Institutionalizing Army Capes for IW

Report
AMERICA’S ARMY: UNCLASSIFIED
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Army Security Cooperation
Planners Course
Army G-3/5/7
Lesson 6: Planning –
Mission Analysis
Mr. Robert “Bob” Maginnis
Multinational Strategy and Plans Division
HQDA, G-35
5 November 2013
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Enabling Learning Objectives
and Readings
Army G-3/5/7
Enabling Learning Objectives
 ELO#1: Understand military decision making process
 ELO#2: Describe the mission analysis steps that
contribute to country planning
A plan is a framework from which to adapt, not a script to be followed to the letter.
-ADRP 5-0 The Operations Process, paragraph 2-4
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Overview & Agenda
Army G-3/5/7
•
•
Overview
– The military decision making process
can be adapted to DOD country
planning
Agenda
– Army Mission Analysis
– Elements of Mission Analysis
• Analyze Higher Level Guidance
• Assess the Security Environment
• Define the Desired Security Role
• Determine Required Partner
Country Condition
• Assess Partner Country Condition
• Identify Resources Available
• Authorities, Programs and Activities
Primary References
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MISSION ANALYSIS OF TRIP TO MARS
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Military Decision Making Process
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•
The military decision making process (MDMP) is an iterative planning
methodology that integrates the activities of the commander, staff,
subordinate headquarters, and other partners to understand the situation
and mission; develop and compare courses of action; decide on a course of
action that best accomplishes the mission; and produce an operation plan
or order for execution.
•
The MDMP facilitates collaborative planning.
•
The MDMP also drives preparation.
•
The MDMP consists of seven steps. Each step of the MDMP has various
inputs and outputs. The outputs lead to an increased understanding of the
situation facilitating the next step of the MDMP.
•
The MDMP can be as detailed as time, resources, experience, and the
situation permit.
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Mission Analysis Key Inputs
Army G-3/5/7
Country
Plan
Key Inputs
• Higher headquarters' plan
or order
• Higher headquarters’
knowledge and intelligence
products
• Knowledge products from
other organizations
• Design concept
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Mission Analysis Key Outputs
Army G-3/5/7
Country
Plan
Key Outputs
• Problem statement
• Mission statement
• Initial commander’s intent
• Initial planning guidance
• Initial Commander’s
Information Requirements
(CIR) and Essential
Elements of Friendly
Information (EEFI)
• Updated Intelligence
Preparation of the
Battlefield (IPB) and
Running Estimates
• Assumptions
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Gov’s Interests Country Planning
Army G-3/5/7
Services
What are the
resource requirements?
CJCS
“find new ways to leverage
the capacity of allies
Congress
Carefully control expenditures
Demand(!) central management
Partner Nation
Predictable and reliable
Relationship with US
Country
Plan
Defense Agencies
We need to be reflected
in this
Combatant Commands
Flexibility, responsiveness, stability
Credibility with partners
State
Align with National Security Objectives
Require central management
OSD
Effective, efficient, accountable approach
Centralized management of BPC resources
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DoD Interests in Country Planning
Army G-3/5/7
Strategic Interests
•
•
GCC primary responsibility
Objectives
– Relationships
– Access
• Facilities
• Agreements
• Permission/willingness
– Partner capacity and capability
• Capability (What?)
– Lesser developed
countries
• Capacity (How much?)
– More developed
countries
Institutional Interests
•
•
Service primary responsibility
Overarching objectives
– Training
• Deployment
• Language, regional expertise,
and culture
• Advisor skills
– Interoperability
– Armaments cooperation
• Research and development
• Foreign military sales
Ultimately, both strategic and institutional objectives supports the GCCs
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COUNTRY PLANNING –
MISSION ANALYSIS
1.
2.
3.
4.
5.
