text: Planning
  CIVIL-MILITARY OPERATIONS
  2-122. Civil-military operations are the activities of a commander performed by military forces to establish,
  maintain, influence, or exploit relationships between military forces and indigenous populations and
  institutions. These operations support national objectives for host-nation and regional stability. Civil-military
  operations may include military forces conducting activities and functions normally done by the local,
  regional, or national government. Conducted to gain maximum support for U.S. forces from the civilian
  population, civil-military operations contribute to the success of military operations and project a favorable
  U.S. image throughout the operational area. MDOs coordinate deception with civil-military operations and
  with MISO efforts that support civil-military operations to ensure deception plans do not inadvertently
  undermine the relationships with the civilian population or with host-nation military authorities. Failure to
  consider civil-military operations could compromise deception plans or have other unintended consequences.
  COORDINATION REQUIREMENTS
  2-123. MDOs coordinate both deception and its supporting actions with higher, adjacent, subordinate, and
  supporting staffs. Within a staff, coordination is required between MDOs and other planners and analysts on
  the staff. Coordination with U.S. Government department and agency personnel prevents destabilizing civil-
  military relationships and an unintentional compromise of deception plans. This coordination has increased
  importance in situations in which the media or general public view deception.
  2-124. It is important to restrict knowledge of information relating to planned and ongoing MILDEC
  operations to only those personnel who need to know. The commander provides guidance concerning the
  dissemination of deception-related information. During multinational operations, the staff informs the
  commander of information requirements and concerns of the non-U.S. partners. During planning, MDOs
  develop need to know criteria that permit necessary coordination while limiting the number of individuals
  with knowledge of the deception. Only a few individuals require access to the entire deception plan. Others
  require only knowledge of limited portions of the plan. The need to know criteria should address these
  different levels of required access.
  2-125. When deception plans incorporate or involve multinational partners, the command’s foreign
  disclosure officer helps determine appropriate access to deception information and operations. For further
  information on multinational personnel access to deception plans, refer to CJCSI 3211.01.
  RISK ASSESSMENT
  2-126. The evaluation of the risks associated with conducting a deception does not end with the
  commander’s decision to adopt a particular COA. In planning, commanders use risk assessment to determine
  the potential consequences of deception failure or compromise and the consequences of unintended effects
  of the deception.
  2-127. As planning progresses, the MDO refines the risk assessment as each element of the plan is detailed
  and aligned with the current situation. For example, the execution of a required observable by an electronic
  ruse instead of by a demonstration conducted by a combat unit may reduce the risk to command resources.
  Throughout the course of the deception planning process, MDOs must note significant changes in risk to the
  commander and staff so their impacts can be assessed and accounted for in operational planning. The staff
  records results of risk analysis during planning. The MDO then develops risk mitigation measures to ensure
  risk remains within acceptable levels to the commander.
  2-128. The MDO develops a risk assessment for the finalized deception plan under conditions prevailing at
  that time. That risk assessment must be clearly presented during the approval process so the commander can
  make a well-informed decision on whether to approve and execute the deception operation or not. If the
  deception plan is not immediately implemented, the MDO continues to monitor risk to account for
  implications of changes in the situation.