15-minute read (not including the list of Fellowships and Professional Opportunities in question 4)
By Colonel (Ret.) Brad Hughes
Introductory Note from the Team Chief: In CATR #1, published on 27 March 2025, we did a call out for ideas to discuss in the Team Room:
“We seek your questions to generate conversations. What do you want to know about civil affairs, life as a civil affairs professional, or the experiences of seasoned civil affairs officers, non-commissioned officers, and members of partner organizations as they faced particular challenges working with military units, mission partners, and local national populations and authorities in the field? Send a note to the Civil Affairs Team Room, and we will do our best to have our team members share what they know.”
We received the first response to this query on 8 April 2025 from Patrick Mendez, a candidate for the 38G Military Government Specialist direct commission program. He sent five questions related to being a highly effective 38G officer in the field. Due to individual OPTEMPO and other scheduling conflicts, it’s taken us some time to pull together the answers and publish this post. Colonel (Ret.) Brad Hughes stepped up and, at long last, here it is.
COL DJC
________
1. What distinguishes a highly effective 38G officer in the field – particularly in the 4A (Industry & Production) or 6E (Commerce & Trade) roles – from someone who just meets the standard? Are there particular experiences, mindsets, or technical proficiencies that seem to accelerate impact during deployments?
First, for those unfamiliar with the 38G program, it was created to fix a personnel management problem within U.S. Army Reserve (USAR) civil affairs (CA) units. CA generalist officers and CA functional specialist officers were all designated by the Area of Concentration (AOC) 38A. Since personnel management policies did not require strict assignment by skill identifier, functional specialist officers were often placed in generalist positions, and vice versa, to maintain unit readiness requirements rather than operational requirements.
The 38G program was formalized in 2014 at the request of the commanding general of the U.S. Army John F. Kennedy Special Warfare Center and School (USAJFKSWCS) to establish an AOC for Military Government officers in the USAR. Its main purpose was to more effectively manage and build real capacity of CA functional specialists – who had long been a mainstay in CA units – by being able distinguish them from general CA officers in AOC 38A.
The 38G AOC focuses on utilizing the specialized expertise of USAR officers who have established professional careers in the private or public sectors. I would like to think that none of our Military Government officers just “meet the standard.” Our 38Gs across all functional areas tend to be highly effective individuals who understand how to leverage their civilian expertise and professional networks to accomplish civil affairs tasks in all operational environments. Their mindset is to focus on what their supported commander needs to know and do to accomplish his or her mission.
The episode of One CA Podcast with Major Jared Goff, among others, highlights this very well.
2. How do 38G officers typically build relationships with civilian counterparts (e.g., local business leaders, government regulators, or industrial stakeholders) in environments with limited institutional trust or fragile governance? What lessons learned would you share for preparing to do this effectively?
Maintaining any relationship depends on the amount of time and effort you are willing to invest, both in and out of uniform. As reservists, we can stay in key positions longer, allowing us to build stronger relationships with our foreign partners, the interagency, and other stakeholders. This longevity helps us build institutional memory, deepen our understanding of our partners’ needs, and increase confidence in our capabilities. Unfortunately, these efforts are entirely unpaid and are losing their appeal due to cuts to overseas travel, inactive duty training (IDT) travel, lodging-in-kind (LIK), and other incentives that help motivate the Civil Affairs cohort to focus on our meaningful work.
I have had the privilege of helping to shape the 38G cohort, and I’ve noticed that many of the experts within this growing group struggle with basic professional networking tasks. Skills that have been effective for professional advancement seem to diminish when they are in uniform. It’s as though they believe the Army will handle their networking for them. Simple actions, such as picking up the phone, sending an email or text, and following up, can be challenging. It’s not that difficult
These are the essential components of “networking,” and that common thread runs through these examples:
Republic of Marshall Islands Assessment | Ebeye & Majuro, RMI (September 2023)
A team of 38G Civil Affairs Military Government Officers conducted a climate assessment in the Republic of the Marshall Islands, focusing on Kwajalein Atoll, particularly Ebeye. They engaged with local officials and organizations to understand the community’s economic, social, and infrastructure challenges. The team then moved to Majuro and collaborated with local non-government organizations (NGOs) on related programs. Their efforts resulted in a summary report outlining recommended next steps for ongoing engagements in areas such as human trafficking training, agricultural and waste management, disaster management, and education, which will be shared with key stakeholders for future initiatives.
Use of Networks:
The team used a variety of networks during its assessment to enhance its understanding and to inform its recommendations for the Republic of the Marshall Islands. Collaborations with local government officials provided insights into governance and development priorities, while partnerships with NGOs highlighted community needs and existing programs. Engaging with educational institutions and community leaders helped identify support mechanisms for other initiatives. Additionally, interactions with the U.S. Army Garrison fostered collaboration between military operations and community issues, particularly regarding climate change. This multifaceted approach enabled the team to gather comprehensive data, build relationships, and propose actionable solutions to challenges facing the Marshallese people.
