROE thoroughly.

10. Fiscal Law Considerations

a. While conducting SFA or FID missions, like all operations, commanders require
specific authority to expend funds. This authority is normally found in the DOD
Appropriations Act. As a general rule, O&M funds may not be used for SFA or FID
missions. Congress may appropriate additional funds to commanders for the specific
purpose of conducting more complex stability activities that are not typically covered by
O&M. Examples include the commander’s emergency response program, the Iraq Relief
and Reconstruction Fund, Iraq Freedom Fund, and Commander’s Humanitarian Relief and
Reconstruction.

b. The legal authority for DOS to conduct foreign assistance is found in the FAA,
Title 22, USC, Section 2151.

A-5
Appendix A

c. There are two exceptions to the general rule requiring the use of Title 22, USC,
funds for foreign assistance:

(1) Interoperability, Safety, and Familiarization Training. DOD may fund

the training (as opposed to goods and services) of foreign militaries with O&M dollars
when the purpose of the training is to enhance the interoperability, familiarization, and
safety of the training. This is a very limited exception that requires careful analysis. Units
contemplating using this exception should consult with the SJA to ensure O&M funds may
not be used for SA training.

(2) Congressional Appropriation and Authorization to Conduct Foreign

Assistance. DOD may fund foreign assistance operations if Congress has provided a
specific appropriation and authorization to execute the mission.

d. The FAA contains additional constraints on government funding of SFA/FID

missions. The specific law, first enacted in 1974, prohibits the USG from providing funds
to the security forces of a foreign country the government of which engages in a consistent
pattern of gross violations of internationally recognized human rights. Funding can be
authorized if the Secretary of State determines and reports that the government of such
country is taking effective measures to bring the responsible members of the security forces
to justice. Similar provisions, referred to as the “Leahy Amendment,” are found in annual
national defense authorization acts.

e. Congress specifically appropriates funds for foreign assistance. USAID expends

such funds under the legal authorities in Title 22, USC. In addition, provisions of Title 10,
USC, authorize small amounts of funds to be appropriated annually for commanders to
provide humanitarian relief, disaster relief, or civic assistance in conjunction with military
operations. These standing authorities are narrowly defined and generally require
significant advance coordination within DOD and DOS.

f. The USCG is specifically authorized to assist other USG departments and agencies
in the performance of any activity for which they are especially qualified. As a Service,
the USCG has very limited, organic legislative authority to unilaterally provide training
and technical assistance to foreign countries. With few exceptions, the USCG is generally
a service provider to other USG funding departments and agencies whose international
authorities convey to the USCG with the transfer of funding, for the specific mission. IAW
the Economy Act of 1932, Title 31, USC, Section 1535, the costs incurred by the USCG
while delivering international training and technical assistance are reimbursable whenever
the training/assistance is funded by or through another USG or foreign government agency.

A-6 JP 3-22
 Legal Considerations

KEY SECURITY ASSISTANCE AND FOREIGN ASSISTANCE

FUNDING PROGRAMS

The following programs have funds appropriated by Congress to allow the

Department of State (DOS) to conduct its foreign assistance mission:

 Foreign Military Financing Program

 International Military Education and Training Program
 Economic Support Fund
 Peacekeeping Operations
 Antiterrorism Assistance
 Humanitarian Mine Action
 Refugee Assistance
 Personnel Details

The following programs are administered by DOS, but do not have funds
appropriated to sustain them:

 Foreign Military Sales Program

 Foreign Military Lease Program
 Economy Act Security Assistance
 United States Government Commodities and Services Program
 Direct Commercial Sales Program

There are additional special programs created by law to assist in the foreign
assistance mission. These programs include:

 Excess Defense Articles

 Presidential Drawdowns

DOS directly, or indirectly through the United States Agency for

International Development, finances numerous development assistance
programs to address the following needs:

 Democracy
 Conflict and Humanitarian Assistance
 Global Health (including maternal/child health, infectious diseases,
water and sanitation, and voluntary family planning)
 Agriculture
 Nutrition and Resilience
 Education
 Environment and Economic Development

Commander’s Emergency Response Program (CERP). CERP is an example

of a targeted humanitarian assistance fund program. CERP’s primary
purpose is “[to enable] military commanders in Iraq [and Afghanistan] to
respond to urgent humanitarian relief and reconstruction requirements
within their area of responsibility by carrying out programs that will

A-7
Appendix A

immediately assist the Iraqi [and Afghan] people.” CERP was originally
funded with seized Iraqi assets, but Congress later appropriated US
funds for the purpose. CERP is a program established to assist in
missions in Iraq and Afghanistan. It is not applicable to missions
outside of those countries. Future missions, though, may have similar
funding sources established to facilitate a humanitarian assistance
mission. Consult with the servicing judge advocate to determine the
availability of funding.

Various Sources

A-8 JP 3-22
 APPENDIX B
JOINT INTELLIGENCE PREPARATION OF THE OPERATIONAL
ENVIRONMENT TO SUPPORT FOREIGN INTERNAL DEFENSE

1. Introduction

a. JIPOE is the analytical process used by joint intelligence organizations to produce

intelligence assessments, estimates, and other intelligence products in support of the JFC’s
decision-making process.

b. JIPOE is a four-step process that defines the total OE; describes the impact of the
OE; evaluates the adversary and other relevant actors; and determines the COAs for
adversary and other relevant actors, particularly the most likely COA and the COA most
dangerous to friendly forces and mission accomplishment.

For further information on the four-step process for JIPOE, refer to JP 2-01.3, Joint
Intelligence Preparation of the Operational Environment.

c. JIPOE for FID, like any operation, is accomplished through a mix of analysis
utilizing all the intelligence disciplines. JIPOE utilizes seven intelligence disciplines:
GEOINT, HUMINT, signals intelligence, measurement and signature intelligence, open-
source intelligence (OSINT), technical intelligence, and CI. The primary purpose of JIPOE
is to support joint planning, execution, and assessment by identifying, analyzing, and
assessing the adversary’s COGs, critical vulnerabilities, capabilities, decisive points,
limitations, intentions, COAs, and reactions to friendly operations based on a holistic view
of the OE. The goal is to gain a solid understanding of internal factors as well as regional
factors. Accordingly, JIPOE for FID is divided into five categories: OAE, geographic
analysis, population analysis, climatology analysis, and threat evaluation.

2. Operational Area Evaluation

a. The JIPOE to support FID begins with a broad OAE, which covers the JFC’s OA.
During this phase, data is collected to satisfy basic IRs in the following areas: political;
military; economic; religious; social; endemic diseases and health status of the populace;
geographic; psychological; cultural; friendly forces; threat forces; and nonbelligerent,
third-party forces. Data is collected with respect to the specific OA and mission and
considers all instruments of national power from a strategic perspective. Of particular
interest during this stage is the evaluation of the MISO and CMO estimate.

b. The MISO OAE is initially composed of special MISO studies and special MISO
assessments. These studies identify psychological vulnerabilities, characteristics, insights,
and opportunities that exist in the OA. Analysts doing MISO OAE also focus on, but do
not limit themselves to, identifying:

(1) The ethnic, racial, social, economic, religious, and linguistic groups of the
area and their locations and densities.

B-1
Appendix B

(2) Key leaders and communicators in the area, both formal (such as politicians
and government officials) and informal (such as businessmen, clergy, or tribal leaders).

(3) Cohesive and divisive issues within a community; as examples, what makes
it a community, what would split the community, and what are the attitudes toward the HN.

(4) Literacy rates and levels of education.

(5) Types of media consumed by the community and the level of credibility each
is perceived to carry within the community and/or segments within society.

(6) Any concentrations of third-country nationals in the OA and their purposes

and functions.

(7) Scientific and technical developments; production; and trade, including

significant trade agreements, restrictions, and sanctions, or lack thereof.

(8) The use of natural resources, industry, and agriculture, and destruction or
exploitation of the environment.

(9) Location, type, and quantity of toxic industrial material.

c. In the course of OAE, the MISO planners coordinate with the military PA office,
the cultural officer, and PA staff within the country team to prepare a matrix identifying
groups, their leaders, preferred media, and key issues that should be developed. Target
groups are identified. The locations of mass media facilities in the area that can be used
for the dissemination of MISO products, and the identification of their operational
characteristics, are also important in the selection of the proper outlet for these products.
In particular, the MISO planner should evaluate:

(1) Studios and transmitters for radio and television and their operational
characteristics (wattage, frequency, and programming).

(2) Heavy and light printing facilities, including locations, types, and capacities
of equipment that can supplement the capabilities of MIS units.

