9-1. The DC operations are a special category of PRC, and they are the most basic collective tasks performed by CA personnel. The DC operations minimize civilian interference with military operations and protect civilians from combat operations. They are normally performed with minimal military resources. Nonmilitary international-aid organizations, NGOs, and IHOs are the primary resources used by CA forces. However, CA forces may depend on other military units, such as I/R MP units, to assist with a particular category of civilians.

9-2. Controlling civilians is essential during military operations because uncontrolled masses of people can seriously impair the military mission. Commanders plan measures to protect civilians in the AO and to prevent their interference with the mission.

9-3. During military operations, US forces must consider two distinct categories of civilians—those who remained in place and those who are dislocated. The first category includes civilians who are indigenous to the area and the local populace, including civilians from other countries. They may or may not need help; and if they can take care of themselves, they should remain in place.

9-4. The second category includes civilians who leave their homes for various reasons. They are categorized as DCs, and their movement and physical presence can hinder military operations. They probably require some degree of aid (medicine, food, clothing, water, and shelter) and may not be native to the area or the country. The term DC is generic, and it is further subdivided into categories (see Chapter 1 ).

9-5. All commanders are under the legal obligation imposed by international law, including the Geneva Conventions and other applicable international humanitarian laws. In particular, commanders must comply with the principles and spirit of the law of land warfare during armed conflicts (and other operations unless directed otherwise by competent authorities), regardless of how they are characterized. (See FM 27-10 and the SJA for additional information.)

9-6. The primary objective of DC operations is to minimize civilian interference with military operations. They also—

• Protect DCs from combat operations.

• Prevent and control the outbreak of disease.

• Relieve human suffering.

• Centralize masses of DCs.

9-7. Although the Assistant Chief of Staff, G5 (Civil Affairs) (G5) or the Civil Affairs Officer (US Army) (S5) is the primary planner of DC operations, all military planners consider DC operations. The G5 or the S5, in conjunction with supporting CA units, assesses the needs of DCs to ensure that they receive adequate and proper help. He considers the cultural background of DCs and the cultural background of the country where DCs are located. The planning of DC operations differs at each level of command. All commands and national and international agencies involved in DC operations have clearly defined responsibilities within a single overall program. The following principles apply to DC operations:

• Coordinate with the DOS, the UNOCHA, and FN civil and military authorities to determine the appropriate levels and types of aid required and available.

• Minimize outside contributions to meet basic needs as DCs become self-sufficient, and encourage DCs to become as independent as possible.

• Review the effectiveness of humanitarian responses, and adjust relief activities as necessary.

• Coordinate with CA units to use US, HN, international, and third-nation organizations such as the United Nations Children's Fund (UNICEF) and the Cooperative for American Relief Everywhere, Incorporated (CARE). Their use not only capitalizes on experience but also reduces requirements placed on US military forces.

• Restrict the rights of DCs as required. Under international law, DCs have the right to freedom of movement; but in the event of a mass influx, security considerations may require restrictions.

9-8. The planning scope for DC operations and the actual task implementation differ, depending on the command level and the TO. Before describing how MP units support DC operations, MP leaders must have a basic understanding of how CA forces plan DC operations. Except as specifically noted, planning considerations discussed in this manual are applicable to all tactical scenarios, including logistics operations for units in the COMMZ.

9-9. Based on national policy directives and other political efforts, the theater commander provides directives on the care, control, and disposition of DCs. The corps commander integrates the theater commander's guidance with the corps ground tactical plan. The driving force for DC planning must be generated at corps level. At division, COSCOM, and other subordinate command levels, the DC plan must—

• Allow the accomplishment of tasks assigned by higher command echelons.

• Be within the restrictions imposed by higher headquarters.

• Guide subordinate commands in handling and routing DCs.

• Ensure that all concerned parties—including the fire support coordination center and the Assistant Chief of Staff, G3 (Operations and Plans) (G3), or the Operations and Training Officer (US Army) (S3)—receive information on DC plans, routes, and areas of concentration.

• Help DCs by alleviating their suffering while awaiting status determination.

• Provide security and safety for DCs and soldiers by maintaining proper order and discipline within the facility.