Mongolia Disaster Response Exercise & Exchange (DREE)| Choibalsan, Mongolia (January 2024)
A Veterinary Public Health Officer collaborated with military and local agencies to plan a disaster response exercise in Mongolia. Activities included meetings with U.S. planners and the local National Emergency Management Agency (NEMA), as well as conducting Food and Water Risk Assessments (FWRAs) at selected meal facilities. The findings were compiled into a report to assist with food facility selection and will be shared through the Veterinary Service Information Management System (VSIMS).
Use of Networks:
Networks were leveraged by engaging multiple stakeholders, including U.S. military planners and Mongolia’s NEMA, to enhance comprehensive planning for the DREE. This collaborative approach facilitated effective information sharing, amplified by the uploading of the FWRA reports to VSIMS, which offers global access to vital resources for military personnel. The food and water safety protocols supported a larger network of disaster response personnel, ensuring safe meal provision during the exercise. The successful interactions among various agencies further highlighted how these networks foster effective communication and coordination in multi-agency disaster preparedness efforts.
Keen Edge Exercise | Camp Smith, Hawaii (January/February 2024)
A 14-member team collaborated in a bilateral exercise to enhance interagency coordination within the USINDOPACOM area of responsibility (AOR). Supporting a joint coordination group that includes various government agencies, the team focused on integrating with interagency partners, participating in established operational rhythms, and utilizing specialists. The exercise aimed to strengthen alliances by addressing hypothetical crises and improving stabilization planning, leading to enhanced mission performance and stronger networks among military and civilian agencies for responding comprehensively to potential challenges in the region.
Use of Networks:
During the exercise, leveraging networks significantly contributed to mission success by enhancing communication, coordination, and collaboration among various agencies, including military personnel, the Department of State, and the U.S. Agency for International Development. This interagency approach enabled effective sharing of vital information and resources, leading to a comprehensive understanding of hypothetical crises. Engaging specialists from diverse fields enriched problem-solving capabilities and provided varied perspectives on stabilization planning. Participation in the USINDOPACOM Battle Rhythm ensured alignment and cohesion among all parties, facilitating a swift response to challenges. Ultimately, these strengthened networks not only improved mission-related tasks but also reinforced the U.S./Japan alliance, establishing a solid foundation for addressing future crises in the Indo-Pacific region
Palau, Public Awareness | Koror, Palau (April/May 2024)
A cross-functional team of 38G Civil Affairs Military Government Officers collaborated with military and government personnel to organize training for various government ministries, focusing on combating trafficking in persons and victim advocacy. They engaged with officials to assess progress on domestic violence and trafficking issues, aligning with broader objectives related to women, peace, and security. This effort built on previous training initiatives by other agencies and strengthened relationships with government agencies, resulting in multiple requests for additional training and support.
Use of Networks:
The mission benefited from effective networking and collaborative partnerships with military and government personnel, fostering knowledge sharing and resource access. Key connections with influential Palauan officials helped align efforts with national priorities and facilitated targeted training initiatives to combat human trafficking and support victim advocacy. Building trust and relationships with various agencies fostered ongoing cooperation and supported future initiatives.
Taiwan Whole Society Engagement | Taipei, Taiwan (July 2024)
A 38G Civil Affairs Military Government Officer collaborated with experts to enhance the security institutions and resilience of Taiwan. Over several days, they focused on improving response capabilities through joint defense strategies and efforts across Taiwanese society. This partnership led to plans for workshops to train local authorities, strengthen security cooperation, and foster better relationships among various organizations and partners.
Use of Networks:
The networks utilized in this effort included military collaboration, academic expertise, and local governance, which together fostered a comprehensive approach to improving Taiwan’s security capabilities.
Strategic/Academic Partnership Meeting – Energy| Houston, Texas (February 2023)
A recent meeting took place between a 38G Civil Affairs Military Government Officer and Congressman Wesley Hunt to discuss collaboration on the Baker Institute Center for Energy Studies, particularly how to leverage and fund the existing memorandum of agreement between USACAPOC(A) and Rice University. Follow-up discussions have been positive, with potential opportunities for future engagement, including an invitation to an energy summit and plans for an in-person meeting. Involvement from a committee member focused on diverse energy sources is beneficial for guiding the initiative’s priorities.
Use of Networks:
This engagement has successfully formed strategic partnerships with academic institutions to enhance energy studies. By engaging with political figures on natural resource committees, valuable connections have been created, providing access to legislative support and insights into energy policies. Ongoing communication and planned meetings suggest a commitment to maintaining these relationships, fostering trust, and potential collaborations. An invitation to a notable energy summit could further expand their influence and networking, facilitating important discussions that promote innovative solutions and shared objectives.
3. In your experience, how do 38G officers balance doctrinal planning (e.g., assessments, lines of effort) with on-the-ground adaptability when working in economically complex or post-conflict environments?
To answer this question, let me give this example.
In 2015, the Qawalangin Tribe of Unalaska applied for a civil affairs assessment through the Office of the Secretary of Defense (now War, or OSW) Innovative Readiness Training (IRT) program, establishing a civil-military partnership with the U.S. Army Civil Affairs and Psychological Operations Command (Airborne) (USACAPOC(A)). This relationship culminated in August 2020 when the IRT application was approved, allowing Soldiers from the 351st Civil Affairs Command (CACOM) to travel to the island and conduct the assessments.