(3) Accessibility of such facilities to MIS forces; as examples, who controls them
and whether they will cooperate with the US.

d. CMO OAE in FID is composed of an evaluation of HN civic action programs,

populace and resource control, civilian labor, and materiel procurement. Operational
concerns may expand the evaluation to a CMO estimate. The CMO planner also evaluates
future sites and programs for civic action undertaken in the OA by the HN unilaterally or
with US support through CMO. In making this evaluation, the planner often relies
primarily on the local and regional assets of the HN and the supported command to get an
accurate feel for the lawlessness, subversion, insurgency, or other related FID threats that
may exist in the area.

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 Joint Intelligence Preparation of the Operational Environment to
Support Foreign Internal Defense

3. Geographic Analysis

a. The geographic analysis considers a wide range of factors that include the political,
military, economic, religious, social, psychological, and cultural significance of the area.
Although not relying exclusively on the two disciplines of GEOINT and OSINT, the
geographic analysis accomplished during the JIPOE for a FID operation relies heavily on
these two disciplines. The three components of GEOINT, namely imagery, imagery
intelligence, and geospatial information, provide the whole of data (or nearly so) on some
of the six overlays for FID geographic analysis, such as the cover and concealment overlay,
and portions of data for other overlays, such as the logistics sustainment overlay. Similarly,
the incident overlay may rely heavily on OSINT data.

b. Normally, the six map overlays described below are a result of the geographic
analysis.

(1) Population Status Overlay. The generic population status overlay

graphically represents the sectors of the population that are pro-government, anti-
government, pro-threat, anti-threat, and uncommitted or neutral. This overlay is important
because the populace can provide support and security to friendly or threat forces. This
graphic may also display educational, religious, ethnic, or economic aspects of the
population. A more refined product in an urban environment displays the home and work
places of key friendly and threat military or civilian personnel and their relatives. In this
instance, large-scale maps and imagery are used to conveniently plot information by
marking rooftops of buildings, although care must be taken to derive coordinates only from
non-displaced ground footprints of buildings. Biometric-focused area studies provide
fidelity on known actors operating in the area, as derived from identity intelligence
analysis. Such refined products should be cross-referenced to order of battle (OB) files
that are analogous to the represented data such as personality files and/or faction and
organization files.

(2) Cover and Concealment Overlay. The cover and concealment overlay
graphically depicts the availability, density, type, and location of cover and concealment
from the ground as well as from the air. In areas of significant threat of aerial attack or
observation, overhead cover and concealment may be important considerations for threat
selection of base camps, mission support sites, drug laboratories, or other adversary areas.
Surface configuration primarily determines cover, including natural and man-made
features such as mines, bunkers, tunnels, and fighting positions. Vegetation is the primary
feature that provides concealment. The canopy closure overlay is critical for the
determination of areas that offer concealment from aerial observation, particularly in
tropical rain forests, and is incorporated into the cover and concealment overlay for rural
and other forested areas. In built-up areas, man-made structures are also assessed for the
cover and concealment they offer. When used with the population status overlay, the cover
and concealment overlay can be used to determine dwelling and work places, safe houses,
routes of movement, and meeting places.

(3) Logistics Sustainability Overlay. Logistics is essential to friendly and threat

operations. The detection and location of supply lines and bases are critical to finding and

B-3
Appendix B

defeating hostile activities. Attention is given to basic food, water, medicine, and materiel
supply. In rural areas, the logistics sustainability overlay depicts potable water supplies,
farms, orchards, growing seasons, and other relevant items. In built-up areas, this overlay
depicts supermarkets, food warehouses, pharmacies, hospitals, clinics, and residences of
doctors and other key medical personnel. Key to preparing this overlay is knowledge of
threat and friendly forces, their logistic requirements, and the availability and location of
materiel and personnel to meet these requirements.

(4) Target Overlay. The target overlay graphically portrays the location of
possible threat targets within the area. In FID environments, this overlay depicts banks,
bridges, electric power installations, bulk petroleum and chemical facilities, military and
government facilities, the residences and work places of key friendly personnel, and other
specific points most susceptible to attack based on threat capabilities and intentions.
Hazard estimates are prepared for those targets with collateral damage potential. For
example, the threat to a large airbase may focus on airframes; crew billeting; and
petroleum, oils, and lubricants storage as opposed to runways, aprons, or the control tower.
The target overlay is significant to the friendly commander’s defensive planning because
it shows where defenses need to be concentrated and, conversely, where defenses can be
diffused. It also provides CI personnel with a focus for indicators of threat preparation to
attack; for example, to discover an indigenous worker pacing off the distances between
perimeter fences and critical nodes. The target overlay is useful in disaster relief operations
by identifying likely locations for rioting, pilfering, looting, or areas of potential collateral
damage.

(5) LOC Overlay. The LOC overlay highlights transportation systems and
nodes within the area such as railways, roads, trails, navigable waterways, ports, airfields,
drop zones (DZs), and landing zones (LZs). In urban environments, mass public transit
routes and schedules, as well as underground sewage, drainage and utility tunnels, ditches
and culverts, and large open areas that could be used for DZs and LZs, are also shown.
Where applicable, this overlay will also show seasonal variations. Care is taken to compare
recent imagery and geospatial information to ensure new LOCs are added to the final
product. In many situations, LOC products will be readily available from the HN or other
local sources.

(6) Incident Overlay. The incident overlay plots security-related incidents by

type and location. Clusters of similar incidents represent a geographic pattern of activity.
These incidents can then be further analyzed for time patterns, proximity to population
grouping, LOCs, targets, and areas of cover and concealment. This analysis assists in the
day-to-day application of security resources.

c. MISO and CMO considerations also impact the geographic analysis as described
below.

(1) MISO considerations in a geographic analysis focus on how geography

affects the population of the area and the dissemination of MISO products. This step may
include, for example, preparation of a radio line of sight (LOS) overlay for radio and
television stations derived from an obstacle overlay depicting elevations and LOS

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 Joint Intelligence Preparation of the Operational Environment to
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information. MISO terrain analysis will, for example, focus on determining the respective
ranges and audibility of signals from the most significant broadcast stations identified during
OAE and locations for cellular communication towers/stations.

(2) CMO considerations in geographic analysis include the identification of critical

government, insurgent, and terrorist threats and other threats to food and water storage
facilities, toxic industrial material sites, resupply routes, and base locations. In addition, a
primary consideration in FID is how terrain affects the ability of US and HN forces to
conduct CMO. For example, extremely rugged or thickly vegetated areas may be unsuited
to some CMO projects because of inaccessibility to the necessary manpower and equipment
needed to initiate such projects.

4. Population Analysis

a. When conducting FID, the local populace is a key factor to successful operations.
The CMO planner, in conjunction with assigned, attached, or supporting CA, is a critical
contributor to this element of JIPOE. Elements of the CMO OAE provide the basis for this
analysis, as well as CA area study and assessments previously created or created in support
of the mission. During this analysis, the planner identifies, evaluates, and makes overlays
and other products as appropriate for the following factors: social organization; economic
organization and dynamics; political organization and dynamics; history of the society;
nature of the insurgency (if applicable); nature of the government; effects on nonbelligerents;
and COAs of the insurgents, the HN government, and nonbelligerents.

b. In evaluating social organization, planners look at:

(1) Density and distribution of population by groups; balance between urban and
rural groups; sparsely populated areas; and concentrations of primary racial, linguistic,
religious, or cultural groups.

(2) Race, religion, national origin, tribe, economic class, political party and
affiliation, ideology, education level, union memberships, management class, occupation,
and age of the populace.

(3) Overlaps among classes and splits within them, such as the number and types
of religious and racial groups to which union members belong and ideological divisions
within a profession.

(4) Composite groups based on their political behavior and the component and
composite strengths of each; that is, those who actively or passively support the government
or the threat and those who are neutral.

(5) Active or potential issues motivating the political, economic, social, or military
behavior of each group and subgroup.

(6) Population growth or decline, age distribution, and changes in location by

groups.

B-5
Appendix B

(7) Finally, planners perform a factor analysis to determine which activities and
programs accommodate the goals of most of the politically and socially active groups. Then
they determine which groups and composite groups support, are inclined to support, or
remain neutral toward the government.

c. In evaluating economic organization and performance, planners specifically look at:

(1) The principal economic ideology of the society and local innovations or
adaptations in the OA.

(2) The economic infrastructure such as resource locations, scientific and technical
capabilities, electric power production and distribution, transport facilities, and
communications networks.

(3) Economic performance such as gross national product, gross domestic product,
foreign trade balance, per capita income, inflation rate, and annual growth rate.