• Provide an aggressive information program by using support agencies and DC leadership.

9-10. The DC plans support the OPLAN. As a minimum, DC plans must address the—

• Authorized extent of migration and evacuation.

• Minimum standards of care.

• Status and disposition of DCs.

• Designation of routes and movement control measures.

• Cultural and dietary considerations.

• Designation and delegation of responsibilities.

9-11. The care and control of DCs fulfill a dual purpose—to ensure that DCs receive the minimum essentials to subsist (food, water, clothing, shelter, and emergency medical aid) and to maximize the mobility of tactical forces and minimize civilian interference with military operations. The CA and MP forces coordinate and establish movement control early. Major considerations include a stay-put policy, collection points, and assembly areas (see Figure 9-1):

• Stay-put policy . Civilians remain near their homes and under controlled movement. The policy assumes the capability for enforcement, information dissemination, and ES. The HN may have a policy that US forces support, but US forces do not have the authority or the right to enforce the policy. It is not within the authoritative capability of US forces.

• Collection points . A collection point establishes control and direction over the movement of the civilian populace, and it is the primary measure for gaining initial control over DCs. It is a temporary area for small numbers of DCs until they can return to their homes or move to a safer area. It is as far forward as possible during the flow of battle. Because a collection point is temporary, screening by CA forces, MI, or MP is quick and may include screening for intelligence information and emergency assistance. Screening takes place to segregate EPWs, CIs, and allied soldiers from DCs. Local civilians or civilian agencies can operate collection points under the supervision of tactical or support troops or CA personnel. The MP become involved in DC operations when civilian congestion along MSRs threatens the mobility of the maneuver force. They may be the first US elements to address DC problems and initiate actions to restore force mobility.

• Assembly areas . Assembly areas are temporary holding areas for civilians before they return to their homes or move to a more secure area. Detailed screening or segregation of DC categories takes place at assembly areas. They are usually located in a secure, stable environment and may include schools, churches, hotels, and warehouses. When selecting a specific area, consider the ability to provide overnight accommodations for several days. Local civilians can operate assembly areas under the supervision of tactical or support troops or CA personnel.

9-12. Evacuation creates serious problems and is only considered as a last resort. Per US doctrine, a division or higher commander can order an evacuation. When the decision is made to evacuate a community, CA and MP make detailed plans to prevent uncontrolled groups from disrupting the movement of military units and supplies. Consider the following when planning a mass evacuation:

• Transportation . The CA plans for the maximum use of civilian transportation.

• Security . The CA helps the Assistant Chief of Staff, G2 (Intelligence) (G2) with security screening and documentation of evacuees. Since the civilians are being removed from the area where they can best take care of themselves, the military provides security for them after evacuation. They also provide security for property left behind, including farm animals and pets.

• Documentation . Evacuees may need ID documents showing their name and the locality from which they were evacuated. As a control technique, CA personnel prepare a manifest that lists evacuees for movement.

• Briefing . The MCO briefs evacuees before movement. He uses leaflets, loudspeakers, posters, and other means available. The briefing explains details of the move, such as restrictions on personal belongings and the organization and schedule for the movement.

• Rations . For a movement lasting no more than 2 days, supply personnel issue rations to each evacuee at the time of departure or at designated points en route.

• Health care . The public health team makes maximum use of civilian medical personnel, equipment, and supplies to provide health care to evacuees. Use military medical personnel, equipment, and supplies as supplements if necessary. Take proper steps to prevent the spread of infectious diseases before movement.

• Return . Evacuation plans provide for evacuees' return and the criteria for determining the duration of their absence.

9-13. Directing and controlling movement are vital when handling masses of DCs. The G5 and HN authorities are responsible for mass DC operations, and the MP may help direct DCs to alternate routes. If possible, incorporate HN assets in planning and implementation. Consider the following:

• Route selection . When selecting routes for civilian movement, CA personnel consider the types of transportation common to the area. They coordinate the proposed traffic circulation plan with the transportation officer and the PM. All DC movements take place on designated civilian evacuation routes.

• Route ID . After designating movement routes, CA personnel mark them in languages and symbols that civilians, US forces, and allied forces understand. The PSYOP units, MP, HN military forces, and other allied military units can help mark routes.