The human terrain on the Island is complex. The Q-Tribe is one of 229 tribes recognized by the Federal Government and is managed by a Tribal Council. The City of Unalaska has an elected mayor and city manager, along with public service departments. Additionally, the Ounalashka Corporation, formed under the Alaska Native Claims Settlement Act of 1971, holds significant authority over land use and leasing. This tri-partite arrangement often complicates civil undertakings due to overlapping responsibilities.
Studies currently show the Northern Sea Route (NSR) will be navigable year-round by 2030. Shipping traffic has risen steadily for the past decade, and projections show that trillions of U.S. dollars in goods will flow through this passage in the not-too-distant future. Russia, China, and the United States all have considerable interest in the Arctic, and the expansion of the NSR could either serve as a nexus for cooperation or a flashpoint for conflict. The 2020 351st CACOM IRT-Unalaska Report updates U.S. understanding of Arctic expansion, the central importance of Alaska and the Aleutians, and the critical role of infrastructure in great power competition as viewed through the lens of CA Military Government Officers and experts across other Army capabilities (e.g. 60C – Public Health Officer) assigned to the 351st CACOM.
4. Are there any civilian courses, certifications, or reading materials you would recommend to someone preparing to serve in a 38G/4A or 6E role – particularly for understanding industry revitalization, supply chain restoration, or economic stabilization in operational environments?
Please review the list of relevant opportunities below. Now is the perfect time to pursue one of these options as the future of the 38G program is evolving.
** Many thanks to COL Benjamin Flosi for this comprehensive roll-up of opportunities.
Fellowships and Professional Opportunities:
Pro-Fellow Information Services – A tremendous way to track and stay informed about an enormous amount of fellowship and scholarship opportunities.
White House Social (Military) Aides (this is normally announced as a MILPER Message)
Harvard Advanced Leadership Initiative
Smith Richardson Foundation sponsors an annual Strategy and Policy Fellows
Robert Wood Johnson Interdisciplinary Research Leaders (Fellowship)
Carnegie Council for Ethics in International Affairs – The Carnegie New Leaders Program (CNL)
Center for International Studies Abshire-Inamori Leadership Academy (AILA)
Center for International Studies Accelerators Series
New American Cyber-Security Fellow
Milken Institute’s Military Leadership Circle
Milken Institute’s Young Leaders Circle
Aspen Security Forum Scholar (beginning of the calendar year)
Council on Foreign Relations (CFR) – Term Member Program
Council on Foreign Relations (CFR) International Affairs Fellowship (IAF)
The United States-Spain Council
Wilson Center Foreign Policy Fellowship Program
Center for New American Security – Next Generation National Security Leaders Program
Truman National Security Project (Progressive – National Security)
Eisenhower Global Network Fellowship
GLOBSEC (Bratislava) Young Leaders’ Forum 2015
The GLG Social Impact Fellowship
The NASDAQ (Wall Street) Entrepreneurs’ Center – Milestone Makers
The Nonprofit Coach Global Leadership Fellowship
The World Economic Forum – Forum of Young Leaders
The Foreign Policy Initiative Future Leaders Program
The Foreign Service Consular Fellowship Program
The Foundation for Defense of Democracies (FDD) National Security Fellows Program
The Mike Mansfield Fellowship Program
The Reagan-Fascell Democracy Fellowship
The Youth 7 (Y7) held alongside the G7 Summit
5. From your perspective, how does language proficiency or regional expertise influence mission effectiveness in the 38G role? Would pursuing specific languages or geopolitical areas be particularly strategic for someone hoping to serve in high-priority theaters?
Language proficiency is always beneficial, as it helps build rapport and trust with partners. However, the opportunity to use language skills is a different matter, and it is not supported by USACAPOC(A). Engagements with indigenous populations typically do not fall under a Joint Training Information Management System (JTIMS)/Army Training Information Management System (ARTIMS) line, which means they do not receive approval from USACAPOC(A) for execution.
Some of our 38Gs routinely travel to the geographic AORs where their assigned units are typically focused. They maintain extensive networks and often speak one or more of the languages within that AOR.
That said, in civil affairs, functional expertise is more important than language. Part of mission preparation includes learning as much as possible about the operational environment in which you will be working. For each 38G, that means studying the government, private sector, or industrial means and mechanisms within his/her specific area of expertise and being able to incorporate locally supportable solutions into engagements with and recommendations to his/her local counterparts.
Questions for our teammates: Do you have any additional questions about the 38G program?
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Brad Hughes
Colonel (Retired) Brad Hughes is an Aviation Professional, Military Government Specialist, Multidisciplinary Consultant, and Defense Ventures Fellow. As a Master Army Aviator and a Maintenance Test Pilot, he’s flown over 4,500 accident-free flight hours, 300 of which were in combat or imminent danger areas. Prior to retiring from the Army, Brad was a senior 38G Military Government Officer who was instrumental in advancing the program within the U.S. Army Civil Affairs and Psychological Operations Command (Airborne).