(4) Major industries and their sustainability, including the depth and soundness of
the economic base, maximum peak production levels and duration, and storage capacity.

(5) Performance of productive segments, such as public and private ownership

patterns, concentration and dispersal, and distribution of wealth in agriculture,
manufacturing, forestry, information, professional services, mining, and transportation.

(6) Public health factors that include, but are not limited to, birth and death rates,
diet and nutrition, water supply, sanitation, health care availability, endemic diseases, health
of farm animals, and availability of veterinary services.

(7) Foreign trade patterns, such as domestic and foreign indebtedness (public and
private) and resource dependencies.

(8) Availability of education, including access by individuals and groups;

sufficiency for individual needs; groupings by scientific technical, professional, liberal arts,
and crafts training; and surpluses and shortages of skills.

(9) Unemployment, underemployment, and exclusion of groups, as well as

horizontal and vertical career mobility.

(10) Taxation authorities, rates, and rate determination.

(11) Economic benefit and distribution, occurrence of poverty, and concentration

of wealth.

(12) Population shifts and their causes and effects; as examples, rural to urban,
agriculture to manufacturing, and manufacturing to service.

(13) Finally, planners identify economic program values and resources that might
generate favorable support, stabilize neutral groups, or neutralize threat groups.

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 Joint Intelligence Preparation of the Operational Environment to
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d. In evaluating political organization and dynamics, planners specifically look at:

(1) The formal political structure of the government and the sources of its power;
that is, pluralist democracy based on the consensus of the voters or strong man rule supported
by the military.

(2) The informal political structure of the government and its comparison with the
formal structure; that is, is the government nominally a democracy but in reality a political
dictatorship?

(3) Legal and illegal political parties and their programs, strengths, and prospects
for success. Also, the prospects for partnerships and coalitions between the parties.

(4) Nonparty political organizations, motivating issues, strengths, and parties or

programs they support such as political action groups.

(5) Nonpolitical interest groups and the correlation of their interests with political
parties or nonparty organizations such as churches, cultural and professional organizations,
and unions.

(6) The mechanism for government succession, the integrity of the process, roles
of the populace and those in power, regularity of elections, systematic exclusion of
identifiable groups, voting blocs, and patron-client determinants of voting.

(7) Independence or subordination and effectiveness of the judiciary. That is, does
the judiciary have the power of legislative and executive review? Does the judiciary support
constitutionally guaranteed rights and international concepts of human rights?

(8) Independence or control of the press and other mass media and the alternatives
for the dissemination of information and opinion.

(9) Centralization or diffusion of essential decision making and patterns of

inclusion, or inclusion of specific individuals or groups in the process.

(10) Administrative competence of the bureaucracy. Are bureaucrats egalitarian

in practice or in words only? Can individuals and groups make their voices heard within the
bureaucracy?

(11) Finally, planners correlate data concerning political, economic, and social
groups and then identify political programs to neutralize opposing groups, as well as provide
programs favorable to friendly groups.

e. In evaluating the history of the society, planners specifically look at:

(1) The origin of the incumbent government and its leadership. Was it elected?
Does it have a long history? Have there been multiple peaceful successions of
government?

B-7
Appendix B

(2) The history of political violence. Is violence a common means for the
resolution of political problems? Is there precedent for revolution, coup d’etat, assassination,
or terrorism? Does the country have a history of consensus-building? Does the present
insurgency have causes and aspirations in common with historic political violence?

(3) Finally, the analysts determine the legitimacy of the government, acceptance of
violent and nonviolent remedies to political problems by the populace, the type and level of
violence to be used by friendly and threat forces, and the groups or subgroups that will
support or oppose the use of violence.

f. In evaluating the nature of the insurgency, planners specifically look at:

(1) Desired end state of the insurgency, clarity of its formulation, openness of its
articulation, commonality of point of view among the elements of the insurgency, and
differences between this end view and the end view of the government.

(2) Groups and subgroups supporting the general objectives of the insurgency.

(3) Divisions, minority views, and dissension within the insurgency.

(4) Groups that may have been deceived by the threat concerning the desired end
state of the insurgency.

(5) Organizational and operational patterns used by the insurgency, variations and
combinations of such, and shifts and trends.

(6) Finally, analysts determine the stage and phase of the insurgency, as well as
how far and how long it has progressed and/or regressed over time. They identify unity and
disagreement with front groups, leadership, tactics, primary targets, doctrine, training,
morale, discipline, operational capabilities, and materiel resources. They evaluate external
support, to include political, financial, and logistic assistance or the provision of safe havens
or sanctuaries in neighboring nations or regions. This should include not only the sources of
support but also specific means by which support is provided and critical points through
which the HN could slow, reduce, negate, or stop this support. The planners determine
whether rigid commitment to a method or ideological tenet or other factor constitutes an
exploitable vulnerability and/or a weakness on which the government can build strength.

g. When studying hostile groups, planners examine from hostile perspectives:

(1) The leadership and staff structure and its psychological characteristics, skills,
and C2 resources.

(2) Patterns of lawless activities (for example, illicit drug trafficking, extortion,
piracy, and smuggling) or insurgent operations, base areas, LOCs, and supporters outside of
the country concerned.

(3) The intelligence, OPSEC, deception, and information capabilities of the hostile
groups.

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 Joint Intelligence Preparation of the Operational Environment to
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(4) The appeal of the hostile groups to those who support them.

h. In evaluating the nature of the government response, planners specifically examine:

(1) General planning, or lack of planning, for countering the insurgency,

lawlessness, or subversion being encountered, as well as planning comprehensiveness and
correctness of definitions and conclusions.

(2) Organization and methods for strategic and operational planning and
execution of plans such as resource requirements, constraints, and realistic priorities.

(3) Use of populace and resources and the effects on each group.

(4) Organization, equipment, and tactical doctrine for security forces; for
example, how the government protects its economic and political infrastructure.

(5) Areas where the government has maintained the initiative.

(6) Population and resource control measures.

(7) Economic development programs.

(8) Finally, planners correlate government and insurgent strengths and

weaknesses and identify necessary changes in friendly programs, plans, organization, and
doctrine.

i. In evaluating the effects on nonbelligerents, planners specifically examine:

(1) Mechanisms for monitoring nonbelligerent attitudes and responses.

(2) Common objectives of groups neither supporting nor opposing the

insurgency.

(3) Effects on the populace of government military, political, economic, and

social operations and programs. That is, does the government often kill civilians in its
counterthreat operations? Are benefits of government aid programs evenly distributed?

(4) Orientation of the populace. To whom is the populace inclined to provide

intelligence?

(5) Strengths and weaknesses of the nonbelligerents, the depth of their

commitment to remain neutral, and the requirements to make them remain neutral or to
support friendly or threat programs or forces.

j. In evaluating COAs for threat forces, the government, and nonbelligerents, analysts
balance the foregoing factors and determine likely COAs, as well as the probable outcomes
for each element.

B-9
Appendix B

5. Climatology Analysis

Relevant weather factors extend beyond short-term weather analysis to consideration

of the broader and longer term climatological factors. The area’s climate, weather, and
light conditions are analyzed to determine their effects on friendly, threat, and
nonbelligerent third-party operations. Planners consider climate types by area and season
and their effects on military, political, social, and economic activities. Historic weather
data and weather effects overlays are developed during this step. The effects of weather
and climate are integrated with terrain analysis. Special considerations are made for the
effects of weather and climate on CMO projects, MISO media and dissemination,
amounts of accessible food, storage of explosives, and population patterns such as
seasonal employment. Examples of potential effects are periods of drought that force
farmers to become bandits or insurgents and flooding that causes isolation and
interference with the distribution of food and medicine.