• Control and assembly points . After selecting and marking movement routes, CA and HN authorities establish control and assembly points at selected key intersections. The G5 or S5 coordinates locations with the PM, the movement control center, and the Assistant Chief of Staff, G4 (Logistics) (G4) to include control and assembly points in the traffic circulation plan.

• Emergency rest areas . The CA personnel set up emergency rest areas at congested points to provide immediate needs (water, food, fuel, maintenance, and medical services). Notify the PM to ensure that these areas are included in MP area security operations.

• Local and national agencies . Using local and national agencies conserves military resources and reduces the need for interpreters and translators. Civilian authorities normally have legal status and are best equipped to handle their own people.

9-14. When large groups of civilians are quartered temporarily (less than 6 months) or semipermanently (more than 6 months), the commander may task CA units to establish a DC facility. If existing facilities (HN, NGO, IHO, or IO) are suitable for DC facilities and HN personnel are available to administer and operate the facility, MP units may not be required to establish I/R facilities. Under this scenario, CA units provide the HN with technical advice, support, and assistance, depending on the requirements. They may also furnish additional detachments and functional teams or specialists to resolve public health, welfare, and safety problems at the facility.

9-15. If the commander deploys MP units to the TO or tasks them to support DC operations, MP help set up, administer, and operate facilities in close coordination with CA forces, the HN, PSYOP units, NGOs, IHO, IOs, and other interested agencies. The MP unit commander becomes the I/R facility commander.

9-16. The support of DC operations begins before an MP unit arrives in the TO or is tasked with the mission. The I/R facility commander has a thorough understanding of international law, the concept of DC operations, and how they apply to the mission. If time permits, he contacts the in-country G5/S5, CA units, and other organizations that may have a role in DC operations (see Chapter 1 ). The CA forces provide MP leaders and soldiers with expertise on factors that directly affect DC operations. Some of the factors include—

• The availability of HN agencies and the status of infrastructure.

• Ethnic differences and resentments.

• Social structures (family and regional).

• Religious and symbolic systems (beliefs and behaviors).

• Political structures (distribution of power).

• Economic systems (sources and distribution of wealth).

• Links among social, religious, political, and economic dynamics.

• The cultural history of the area.

• Attitudes toward US military forces.

• Logistical requirements.

9-17. When deployed to the TO, MP leaders coordinate with higher headquarters G5/S5, CA, PSYOP, HN, NGOs, IHO, and IOs before setting up and operating the I/R facility. After a clear understanding of the mission, the concept of operations, and other available information, the I/R facility commander uses the MDMP to determine specific tasks the MP unit performs to accomplish the mission. Some considerations include—

• Location.

• Construction.

• Setup.

• Processing.

• Screening.

• Classification.

• ID.

• Clothing and equipment.

• Subsistence.

• Dining facilities.

• Medical and sanitation.

• Self-government.

• Discipline.

• Control.

• Administration.

• L&O.

• ROI.

• ROE.

• Transportation.

• Disposition.

9-18. The I/R facility commander coordinates with CA, the G5/S5, and other military and nonmilitary organizations when selecting a site for DC operations. The location depends on the availability of supply routes, food, water, power, and waste disposal. Avoid sites near vital communications centers, large military installations, or other potential military targets. Also consider the susceptibility of the area to natural and man-made disasters (floods, pollution, and fire) and the use of facility personnel as a source of local labor support.

9-19. The DCs, local agencies, or government employees construct facilities when possible. The supporting command's logistics and transportation assets acquire and transport materials to build or modify existing facilities. Local sources may provide materials within legal limitations. The supporting command also furnishes medical, subsistence, and other supporting assets to establish DC facilities. Engineer support and military construction materials may be necessary when I/R facilities are set up in areas where local facilities are unavailable; for example, hotels, schools, halls, theaters, vacant warehouses, and unused factories.

9-20. The TCMS contains basic plans, specifications, and material requirements for building EPW/CI facilities based on population. The plans can be easily modified for DC operations in temperate, frigid, tropic, and desert climates.

