text: Chapter 8
  stability, civil affairs units place greater emphasis on infrastructure, economic stability, and governance
  expertise. (See FM 3-57 for additional information.)
  PROVINCIAL RECONSTRUCTION TEAM
  8-34. A provincial reconstruction team, when established, can be part of a long-term strategy to transition
  the functions of security, governance, and economics to provincial governments. It is a potential combat
  multiplier for maneuver commanders performing governance and economics functions and providing
  expertise to programs designed to strengthen infrastructure and the institutions of local governments. The
  provincial reconstruction team leverages the principles of reconstruction and development to build host
  nation capacity while speeding the transition of security, justice, and economic development to the control
  of the host nation. Depending on the situation, a provincial reconstruction team is manned between 60 to 90
  personnel. A provincial reconstruction team may have the following complement of personnel:
  (cid:122) Provincial reconstruction team leader.
  (cid:122) Deputy team leader.
  (cid:122) Multinational force liaison officer.
  (cid:122) Rule of law coordinator.
  (cid:122) Provincial action officer.
  (cid:122) Public diplomacy officer.
  (cid:122) Agricultural advisor.
  (cid:122) Engineer.
  (cid:122) Development officer.
  (cid:122) Governance team.
  (cid:122) Civil affairs team.
  (cid:122) Bilingual cultural advisor.
  INTERGOVERNMENTAL ANDNONGOVERNMENTAL ORGANIZATIONS
  8-35. BCTs also must recognize the value of intergovernmental and nongovernmental organizations and
  build effective relationships with these actors. These organizations may have the most extensive amounts of
  resources to conduct stability operations tasks within the BCT’s area of operations. Intergovernmental
  organizations and nongovernmental organizations are the primary sources of subject matter expertise in many
  essential services and governance topics. They also are the primary provider of humanitarian, infrastructure
  and essential services in immature operational environments. Intergovernmental and nongovernmental
  organizations potentially have experienced and detailed knowledge of the civil environment. Usually the
  intergovernmental and nongovernmental organizations will have a better understanding of the civil
  considerations than any other actors other than host-nation personnel will. This insight can assist the BCT in
  the continual process to understand and shape the environment.
  8-36. Building relationships with intergovernmental and nongovernmental organizations is unique, as
  opposed to host-nation forces and interagency actors, who often have different mandates and alternative
  perspectives to operations, focused on stability. The BCT commander and staff utilize these differences to
  see the operational environment and tactical problems from different perspectives. Additionally,
  understanding where intergovernmental and nongovernmental organizations are in the area of operations and
  the nature of their activitieshelps develop a common operational picture (COP). This COP enables the BCT
  to anticipate changes to the operational environment, the effects of intergovernmental and nongovernmental
  organizations on stability operations tasks and BCT operations, and future friction points between the
  organization’s interests and the BCT’s interests.
  8-37. Building relationships with intergovernmental and nongovernmental organizations might also be
  difficult because these organizations are reluctant to establish associations with U.S. forces. The BCT must
  be cognizant of this and establish these relationships on terms beneficial to all parties involved.
  Intergovernmental and nongovernmental organizations can bring valuable resources, information regarding
  the civil populace and the operational environment, and alternative perspectives to the BCT’s operation.
  Examples of interagency personnel that can provide the BCT valuable information are members of a United