6. Threat Evaluation

a. In conducting the threat evaluation in FID, particular attention is paid to the HN

government’s military and paramilitary police forces and the insurgent forces and
infrastructure (guerrilla, auxiliary, and underground). Correlation of force evaluation in
such environments includes a detailed analysis of the following factors for friendly,
threat, and nonbelligerent forces: composition, strength (include number of active
members, amount of popular support, funding method, and origin), training, equipment,
electronics technical data, disposition (location), tactics and methods, operational
effectiveness, weaknesses and vulnerabilities, personalities, and miscellaneous data.

b. FID planners determine how the friendly, threat, and nonbelligerent forces can
use geography, offensive actions, security, surprise, and cross-country mobility to
develop locally superior application of one or more of the instruments of national power.
FID planners identify the strengths and weaknesses of friendly, threat, and nonbelligerent
forces, and determine the political, social, economic, and psychological effects of each
side’s COAs, tactics, and countertactics. Finally, planners develop COAs that will
optimize the application of the elements of national power by the friendly side.

c. The MISO threat evaluation serves two purposes. First, it provides the
commander with an understanding of the existing and potential opposing propaganda in
the area. It is a safe assumption that if US forces are conducting MISO in an area, some
other organization is also conducting information activities in the area. US forces in the
area must anticipate and be able to counter, if not prevent, threat information directed at
US forces, allied forces, and the local populace. Second, the MISO threat evaluation
provides the supported commander with a forecast of likely effects of US operations and
also provides alternative measures within each COA. To conduct an effective threat
evaluation, the planner must determine the capabilities of threat organizations to conduct
adversary information activities and to counteract US and allied influence efforts. (The
demographics of any military or paramilitary threat should be evaluated at this step if
they were not considered during OAE.) Specific capabilities to be evaluated include
threat abilities to:

B-10 JP 3-22
 Joint Intelligence Preparation of the Operational Environment to
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(1) Conduct offensive information activities targeting US or allied forces or the

local populace.

(2) Indoctrinate personnel against US MISO efforts (defensive

counterpropaganda).

(3) Counteract US MISO efforts by exploiting weaknesses in US MISO

operations (offensive counterpropaganda).

(4) Conduct active measures.

(5) Conduct electronic attack against US or allied broadcasts.

(6) Conduct electronic protection to safeguard organic information capabilities.

d. The CMO threat evaluation focuses on determining the adversaries in the HN

populace. This determination is especially critical when the opponent is not a standing
military force or when the opposing force is not equipped with standard uniforms and
weapons such as guerrillas or terrorists. These forces often blend into, or intermingle with,
the civilian community. CMO threat evaluation identifies the threat, OB, and modus
operandi. Social, religious, and other types of forums through which threat forces employ
the instruments of national power, as well as methods of countering such applications, are
also identified.

e. The OPSEC threat analysis provides insight into foreign intelligence service or
other intelligence-related entities with the capability, capacity, and intent to observe,
collect against, analyze, and develop potential COAs to counter or impede friendly
operations. An accurate threat analysis allows OPSEC planners to determine friendly
critical information and indicator vulnerabilities to the threat, assess their risk to friendly
operations, identify measures and countermeasures to protect them, and then assess the
overall effectiveness of the OPSEC program.

B-11
Appendix B

Intentionally Blank

B-12 JP 3-22
 APPENDIX C
ILLUSTRATIVE INTERAGENCY PLAN FOR FOREIGN INTERNAL DEFENSE

1. Purpose

Illustrative interagency plans for FID accomplish the following.

a. Employ all instruments of US national power (diplomatic, informational, military,

economic) and other sources of power (financial, intelligence, law enforcement) in support
of an HN IDAD effort.

b. Identify and sequence a checklist of tasks for each USG department and agency
over time.

c. Provide a mechanism for USG programs to be mutually supporting.

d. Include clear MOEs and measures of performance (MOPs) working toward clearly
defined goals.

e. Integrate USG activities with those of HN and other interested parties.

f. Justify future budget requirements.

g. Establish clear criteria for transition of phases.

h. Inform and guide agency future strategies and plans.

i. Provide a final deconfliction of disparate or contradictory actions by individual

agencies.

j. Ensure all USG departments and agencies communicate the same policies and
strategic guidance for consistent themes and messages.

2. Content

Because there is no set format for an illustrative interagency plan, the commander or
lead agent for FID operations should set the form to use. The illustrative interagency plan
should include the following components:

a. Policy Planning Guidance. This section summarizes guidance provided by the

President or other national security decisions pertaining to this situation. This section may
include the guidance of the US ambassador. Limiting treaties or further policy guidance
from HN policy makers or multinational partners (as endorsed by the President or the
President’s designee) should be included in this section as well.

b. US Interests at Stake. This section states the US interests at stake that warrant
US FID assistance. Clearly stated, transparent motives devoid of any unstated or hidden
agendas greatly facilitate the application of the informational and diplomatic instruments

C-1
Appendix C

of national power. Examples include securing significant economic interests, reducing

international criminal activities affecting US interests, and promoting the spread of human
rights and democracy.

c. US Strategic Purpose. This section describes the overall purpose of conducting

FID operations in the HN. Increasingly, the strategic purpose of FID transcends the borders
of the HN to encompass a regional, transregional, or global strategic purpose. Examples
include stabilizing a country for the sake of regional stability; countering narcoterrorism;
reducing the potential for proliferation of WMD and the materiel, technology, and expertise
necessary to create and sustain a WMD program; and stabilizing a country so it does not
become a haven for terrorists.

d. Mission Statement. This section states the who, what, where, when, and why of a
USG FID operation. Although not necessarily providing an exhaustive list of the who (that
is, the USG departments and agencies involved), this mission statement should be in
sufficient detail to encompass generalities on how the instruments of national power are
going to be brought to bear so each USG department and agency involved in FID operations
can infer its level of participation. A comprehensive overview is given with significant
operations or known hard dates. For instance, the mission statement may include, that
during the FID operation, national elections will occur on a specified date. The why of the
mission statement should be one of the most complete and least general portions of the
mission statement and should comply with, and encapsulate, US policy, interests, and
strategic purpose in the context of the HN IDAD needs.

e. Desired End State. This section describes the desired outcome of all FID
assistance. The preparer should describe the end state in measurable and quantifiable terms
rather than generalities. An example might be a situation where a HN is stabilized to the
point that an insurgency is reduced from a national security threat to a minor LE problem.
In this case, the level of insurgents might be quantified by a specific number (expressed in
an acceptable plus or minus range) coupled with an objectively verifiable metric, such as
the actual number of insurgent attacks.

f. Operational Concept. This section describes, in broad terms, how the USG will
employ the instruments of national power in the FID operation. The operational concept
is not the equivalent of a military CONOPS. The level of detail within an illustrative
interagency plan operational concept will typically be less than in a CONOPS. It will
instead focus on a holistic description of the interaction of the USG departments and
agencies involved in the FID operation to leverage all instruments of national power to
effect political-military conditions in the HN.

g. Phases. This section describes phases of USG assistance to an HN. Examples

might be support to an HN’s transition to a new strategy, support to an HN’s operations to
regain the initiative, support to HN offensive operations, support to HN consolidation of
COIN gains, and rehabilitation. Each phase includes triggers or transition points for
movement to the next phase. An alternative type of phasing could be geographical; for
instance, pacifying the eastern three regions of a country, then the center, then the west.

C-2 JP 3-22
 Illustrative Interagency Plan for Foreign Internal Defense

h. LOOs and Political-Military Objectives. A LOO is a logical line that connects

actions on nodes and decisive points related in time and purpose with an objective or a
physical line that defines the interior or exterior orientation of the force in relation to the
enemy or that connects actions on nodes and decisive points related in time and space to
objectives. This section describes the broad categories of FID activities the USG will
conduct and the objectives within each. An example of a LOO is support to HN security
forces to enhance their capacity to deal with insurgency. Political-military objectives
within that LOO could include training and equipping a counterguerrilla brigade, supplying
100 helicopters to an HN army, conducting intelligence cooperation, and training the HN
police to defend their stations against guerrilla attacks.

i. Agency Responsibilities. This section outlines the primary responsibilities of each

USG department and agency involved in this FID operation. In the case of multiple
agencies having areas of commonality, limiting or delineating points may be established.
In addition, this section can include information on which is the lead and coordinating
agency for a line of action that involves multiple USG departments and agencies.

j. Implementation Matrix. This section displays the political-military objectives for

each phase in matrix form. Although there is no set format for the implementation matrix,
all matrices must show objectives in chronological order. This is true whether the matrix
displays hard dates or not. If not, the matrix shows items in the order they will take place.

k. LOOs Annexes. Annexes contain key tasks, each with its MOEs, MOPs, costs,
and issues for each LOO. Annexes may be broken down into consolidated multiagency
annexes by LOO or by individual agency listing all relevant LOOs for that agency.

C-3
Appendix C

Intentionally Blank

C-4 JP 3-22
 APPENDIX D
FOREIGN INTERNAL DEFENSE POST MISSION DEBRIEFING GUIDE

The unit commander conducts a debriefing that provides an overview of the mission
and all relevant informational subsets. Figure D-1 depicts a post mission FID debriefing
guide.