9-21. If necessary, CS MP units and I/R MP units set up the facility using acquisitioned tentage and additional materials. The I/R facility commander considers the type of construction necessary to satisfy the needs of the DC operation. Some considerations are the—

• Local climate.

• Anticipated permanency of the facility.

• Number of facilities to be constructed.

• Availability of local materials.

• Extent of available military resources and assistance.

9-22. Subdivide the facility into sections or separate compounds to ease administration and DC tension. Each section can serve as an administrative subunit for transacting facility business. Major sections normally include facility headquarters, hospital, dining facility, and sleeping areas. Subdivide sleeping areas for families, unaccompanied children, unattached females, and unattached males. Consider cultural and religious practices, and try to keep families together. Figure 9-2 shows a sample DC I/R facility. Additional facilities, fencing, and other requirements are based on the—

• Number of civilians.

• Diversity of the population.

• Resources available.

• Need for a reactionary force.

• Need to establish an animal compound.

• Need to establish a vehicle-parking area.

9-23. The initial reception of DCs begins with their transport from the assembly area to the inprocessing center of the I/R facility. Conduct processing in a positive manner because DCs are fearful. Ensure that DCs clearly understand why they are being processed and know what to expect at each station. The facility commander, a HN representative, or another official conducts an entrance briefing to DCs upon their arrival.

9-24. While the EPW/CI processing procedures discussed in previous chapters provide a foundation, I/R personnel must be aware of unique aspects when processing DCs. Military personnel provide training and support, while NGOs, IHOs, and IOs actually process DCs. The number and type of processing stations vary from operation to operation. Table 9-1 shows stations that may be required during DC operations.

9-25. The I/R facility commander determines the accountability procedures and requirements necessary for DC operations. Translators are present throughout processing. A senior person greets new arrivals and makes them feel welcome. Brief DCs on facility policies and procedures and screen them to identify security and medical concerns. Offer them the use of personal-hygiene facilities, and always maintain family integrity.

9-26. Conduct pat-down searches to ensure that weapons are not introduced into the compound. Conduct same-gender searches when possible, and do not conduct strip searches. Speed and security considerations may require mixed-gender searches. If so, perform them in a respectful manner, using all possible measures to prevent any action that could be interpreted as sexual molestation or assault. The on-site supervisor carefully controls soldiers doing mixed-gender searches to prevent allegations of sexual misconduct. Using HN, NGO, or IHO assets to conduct searches may prevent an intense situation from developing.

9-27. Screening may be necessary to prevent infiltration by insurgents, enemy agents, or escaped members of hostile armed forces. Although intelligence and other units may screen DCs, friendly and reliable local civilians can perform this function under the supervision of MP and CA personnel. Screeners carefully apply administrative controls to prevent infiltration and preclude alienation of people who are sympathetic to US objectives. The screening process also identifies technicians and professionals to help administer the facility; for example, policemen, schoolteachers, doctors, dentists, nurses, lawyers, mechanics, carpenters, and cooks.

9-28. The MP classify DCs during processing. They coordinate with CA, NGOs, IHOs, and IOs to determine proper classifications. Expect a continuing need for reclassification and reassignment of DCs. Statements made by a DC and the information on his ID papers determine his initial classification. Agitators, enemy plants, and individuals who should be classified as EPWs or CIs will be identified by their activities. Reclassify them according to their identity or ideology.

9-29. Identifying DCs may or may not be necessary; it depends on guidance from higher headquarters, CA, the HN, and other agencies. The need for ID varies from operation to operation, and it is used to—

• Verify rosters against the actual population.

• Provide timely reunification of family members.

• Match DCs with their medical records in case of a medical emergency or evacuation.

• Check identities of DCs against the transfer roster.

9-30. An ID card can be used to facilitate ID. It contains the DC's name, photograph, and control number. The control number may be an ISN or a sequenced control number specific to the DC. Color-coded IDs permit ID by categories (see Chapter 1 ). An ID band permits rapid, reliable ID of an individual and may also be used in DC operations. While DCs cannot be prevented from removing or destroying ID bands, most will accept their use for ID purposes. When ID bands or cards deteriorate, replace them immediately.

9-31. Supply DCs with adequate, suitable clothing and sleeping equipment if they do not have supplies with them. Requisition clothing and equipment through NGOs, IHOs, IOs, and HN sources when possible. In a combat environment, use available captured clothing and equipment. Ensure that DCs wear clothing until it is unserviceable, and replace it as necessary.

9-32. Ensure that food rations are sufficient in quantity, quality, and variety to maintain health and prevent weight loss and nutritional deficiencies. Consider the habitual diet of the DC population, and be aware that DCs may bring their own rations and cooking utensils. Allow DCs to prepare their own meals after coordination with CA; the HN; and NGOs, IHOs, IOs who support the facility.

9-33. Ensure that expectant and nursing mothers and children under the age of 15 receive additional food in proportion to their needs. Increase the rations of workers based on the type of labor performed. Provide plenty of fresh water. A good planning factor is 20 gallons per individual per day.

9-34. Make minimal menu and feeding-schedule changes to prevent unrest among the DC population. Inform the DC leadership when changes must be made.

9-35. Dining-facility requirements vary depending on the number of DCs and the availability of equipment. If deemed necessary, the I/R facility commander can authorize local procurement of cooking equipment. Consult with SJA to determine the purchasing mechanism and the legality of items being purchased. Coordinate with NGOs, IHOs, and IOs for food service support. Train selected DCs to perform food service operations, and ensure that they are constantly supervised by US food service personnel.

9-36. Due to the temporary nature of an I/R facility, the need for medical care and sanitation intensifies. If possible, locate a sick call tent adjacent to each major compound inside the facility to ensure prompt medical screening and treatment. Enforcement and education measures ensure that the facility population complies with basic sanitation measures. Provide medical care via organic I/R medical personnel or coordinate with the appropriate HN medical authorities. To prevent communicable diseases, follow the guidance in FM 21-10 and other applicable publications. Conduct routine, preplanned health, comfort, and welfare inspections that appear to be random. Inspections ensure that the facility is safe, sanitary, and hazard-free. When conducting inspections—

• Ensure that their purpose is conveyed and emphasized to DC leaders.

• Respect cultural beliefs such as religious tenets and shrines. The INS, international support groups, community leaders, CA, and DC leaders are good sources for information regarding cultural sensitivities.

• Treat DCs and their possessions with respect.

9-37. One of the best ways to ensure DC cooperation in a facility is to establish a form of self-government. It minimizes the impression that DCs are under the control of a foreign government and allows them to feel a degree of control over their lives. Chapter 5 and AR 190-8 contain procedures for establishing a CI committee. Use the procedures as a model for establishing a DC self-government, and coordinate with CA for assistance.

9-38. Self-government leaders can help solve problems before they become major events. The infrastructure of self-government promotes a stable environment where rapport is built between the facility commander, the DC leadership, and the DC population. This, in turn, reduces tension and provides an effective means of communicating reliable information to the facility population.

9-39. The DCs can submit complaints and requests to the I/R facility commander via—

• An elected DC internment committee.

• A written complaint.

• A visiting representative of the UNHRC or a similar agency.

9-40. Facility commanders establish and strictly enforce measures to maintain discipline and security. Establish rules that can be easily followed by everyone, and coordinate the rules with SJA and HN authorities. Determine how to enforce rules and how to deal with DCs who violate noncriminal rules. Establish daily or periodic routines and responses that are conducive to good discipline and control. Ensure that facility personnel—

• Enforce policies and procedures to control DCs.

• Give reasonable orders decisively and in a language that DCs understand.

• Post copies of the UN mandate relating to the situation in every compound where DCs can easily read them.

• Post facility rules, regulations, instructions, notices, orders, and announcements that DCs are expected to obey in an easily accessed area. Ensure that the information is printed in a language that DCs understand, and provide a copy to DCs who do not have access to posted copies.

• Ensure that DCs obey orders, rules, and directives.

• Report DCs who refuse or fail to obey an order or a regulation to DC leaders and HN authorities.

• Do not fraternize with DCs.

• Do not donate or receive gifts or engage in any commercial activity with DCs.

9-41. Discipline and control also apply to I/R facility personnel. They—

• Observe rigorous self-discipline.