Post Mission Debriefing Guide

Mission
 Brief statement of mission by joint force commander.
Execution
 Brief statement of the concept of operation developed before the deployment.
 Statement of method of operation accomplished during the operation, to include deployment, routes, activity in
host nation areas, and redeployment.
 Uniforms and equipment used.
 Weapons, demolitions, and ammunition used and results.
 Communications and media equipment used and results.
 Organic.
 Host nation force.
 Contract.
 Casualties (friendly and enemy) sustained and disposition of bodies of those killed in action.
 Friendly contacts established, to include descriptions, locations, circumstances, and results.
Military Geography
 Geographic name, Universal Transverse Mercator or geographic coordinates, and locations.
 Boundaries (north, south, east, and west).
 Distance and direction to nearest major cultural feature.
 Terrain.
 What type of terrain is dominant in this area?
 What natural and cultivated vegetation is present in the area?
 What is the density and disposition of natural vegetation?
 What is the approximate degree of slope?
 What natural obstacles to movement were observed, and what are their locations?
 What natural or man-made obstacles to media or humanitarian distribution are there?
 What natural or man-made drainage features are in the area?
 Direction of flow.
 Speed.
 Depth.
 Type of bed.
 What is the physical layout of rural and urban settlements?
 What is the layout of various houses within the area?
 What is the description of any potential landing zones or drop zones?
 What is the description of any beach landing sites, if applicable?
 What are the descriptions of any areas suitable for cache sites, and what are their locations?
 People.
 What major ethnic groups or tribes populate each area?
 What was (or is) their attitude toward other ethnic groups or tribes in the area?
 What are the principal religion(s) of the area, and how are they practiced?
o Main, secondary, etc. status.
o Influence on people.
o Influence or control on political or judicial processes.
o Religious prayer times, regular observed days, and holidays.
o Constraints, laws, and taboos.
o Conflicts in or between religions, denominations, or sects.
o Religious themes, symbology, and allegory or folklore.
o View on conflict and martyrdom.
 What is the description of the average citizen of the area (height, weight, hair color, characteristics)?
o Is there a physically differentiated minority?
o Is there a minority differentiated by other visual cues such as dress or hairstyle?
 What type clothing, footwear, ornaments, and jewelry do they wear?
 Is symbolism or status attached to certain items of jewelry or ornaments?

D-1
Appendix D

 What are the local traditions, customs, and practices?

o Between males and females?
o Between young and old?
o Toward marriage, birth, and death?
o Between the populace and local officials?
 What is the ordinary diet of the people?
o Self-imposed restrictions.
o Chronic dietary deficiencies.
o Cyclic, seasonal, or localized deficiencies.
 What was the attitude of the populace toward US and host nation forces?
o Friendly target groups or specific target audiences (TAs).
o Neutral or uncommitted target groups or specific TAs.
o Hostile target groups or specific TAs.
o Specific behavioral changes noted.
o Anecdotal occurrences or spontaneous events during current deployment.
 What was the general feeling and attitude of the populace and the host nation troops toward the government
and leaders, government policies, and general conditions within the country?
 How did the populace cooperate with United States Government (USG) elements?
 What is the approximate wage and economic status of the average citizen?
 What formal and informal educational practices were observed?
o Internal threat interference.
o Internal threat sponsorship.
 What is the state of health and well-being of the people in this area?
 Did the populace in this area speak the national language differently from others in the country? If so, how?
 What percentage of the populace and the indigenous forces speak English or other foreign languages?
 Did any member of the populace approach or ask questions about US presence or the mission? If so, describe
in detail. Give names, if possible.
Political Parties (Major, Minor, or Illegal Parties)
 Targeted by host nation or US.
 For internal defense and development (IDAD) support or as foreign internal defense target.
 Lethal, nonlethal, or both.
 Fundamental ideology.
 Authoritarian or elitist. Populist or democratic.
 Secular, theocratic, or mixed.
 Attitude toward h government.
 Attitude toward USG.
 Leaders.
 Key communicators.
 Willing or unwilling to support military information support operations (MISO) program.
 Effectiveness as spoiler or antigovernment/anti-US firebrand.
 Policies.
 Influence on government.
 Influence on the people.
 Peaceful/cooperative or militant/front group.
 Cooperative with MISO program.
 Used in MISO series targeting another TA(s).
 Overall effectiveness.
 Percentage of electorate: claimed vs. actual turnout.
 Money, real influence, covert influence, spoiler, etc.
 Foreign influence.
 Ethnic and/or ideological.
 Regional or international.
 Stability, strength, and weaknesses.

D-2 JP 3-22
 Foreign Internal Defense Post Mission Debriefing Guide

Military
 Friendly forces.
 Disposition.
 Composition, identification, and strength.
 Organization, armament, and equipment.
 Degree of training and combat effectiveness.
 Morale: general and specific:
 General psychological strengths and weaknesses.
 Degree of stratification—number of TAs.
 Psychological vulnerabilities/susceptibilities.
 Targeted by host nation and/or US MISO—effectiveness.
 Targeted by internal threat/foreign propaganda—effectiveness.
 Mission.
 Leadership and capabilities of officers and noncommissioned officers compared with those of the US.
 Logistics.
 Health capability.
 Maintenance problems with weapons and equipment.
 Methods of resupply and their effectiveness.
 General relationship between host nation military forces, the populace, and other forces (paramilitary, police, etc.).
 Influence on local populace.
 Credibility.
 Lingering effects of past bad acts/incompetence.
 Anecdotal or empirical evidence of improvement(s).
 Leaders or rank and file as used as key communicators/disseminators.
 Significant operations and/or MISO actions with outcomes.
 Recommendation for these forces (military and/or paramilitary) for unconventional warfare contact.
Insurgent or Other Internal Defense Threat Forces*
 Disposition.
 Composition, identification, and strength.
 Organization, armament, and equipment including weapons of mass destruction (WMD).
 Location and descriptions of WMD programs (stockpiles and proliferation networks.)
 Effects of any WMD used.
 Degree of training, morale, and combat effectiveness.
 Mission.
 Leadership capabilities.
 Logistics.
 Maintenance problems with weapons and equipment.
 Method of resupply and its effectiveness.
 Psychological strengths and weaknesses.
 Relationship between insurgent forces, joint force units, and the populace.
 Influence on local populace.
Police and Security Forces (Friendly and Adversary)*
 Disposition, strengths, and location.
 Organization, armament, and equipment.
 Logistics.
 Motivation, reliability, and degree of training.
 Psychological strengths and weaknesses.
 Relationship with the government and local populace.

D-3
Appendix D

Auxiliary and Underground (Friendly and Adversary) *

 Disposition, strength, and degree of organization.
 Morale and general effectiveness.
 Motivation and reliability.
 Support.
 Logistics.
 Intelligence.
* Combined in example for brevity. Should be covered separately.
Infrastructure
Describe the area:
 Rail system.
 General route.
 Importance to the local and general area.
 Bridges, tunnels, curves, and steep grades.
 Bypass possibilities.
 Key junctions, switching points, and power sources.
 Location of maintenance crews who keep the system operational during periods of large-scale interdiction.
 Security.
 Telecommunications system.
 Location and description of routes, lines, and cables.
 Location of power sources.
 Location and capacity of switchboards.
 Critical points.
 Importance to the local general area.
 Capabilities of maintenance crews to keep the system operating at a minimum.
 Security.
 Petroleum, oils, and lubricants (POL) storage and processing facilities.
 Location.
 Capacity of storage facilities.
 Equipment used for the production of POL.
 Power source.
 Types and quantities of POL manufactured.
 Methods of transportation and distribution.
o Rail.
o Truck.
o Ship.
o Air.
 Pipeline routes and pumping station capacities.
 Security.
 Electrical power system.
 Location and description of power stations.
 Principal power lines and transformers.
 Location of maintenance crews, facilities, and reaction time.
 Critical points.
 Capacity (kilowatts).
 Principal users.
 Security.
 Military installations and depots.
 Size.
 Activity.
 Location.
 Units.
 Equipment.