• Maintain a professional, impersonal attitude.

• Follow ROI and ROE guidelines.

• Cope with hostile or unruly behavior and incidents calmly.

• Take fair, immediate, decisive action.

9-42. Controlling personnel is the key to successful facility operations. The I/R facility commander ensures efficient, effective control that meets US obligations under international law. Facility control includes measures to reduce waste and avoid duplication of effort. The commander—

• Establishes and maintains discipline quickly and fairly.

• Publishes and enforces rules of conduct and updates them as necessary.

• Serves as the single POC, coordinating all matters within the facility and with outside organizations and agencies.

• Establishes and posts barracks rules such as those shown in Figure 9-3.

9-43. Use HN civilians as cadre for facility administration, and encourage DCs to become involved in facility administration. Past experience shows that about 6 percent of DCs should be employed on a full-time basis. If possible, I/R facility and CA personnel organize and train cadre before the facility opens. The HN civilians come from public and private welfare organizations and are under military supervision.

9-44. Problems might stem from DCs' state of mind. The difficulties they experienced may affect their acceptance of authority. They may have little initiative or may be uncooperative because of an uncertain future. They may be angry because of their losses, or they may resort to looting and general lawlessness because of their destitution. The I/R facility commander can minimize difficulties through careful administration and—

• Maintaining different national and cultural groups in separate facilities or sections.

• Keeping families together.

• Separating unaccompanied males, females, and children under the age of 18 (based on HN laws as to when a child becomes an adult).

• Furnishing DCs with information about their status and future.

• Allowing DCs to speak freely to facility officials.

• Involving DCs in facility administration, work, and recreation.

• Establishing quick contact with agencies for aid and family reunification.

9-45. Disseminating instructions and information to the facility population is vital. Communications may be in the form of notices on bulletin boards, posters, public address systems, loudspeakers, facility meetings and assemblies, or a facility radio station. The CA teams and area PSYOP units can help disseminate information.

9-46. Another tool for effective administration is using liaison personnel. Liaison involves coordination with all interested agencies. The US government and military authorities, allied liaison officers, and representatives of local governments and international agencies can provide assistance. Implement the following standards related to DC treatment:

• Do not penalize or expose them to unfavorable treatment because their presence in the country is considered unlawful.

• Do not restrict their movement except when necessary for public health and order.

• Allow them to enjoy their fundamental rights.

• Treat them as persons whose plight requires special understanding and sympathy. Provide necessary assistance; and do not subject them to cruel, inhumane, or degrading treatment.

• Do not discriminate because of race, religion, political opinion, nationality, or country of origin.

• Recognize that they are persons before the law who enjoy free access to the courts of law and other competent administrative authorities.

• Base the I/R facility's location on the safety needs and well-being of DCs and the security needs of the receiving state.

• Provide them with necessities (food, shelter, and basic sanitary and health facilities).

• Maintain family units when possible.

• Provide assistance for tracing relatives.

• Protect minors and unaccompanied children.

• Allow them to send and receive mail.

9-47. The I/R facility commander is also the safety and security officer. He deals with crimes against persons and property, performs security patrols, and conducts reaction team operations. If an L&O team is attached to the organization, it performs L&O-related functions. Otherwise, the commander uses organic resources, such as an MP guard company, to establish an MP desk and blotter and perform other specific functions. The location of the MP station depends on the facility's layout and the commander's needs.

9-48. Some other sources for security officers include local police forces, HN paramilitary and military forces, and the facility population. Police personnel within the population can supplement security teams or constitute a facility police force if necessary. Internal and external patrols are necessary; however, ensure that security does not give the impression that the facility is a prison. Base patrol areas and distribution plans on the size of the facility and the number of DCs in each subdivision. If a DC is apprehended for committing a crime, coordinate with SJA and HN authorities to determine the disposition and the status of the subject and the disposition of the case paperwork, evidence (including crime lab analysis results), and recovered property. Also obtain information on items, procedures, and agreements unique to the supported HN.