D-4 JP 3-22
 Foreign Internal Defense Post Mission Debriefing Guide

Targets
Describe the area:
 Reaction time.
 Security.
 WMD programs and storage facilities.
 Locations.
 Security.
 Types of WMD present and means of delivery.
 Proliferation networks (who was supporting the insurgent access to WMD).
 Highway and road system.
 Name and number.
 Type of surface, width, and condition.
 Location of bridges, tunnels, curves, and steep grades.
 Bypass possibilities.
 Traffic density.
 Location of maintenance crews, facilities, and reaction time.
 Security.
 Inland waterways and canals.
 Name and number.
 Width, depth, and type of bed.
 Direction and speed of flow.
 Location of dams and locks, their power source, and other traffic obstructions.
 Location and descriptions of administrative, control, maintenance crew, facilities, and reaction crew.
 Location and description of navigational aids.
 Natural and synthetic gas system.
 Location and capacity of wells and pipelines.
 Storage facilities and capacity.
 Critical points.
 Maintenance crews, facilities, and reaction time.
 Principal users.
 Security.
 Industrial facilities.
 Capabilities of plants to convert their facilities in wartime to the production of essential military materials.
 Type of facilities.
 Power sources.
 Locations.
 Sources of raw materials.
 Number of employees.
 Disposition of products.
 General working conditions.
 Critical points.
 Security.
 MISO actions.
 Restricted targets for cultural, infrastructural, or psychological value.
 Targets requiring nonlethal action.
Health and Sanitation
 To what degree does hunting and fishing contribute to the local diet?
 What cash crops are raised in the area?
 What domestic and wild animals are present?
 What animal diseases are present?
 What is the availability and quality of water in populated and unpopulated areas?
 What systems are used for sewage disposal?
 What sanitation practices were observed in the populated and unpopulated areas?
 What are the most common human illnesses and how are they controlled?

D-5
Appendix D

 What basic health services are available in populated and unpopulated areas?
 What occupations or practices could lead to illness or disease?
 What pesticides are used and how are they applied?
Evasion and Recovery
 From which element of the populace is assistance most likely?
 What, if any, safe houses or areas for evasion and resistance purposes can be recommended?
 What type shelters were used?
 Were fires small and smokeless?
 Were shelters adequate?
 Was food properly prepared?
 Were campsites well chosen?
 Were campsites and trails sterilized after movement to a new one?
 Host nation/US MISO support to evasion and resistance?
Civil Affairs Operations (CAO)
 Has the end state been attained for CAO supporting civil-military operations?
 Host nation transition plan.
 Has coordination for handoff been conducted with appropriate commands, agencies, and other organizations?
 If no, remaining benchmarks.
 Have the underlying causes of the conflict been ameliorated?
 To what degree?
 If still existing, how do they influence future planning?
 What arrangements have been made with other organizations to accomplish remaining civil affairs (CA) activities?
 New humanitarian, governmental, and infrastructure assistance requirements during current deployment.
 Will any ongoing operations (for example, engineer projects) be discontinued or interrupted?
 CA functional specialists that remain behind and residual requirements for each:
 Rule of law.
 Economic stability.
 Infrastructure.
 Governance.
 Public education and information.
 Public health and welfare.
 Who will support CA forces that remain behind?
Miscellaneous
 Weather.
 Wind speed and direction.
 Temperature.
 Effect on personnel, equipment, and operations.
Figure D-1. Post Mission Debriefing Guide

D-6 JP 3-22
 APPENDIX E
POINTS OF CONTACT

Joint Staff/J-7/Doctrine Division

Website: http://www.jcs.mil/doctrine/
E-mail: js.pentagon.j7.jedd-support@mail.mil
Phone number: 1-703-692-7273 (DSN 222)

Joint Staff Doctrine Sponsor/J37 DDSO/CT

Strategy, Policy, Plans Division
Comm: 1-703-695-8103 (DSN 224)
E-mail: js.pentagon.j3.list.j37-dd-so-plans-policy-exercises-all@mail.mil

United Special Operations Command (USSOCOM)/J-7/Lead Agent

USSOCOM Doctrine, J-7 CDI-D
Comm: 1-813-826-6728 (DSN 299)
E-mail: ussocomdoctrine.ctr@socom.mil

Air Force Special Operations Command

Mailing Address: HQ AFSOC/A8X
100 Bartley St.
Suite 209W
Hurlburt Field, FL 32544
Website: http://www.afsoc.af.mil/
E-mail: AFSOC.A8X.SP@us.af.mil
Phone Number: 1-850-884-3878

United States of Army John F. Kennedy Special Warfare Center and School
(USAJFKSWCS)
Mailing Address: Joint and Army Doctrine Integration Division
3004 Ardennes Street Stop A
Fort Bragg, NC 28310-9610
Website: http://www.soc.mil/SWCS/
E-mail: doctrine@socom.mil
Phone Number: 1-910- 432-6035

Marine Forces Special Operations Command (MARFORSOC)

Mailing Address: US Marine Forces Special Operations Command
(MARFORSOC)
G7 Doctrine
PSC Box 20116
Camp Lejeune, North Carolina 28542-0116
Website: http://www.marsoc.marines.mil/
Phone Number: 1-910-440-0255 (DSN 758)

D-1
Appendix D

Naval Special Warfare Command (NSWC)

Mailing Address: Naval Special Warfare Command, Attention N51
2000 Trident Way Building 624 (Attention N51),
San Diego, Ca 92155-5599
Website: https://navsoc.sof.socom.mil/default.aspx
Phone Number: 1-619-537-1245 
 

D-2 JP 3-22
 APPENDIX F
REFERENCES

The development of JP 3-22 is based upon the following primary references.

1. General

a. Title 10, USC, Armed Forces.

b. Title 22, USC, Foreign Relations and Intercourse.

c. Title 50, USC, War and National Defense.

d National Security Decision Directive 38, Staffing at Diplomatic Missions and Their
Constituent Post.

e. PPD-1, Organization of the National Security Council System.

f. PPD-23, Security Sector Assistance.

g. National Security Presidential Directive-44, Management of Interagency Efforts

Concerning Reconstruction and Stabilization.

2. Department of Defense Publications

a. National Defense Strategy.

b. Guidance for Employment of the Force.

c. DODD 3000.07, Irregular Warfare (IW).

d. DODD 5105.65, Defense Security Cooperation Agency (DSCA).

e. DODD 5132.03, DOD Policy and Responsibilities Relating to Security

Cooperation.

f. DODD 5230.11, Disclosure of Classified Military Information to Foreign

Governments and International Organizations.

g. DODD 5240.02, Counterintelligence (CI).

h. DODD 8521.01E, DOD Biometrics.

i. DODI 1100.22, Policy and Procedures for Determining Workforce Mix.

j. DODI 2000.12, DOD Antiterrorism (AT) Program.

k. DODI 2205.02, Humanitarian and Civic Assistance (HCA) Activities.

F-1
Appendix F

l. DODI 3000.05, Stability Operations.

m. DODI O-3300.04, Defense Biometric Enabled Intelligence (BEI) and Forensic

Enabled Intelligence (FEI).

n. DODI 5000.68, Security Force Assistance (SFA).

o. DODI C-5105.81, (U) Implementing Instructions for DOD Operations at US

Embassies.

p. DODI 5111.20, State Partnership Program (SPP).

q. DODI 5132.13, Staffing of Security Cooperation Organizations (SCOs) and the

Selection and Training of Security Cooperation Personnel.

r. Department of Defense Law of War Manual.

s. Defense Security Cooperation Agency Manual 5105.38-M, Security Assistance

Management Manual.

t. Memorandum of Agreement Between the Department of Defense and the

Department of Homeland Security for the Inclusion of the US Coast Guard in Support of
Maritime Homeland Defense.

3. Chairman of the Joint Chiefs of Staff Publications

a. CJCS Guide 3130, Adaptive Planning and Execution Overview and Policy
Framework.

b. CJCSI 3110.01J, (U) 2015 Joint Strategic Campaign Plan (JSCP).

c. CJCSI 3110.05F, Military Information Support Operations Supplement to the Joint

Strategic Campaign Plan.

d. CJCSI 3121.01B, (U) Standing Rules of Engagement/Standing Rules for the Use of
Force for US Forces.

e. CJCSI 3150.25F, Joint Lessons Learned Program.

f. CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES)

Volume I (Planning Policies and Procedure).

g. CJCSM 3130.03, Adaptive Planning and Execution (APEX) Planning Formats and
Guidance.

h. CJCSM 3150.25A, Joint Lessons Learned Program.

i. JP 1, Doctrine for the Armed Forces of the United States.