9-49. Be prepared to perform civil-disturbance operations to restore L&O. Identify a reactionary force that can be immediately deployed and employed inside the facility to control a disturbance. The size of the reactionary force depends on the facility population and the available military forces. The reactionary force is well trained, well organized, and knowledgeable of applicable ROE, the use-of-force policy, and the use of NLWs and civil-disturbance measures. (See Appendix B and FM 19-15 for more information.)

9-50. Basic guidelines and the foundation for I/R facility L&O are provided in FMs 19-10 and 19-20. The I/R facility commander tailors the forms and procedures to his specific mission.

9-51. The ROI provide soldiers with a guide for interacting with the DC population. The following points may be included in the ROI:

• Avoid discussing politics or immigration policies with DCs.

• Avoid making promises to DCs. If cornered, reply with, "I will see what I can do."

• Refrain from making obscene gestures at DCs because they may understand the meaning.

• Avoid making derogatory remarks or political comments about DCs. Local linguists understand English, and DCs might understand it.

• Treat DCs equally. They may become offended if they do not receive the same treatment or resources others receive.

• Respect religious articles and materials.

• Treat medical problems seriously.

• Treat DCs with respect.

• Greet DCs in their own language.

• Clear phrases that DCs teach to soldiers through a linguist to ensure that they do not contain obscene language.

9-52. The DC ROE vary from operation to operation. The CINC establishes ROE in conjunction with SJA and upon joint staff approval. The CINC approves special ROE developed for use in DC facilities that are controlled and secured by MP. The ROE may evolve to fit the changing environment, ensuring continued protection and safety for the DC population and US personnel. Ensure that ROE remain simple and understandable so that soldiers are not confused and do not have to memorize extensive checklists. Key definitions are—

• Deadly force. Force that is likely to cause death or serious bodily harm. An attack with an edged weapon and the use of a firearm are examples of deadly force.

• Hostile act . An attack or the use of deadly force against a person.

• Hostile intent. A threat of deadly force against a person. This term is used to anticipate a hostile act or to react to a threat before it occurs by applying graduated levels of nondeadly force.

9-53. Design ROE around escalating use of force. Resolve a conflict with the minimum force necessary, but allow leaders and soldiers to escalate the level of force as necessary to retain control. For example—

• First: Give a verbal warning.

• Second: Present a show of force, such as pepper spray, a stun gun, or a shotgun.

• Third: Use pepper spray or a stun gun.

• Fourth: Use a riot baton.

• Fifth: Fire a shotgun using nonlethal rounds or bird shot.

9-54. Nonlethal measures can be authorized by the ROE anytime during an operation to protect soldiers and DCs from injury. The NLWs include riot batons, pepper spray, stun guns, and shotguns loaded with nonlethal munitions or bird shot. The ROE may include nondeadly force to protect mission-essential equipment from damage or destruction. Mission-essential equipment includes tactical and nontactical vehicles, communications equipment, weapons, computers, and office and personal equipment.

9-55. The ROE normally authorize the use of deadly force only in extreme situations, such as—

• When there is an immediate or imminent threat of death or serious bodily harm to US personnel, civilians, or DCs.

• When its use would not significantly increase the risk of death or serious bodily harm to innocent persons.

• When lesser, nondeadly force fails or is impractical.

• When it is a last resort.

9-56. The DC facility requires adequate transportation assets. Since MP units have limited organic transportation assets, the unit MCO or the CA transportation specialist coordinates and determines the types and numbers of vehicles required and makes provisions to have them on hand. The I/R facility commander uses civilian or captured enemy vehicles when possible.

9-57. The final step in DC operations is the disposition of DCs. Allowing DCs to return to their homes as quickly as tactical considerations permit lessens the burden on military and civilian economies. It also reduces the danger of diseases that are common among people in confined areas. When DCs return home, they can help restore their towns and can better contribute to their own support. If DCs cannot return home, they may resettle elsewhere in their country or in a country that accepts them. Guidance on the disposition of DCs comes from higher authority upon coordination with US forces, national authorities, and international agencies.

9-58. The most important step in the disposition of DCs is the final handling of personnel and property. Before the DC operation is terminated, the I/R facility commander consults with higher headquarters, the SJA, and other pertinent agencies to determine the proper disposition of records.