F-2 JP 3-22
 References

j. JP 1-0, Joint Personnel Support.

k. JP 2-0, Joint Intelligence.

l. JP 2-01, Joint and National Intelligence Support to Military Operations.

m. JP 2-01.2, Counterintelligence and Human Intelligence in Joint Operations.

n. JP 2-01.3, Joint Intelligence Preparation of the Operational Environment.

o. JP 3-0, Joint Operations.

p. JP 3-05, Special Operations.

q. JP 3-07, Stability.

r. JP 3-07.2, Antiterrorism.

s. JP 3-07.4, Counterdrug Operations.

t. JP 3-08, Interorganizational Cooperation.

u. JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear

Environments.

v. JP 3-13.2, Military Information Support Operations.

w. JP 3-13.3, Operations Security.

x. JP 3-20, Security Cooperation.

y. JP 3-24, Counterinsurgency.

z. JP 3-25, Countering Threat Networks.

aa. JP 3-26, Counterterrorism.

bb. JP 3-33, Joint Task Force Headquarters.

cc. JP 3-34, Joint Engineer Operations.

dd. JP 3-40, Countering Weapons of Mass Destruction.

ee. JP 3-57, Civil-Military Operations.

ff. JP 4-0, Joint Logistics.

gg. JP 4-02, Joint Health Services.

hh. JP 4-08, Logistics in Support of Multinational Operations.

F-3
Appendix F

ii. JP 4-10, Operational Contract Support.

jj. JP 5-0, Joint Planning.

kk. JP 6-0, Joint Communications System.

ll. (U) National Military Strategy of the United States of America.

mm. DOD Dictionary of Military and Associated Terms.

4. Multi-Service Publications

a. ATP 3-07.10 (FM 3-07.10)/MCRP 3-03D.1 (MCWP 3-33.8A)/NTTP 3-

07.5/AFTTP 3-2.76, Multi-Service Tactics, Techniques, and Procedures for Advising
Foreign Security Forces.

b. Navy Warfare Publication (NWP) 1-14M/Marine Corps Tactical Publication 11-

10B/Commandant Publication P5800.7A, The Commander’s Handbook on the Law of
Naval Operations.

c. FM 6-05/MCRP 3-30.4/NTTP 3-05.19/AFTTP 3-2.73/USSOCOM Publication 3-

33, Multi-Service Tactics, Techniques, and Procedures for Conventional Forces and
Special Operations Forces Integration, Interoperability, and Interdependence.

d. FM 3-24/MCWP 3-02, Insurgencies and Countering Insurgencies.

e. ATP 2-22.85/MCRP 10-10F.1/NTTP 3-07.16/AFTTP 3-2.85/CGTTP 3-93.6,

Biometrics Multi-Service Tactics, Techniques, and Procedures for Tactical Employment of
Biometrics in Support of Operations.

f. ATP 3-22.40/ MCWP 3-15.8/NTTP 3-07.3.2/AFTTP 3-2.45/CGTTP 3-93.2, Multi-

Service Tactics, Techniques, and Procedures for the Employment of Nonlethal Weapons.

5. United States Army Publications

a. Army Doctrine Publication (ADP) 3-0, Unified Land Operations.

b. ADP 3-05, Special Operations.

c. ADP 3-07, Stability

d. ATP 3-05.2, Foreign Internal Defense.

e. ATP 3-05.40, Special Operations Sustainment.

f. ATP 3-53.1,Military Information in Special Operations.

g. ATP 3-57.30, Civil Affairs Support to Nation Assistance.

F-4 JP 3-22
 References

h. ATP 4-02.42, Army Health System Support to Stability and Defense Support of
Civil Authorities Tasks.

i. FM 3-24.2, Tactics in Counterinsurgency.

j. FM 3-53, Military Information Support Operations.

k. FM 3-61, Public Affairs Operations.

6. United States Navy Publications

a. Navy Doctrine Publication 1, Naval Warfare.

b. NWP 3-05, Naval Special Warfare.

c. NWP 5-01, Navy Planning.

d. NTTP 3-05.7 Naval Special Warfare Foreign Internal Defense.

e. NTTP 3-06.1, Riverine Operations.

f. NTTP 3-54M/MCWP 3-40.9, Operations Security (OPSEC).

7. United States Marine Corps Publications

a. Fleet Marine Force Reference Publication 12-15, Small Wars Manual.

b. MCWP 3-03, Stability Operations.

c. Marine Corps Information Publication 3-2.2i, Small Leader’s Guide to

Counterinsurgency.

8. United States Air Force Publications

a. AFDA 3-2, Irregular Warfare.

b. AFDA 3-22, Foreign Internal Defense.

F-5
Appendix F

Intentionally Blank

F-6 JP 3-22
 APPENDIX G
ADMINISTRATIVE INSTRUCTIONS

1. User Comments

Users in the field are highly encouraged to submit comments on this publication using the
Joint Doctrine Feedback Form located at: https://jdeis.js.mil/jdeis/jel/jp_feedback_form.pdf
and e-mail it to: js.pentagon.j7.mbx.jedd-support@mail.mil. These comments should address
content (accuracy, usefulness, consistency, and organization), writing, and appearance.

2. Authorship

a. The lead agent for this publication is USSOCOM, and the Joint Staff doctrine
sponsor for this publication is the Director for Strategic Plans and Policy (J-5).

b. The following staff, in conjunction with the joint doctrine development community,
made a valuable contribution to the revision of this joint publication: lead agent, Mr. Ricky
Peterson, USSOCOM; Joint Staff doctrine sponsor, LTC Todd Van Orsdel, Joint Staff J-
3; LtCol Brian Mullery, Joint Staff J-7, Joint Doctrine Analysis Branch; and Mr. Lloyd
Brown and LtCol Mark Newell, Joint Staff J-7, Joint Doctrine Branch.

3. Supersession

This publication supersedes JP 3-22, Foreign Internal Defense, 12 July 2010.

4. Change Recommendations

a. To provide recommendations for urgent and/or routine changes to this publication,

please complete the Joint Doctrine Feedback Form located at:
https://jdeis.js.mil/jdeis/jel/jp_feedback_form.pdf and e-mail it to: js.pentagon.j7.mbx.jedd-
support@mail.mil.

b. When a Joint Staff directorate submits a proposal to the CJCS that would change
source document information reflected in this publication, that directorate will include a
proposed change to this publication as an enclosure to its proposal. The Services and other
organizations are requested to notify the Joint Staff J-7 when changes to source documents
reflected in this publication are initiated.

5. Lessons Learned

The Joint Lessons Learned Program (JLLP) primary objective is to enhance joint force
readiness and effectiveness by contributing to improvements in doctrine, organization,
training, materiel, leadership and education, personnel, facilities, and policy. The Joint
Lessons Learned Information System (JLLIS) is the DOD system of record for lessons
learned and facilitates the collection, tracking, management, sharing, collaborative
resolution, and dissemination of lessons learned to improve the development and readiness
of the joint force. The JLLP integrates with joint doctrine through the joint doctrine
development process by providing lessons and lessons learned derived from operations,

G-1
Appendix G

events, and exercises. As these inputs are incorporated into joint doctrine, they become
institutionalized for future use, a major goal of the JLLP. Lessons and lessons learned are
routinely sought and incorporated into draft JPs throughout formal staffing of the
development process. The JLLIS Website can be found at https://www.jllis.mil
(NIPRNET) or http://www.jllis.smil.mil (SIPRNET).

6. Distribution of Publications

Local reproduction is authorized, and access to unclassified publications is

unrestricted. However, access to and reproduction authorization for classified JPs must be
IAW DOD Manual 5200.01, Volume 1, DOD Information Security Program: Overview,
Classification, and Declassification, and DOD Manual 5200.01, Volume 3, DOD
Information Security Program: Protection of Classified Information.

7. Distribution of Electronic Publications

a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are
available on JDEIS Joint Electronic Library Plus (JEL+) at
https://jdeis.js.mil/jdeis/index.jsp (NIPRNET) and http://jdeis.js.smil.mil/jdeis/generic.jsp
(SIPRNET), and on the JEL at http://www.jcs.mil/Doctrine/ (NIPRNET).

b. Only approved JPs are releasable outside the combatant commands, Services, and
Joint Staff. Defense attachés may request classified JPs by sending written requests to
Defense Intelligence Agency (DIA)/IE-3, 200 MacDill Blvd., Joint Base Anacostia-
Bolling, Washington, DC 20340-5100.

c. JEL CD-ROM. Upon request of a joint doctrine development community member,

the Joint Staff J-7 will produce and deliver one CD-ROM with current JPs. This JEL CD-
ROM will be updated not less than semi-annually and when received can be locally
reproduced for use within the combatant commands, Services, and combat support
agencies.

G-2 JP 3-22
 GLOSSARY
PART I—ABBREVIATIONS, ACRONYMS, AND INITIALISMS

AC Active Component
ACC area coordination center
ACSA acquisition and cross-servicing agreement
ADP Army doctrine publication
AECA Arms Export Control Act
AFDA Air Force doctrine annex
AFSOF Air Force special operations forces
AFTTP Air Force tactics, techniques, and procedures
AO area of operations
AOR area of responsibility
APEX Adaptive Planning and Execution
ARSOF Army special operations forces
ASD(SO/LIC) Assistant Secretary of Defense for Special
Operations/Low-Intensity Conflict
AT antiterrorism
ATP Army techniques publication

C2 command and control

CA civil affairs
CAA combat aviation advisor
CAO civil affairs operations
CBRN chemical, biological, radiological, and nuclear
CCDR combatant commander
CCICA command counterintelligence coordinating authority
CCMD combatant command
CCP combatant command campaign plan
CCS commander’s communication synchronization
CD counterdrug
CDRUSSOCOM Commander, United States Special Operations Command
CF conventional forces
CGTTP Coast Guard tactics, techniques, and procedures
CI counterintelligence
CIA Central Intelligence Agency
CJCS Chairman of the Joint Chiefs of Staff
CJCSI Chairman of the Joint Chiefs of Staff instruction
CJCSM Chairman of the Joint Chiefs of Staff manual
CMO civil-military operations
COA course of action
COG center of gravity
COIN counterinsurgency
COM chief of mission
CONOPS concept of operations
CT counterterrorism

GL-1
Glossary

CTF counter threat finance

CTN countering threat networks
CVE countering violent extremism
CWMD countering weapons of mass destruction

DATT defense attaché

DHS Department of Homeland Security
DNI Director of National Intelligence
DOD Department of Defense
DODD Department of Defense directive
DODI Department of Defense instruction
DOJ Department of Justice
DOS Department of State
DSCA Defense Security Cooperation Agency
DSR defense strategy review
DZ drop zone

EDA excess defense articles

FAA Foreign Assistance Act

FCC functional combatant commander
FDR foreign disaster relief
FHA foreign humanitarian assistance
FID foreign internal defense
FM field manual (USA)
FMF foreign military financing
FMS foreign military sales
FP force protection
FPD force protection detachment
FSF foreign security forces

GCC geographic combatant commander

GEF Guidance for Employment of the Force
GEOINT geospatial intelligence

HCA humanitarian and civic assistance

HN host nation
HNS host-nation support
HQ headquarters
HSS health service support
HUMINT human intelligence

IAW in accordance with

ICPO-INTERPOL International Criminal Police Organization-International
Police
IDAD internal defense and development

GL-2 JP 3-22
 Glossary

IIP Bureau of International Information Programs (DOS)

IMET international military education and training
INL Bureau of International Narcotics and Law Enforcement
Affairs (DOS)
IO information operations
IR intelligence requirement
ISR intelligence, surveillance, and reconnaissance

J-2 intelligence directorate of a joint staff

J-3 operations directorate of a joint staff
J-5 plans directorate of a joint staff
JFC joint force commander
JIACG joint interagency coordination group
JIPOE joint intelligence preparation of the operational
environment
JLLIS Joint Lessons Learned Information System
JP joint publication
JS Joint Staff
JSOTF joint special operations task force
JSPS Joint Strategic Planning System
JTF joint task force

LE law enforcement
LEA law enforcement agency
LOC line of communications
LOO line of operation
LOS line of sight
LZ landing zone

MARFORSOC Marine Forces Special Operations Command

MCA military civic action
MCMO medical civil-military operations
MCRP Marine Corps reference publication
MCWP Marine Corps warfighting publication
MEU Marine expeditionary unit
MIS military information support
MISO military information support operations
MNF multinational force
MOA memorandum of agreement
MOE measure of effectiveness
MOP measure of performance
MTT mobile training team

NGO nongovernmental organization

NMS national military strategy
NSC National Security Council

GL-3
Glossary

NSS national security strategy

NTTP Navy tactics, techniques, and procedures
NWP Navy warfare publication

O&M operation and maintenance

OA operational area
OAE operational area evaluation
OB order of battle
OCS operational contract support
OE operational environment
OFDA Office of United States Foreign Disaster Assistance
(USAID)
ONDCP Office of National Drug Control Policy
OPCON operational control
OPLAN operation plan
OPSEC operations security
OSD Office of the Secretary of Defense
OSINT open-source intelligence
OTERA organize, train, equip, rebuild/build, and advise

PA public affairs
PAO public affairs officer
PDSS predeployment site survey
PEP personnel exchange program
PIR priority intelligence requirement
PKO peacekeeping operations
PM Bureau of Political-Military Affairs (DOS)
PN partner nation
PO peace operations
POLAD policy advisor
PPD Presidential policy directive

QAT quality assurance team

RC Reserve Component
ROE rules of engagement

SA security assistance
SC security cooperation
SCO security cooperation organization
SDO senior defense official
SecDef Secretary of Defense
SF special forces
SFA security force assistance
SJA staff judge advocate
SOC special operations commander

GL-4 JP 3-22
 Glossary

SOF special operations forces

SOFA status-of-forces agreement
SOJTF special operations joint task force
SPMAGTF special purpose Marine air-ground task force
SPP State Partnership Program
SROE standing rules of engagement
SSR security sector reform

TA target audience
TACON tactical control
TAT technical assistance team
TSOC theater special operations command
TTP tactics, techniques, and procedures

UN United Nations
USA United States Army
USAF United States Air Force
USAID United States Agency for International Development
USC United States Code
USCG United States Coast Guard
USD(P) Under Secretary of Defense for Policy
USG United States Government
USMC United States Marine Corps
USN United States Navy
USSOCOM United States Special Operations Command

VEO violent extremist organization

WMD weapons of mass destruction

GL-5
 PART II—TERMS AND DEFINITIONS

foreign internal defense. Participation by civilian agencies and military forces of a

government or international organizations in any of the programs and activities
undertaken by a host nation government to free and protect its society from subversion,
lawlessness, insurgency, terrorism, and other threats to its security. Also called FID.
(Approved for incorporation into the DOD Dictionary.)

internal defense and development. The full range of measures taken by a nation to
promote its growth and to protect itself from subversion, lawlessness, insurgency,
terrorism, and other threats to its security. Also called IDAD. (DOD Dictionary.
Source: JP 3-22)

military assistance advisory group. A joint Service group, normally under the military
command of a commander of a unified command and representing the Secretary of
Defense, which primarily administers the United States military assistance planning
and programming in the host nation. (Approved for incorporation into the DOD
Dictionary.)

Military Assistance Program. None. (Approved for removal from the DOD Dictionary.)

security forces. Duly constituted military, paramilitary, police, and constabulary forces
of a state. (DOD Dictionary. Source: JP 3-22)

technical assistance. The providing of advice, assistance, and training pertaining to the
installation, operation, and maintenance of equipment. (DOD Dictionary. Source: JP 3-22)

GL-6 JP 3-22
 JOINT DOCTRINE PUBLICATIONS HIERARCHY
JP 1

JOINT
DOCTRINE

JP 1-0 JP 2-0 JP 3-0 JP 4-0 JP 5-0 JP 6-0

COMMUNICATIONS
PERSONNEL INTELLIGENCE OPERATIONS LOGISTICS PLANS SYSTEM

All joint publications are organized into a comprehensive hierarchy as shown in the chart above. Joint
Publication (JP) 3-22 is in the Operations series of joint doctrine publications. The diagram below
illustrates an overview of the development process:

STEP #4 - Maintenance STEP #1 - Initiation

l JP published and continuously l Joint doctrine development
assessed by users community (JDDC) submission to fill
l Formal assessment begins extant operational void
24-27 months following l Joint Staff (JS) J-7 conducts front-
publication end analysis
l Revision begins 3.5 years l Joint Doctrine Planning Conference
after publication validation
l Each JP revision is completed l Program directive (PD) development
no later than 5 years after and staffing/joint working group
signature l PD includes scope, references,
outline, milestones, and draft
authorship
l JS J-7 approves and releases PD to
lead agent (LA) (Service, combatant
Maintenance command, JS directorate)

Initiation
ENHANCED
JOINT JOINT
WARFIGHTING DOCTRINE
CAPABILITY PUBLICATION

Approval Development

STEP #3 - Approval STEP #2 - Development

l JSDS delivers adjudicated matrix to JS J-7 l LA selects primary review authority (PRA) to develop the first
l JS J-7 prepares publication for signature draft (FD)
l PRA develops FD for staffing with JDDC
l JSDS prepares JS staffing package
l FD comment matrix adjudication
l JSDS staffs the publication via JSAP for
signature l JS J-7 produces the final coordination (FC) draft, staffs to
JDDC and JS via Joint Staff Action Processing (JSAP) system
l Joint Staff doctrine sponsor (JSDS) adjudicates FC comment
matrix
l FC joint working group