Analyze higher guidance
Assess security environment of partner country
Define desired security roles of partner country
Determine required partner country condition
Identify resources available
Chp. 3, pp. 14-16
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Mission Analysis:
#1: Analyze Higher Level Guidance
Army G-3/5/7
Guidance for
Employment
of the Force
•
•
•
•
United States
National Security
Strategy
Security
Prosperity
Values
International Order
Sustaining U.S. Global
Leadership: Priorities for the
21st Century
• Regional guidance
• Primary missions of the
U.S. Armed Forces
Department of Defense
Guidance for Employment
of the Force (GEF)
• Planning guidance
• Theater end states
• Critical partners
• Security cooperation
focus areas
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Mission Analysis:
#1: Analyze Higher Level Guidance
Army G-3/5/7
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•
•
•
Combatant Command
Campaign Plans
Theater Campaign
plans
Global plans
Contingency plans
Country plans
Department of State
Integrated Country Strategy
– Ambassador’s Goals
– Relationship between
Mission Goals, and
broader USG regional
goals
– Current operating
environment
United States Agency for
International Development
Country Development
Cooperation Strategy
– Basic development
challenges
– Strategic rationale for
addressing challenges
and opportunities
– Long term development
vision
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Mission Analysis:
#2: Assess the Security Environment
Army G-3/5/7
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•
•
•
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Relevant geopolitical trends
Significant internal and external threats
– Breadth and complexity of their operational demands
Key security cooperation opportunities
– Partner country’s role in regional organizations
Capabilities and resources of the partner nation
– Force structure
– Defense budget
– Expenditures on weapons system purchases
Goals and activities of other USG departments
Goals and activities of other countries
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Mission Analysis:
#3: Define the Desired Security Role
Army G-3/5/7
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Potential roles
– Supporting partner in regional security framework(s)
– Potential partner in coalition/bilateral operations
– Stable and secure country that denies sanctuary to terrorists,
insurgents, criminals, or other hostile transnational elements
– Partner in providing/protecting access to the global “commons”
– Partner in developing technology
– Partner in providing intelligence
and information sharing
– Role in deterring a potential
state aggressor
Risk to US strategy of the partner does
not assume that role
Regional implications of US efforts aimed
at enabling the country to play the role
US and Georgian Officers
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Mission Analysis: #4: Determine
Required Partner Country Condition
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Necessary degree of consensus among political leadership and society
Necessary operational capability and capacity
Necessary institutional capability and capacity
– Degree of legitimacy and legal status
– Decision making
– Resource management
– Human resources
– Equipment and logistics
– Integrating mechanisms
Use the Doctrine, Organization, Training, Material, Leadership & education,
Personnel & Facilities (DOTMLPF) construct to identify operational capability
and capacity requirements
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Principles: Build and Maintain
Situational Understanding
Army G-3/5/7
• Situational understanding is the product of applying analysis and
judgment to relevant information to determine the relationships
among the operational and mission variables to facilitate decisionmaking
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Doctrine
Organization
Training
Materiel
Leadership and
education
Personnel
Facilities
Current
2015 objective force document devoid
of MI; DMI has clearly defined MI
proponency role
Interim (2–5 years)
DMI and G-2 or J-2 developing and
validating doctrine based on inputs from
foreign donors
FSF G-2 or J-2 structured under G-3
or J-3. Extremely limited MI capability
in mission critical units
No resident MI capability in training
centers
No organized individual or collective
MI training
in the GS office of primary
responsibility, training centers, or
mission critical units
No training materials in the MI office
of primary responsibility in the GS
FSF G-2 or J-2 structured
under J-3. Limited MI capability in mission
critical units, MI included at training
centers
Reliable C2 between GS and mission
critical units necessary for functioning
of MI reporting chains
DMI and GJ2 relationships currently
being defined— with one another, with
G-3 or J-3, with training centers, with
civilian intelligence agencies
No MI qualified faculty in training
centers
Extremely limited qualified MI
personnel in the GS, training
centers, and mission critical units
Adequacy of DMI and G-2 or J-2
offices UNK. MI school to be built
Organized individual and collective MI
training, conducted or funded by foreign
donors (GS office of primary responsibility,
training centers, mission critical units)
FSF MI personnel using MI material
provided by foreign donors, including C2
linking GS and mission-critical units
DMI and G-2 or J-2 relationships clearly
defined – with one another, with J-3, with
training centers, with civilian intelligence
agencies
Limited qualified faculty in training
centers, minimal qualified MI personnel
in the GS, training centers, and mission
critical units
Adequate DMI and G-3 or J-3 offices. MI
school under construction
End state (5–10 years)
FSF DMI and G-2 or J-2 operating
using indigenous doctrine
interoperable with regional,
multinational, or peacekeeping forces
G-2 or J-2 coequal with G-3 or J-3.
Sufficient MI capability in mission
critical units
MI integral in training centers
Individual and collective MI training
conducted and funded by the host
nation
(GS, training centers, and mission
critical units)
FSF sourcing or funding for its own MI
and C2 equipment, with limited foreign
advice and assistance
DMI and G-2 or J-2 relationships—with
one another, with J-3, with training
centers, with civilian
intelligence agencies—stable and
functional
Self-sustaining qualified faculty in
training centers, adequate qualified MI
personnel in the GS, training centers,
mission critical units
Adequate DMI and J-2 offices, MI
school fully furnished and
operational
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Mission Analysis:
#5: Assess Partner Country Condition
Army G-3/5/7
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•
•
Identify the security objectives/aspirations of the partner country
Determine whether the partner country is already performing, or is inclined
to perform the desired role
Consider the strategic direction of the partner country
– Trends
– Opportunities
– Constraints
– Missions and functions of the
partner’s security forces
– Degree of professionalization
Identify areas toward which
steady-state activities should be
applied, redundancies, gaps, and
areas for collaboration
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Mission Analysis:
#6: Identify Resources Available
Army G-3/5/7
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Title 10 funding and programs
– Office of the Secretary of
Defense
– Joint Staff
– Services
Title 22 funding and programs
– Foreign Military Financing
– International Military
Education and Training
– Global Peace Operations
Initiative
•
•
•
Resources of other USG agencies
Resources provided by the partner
country
Enabling agreements (CISMOA,
ACSA, SOFA)
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Mission Analysis:
Programs and Authorities
Army G-3/5/7
Funding Type
Title
Manager
Train
International Military Ed and Training
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State/DSCA
X
Foreign Military Financing
22
State/DSCA
X
X
Global Train & Equip
10
DSCA
X
X
Counternarcotics
10
DSCA
X
X
Cooperative Threat Reduction (CWMD)
10
DTRA
X
X
Traditional COCOM Activities
10
Services
X
Warsaw Initiative Fund
10
DSCA
X
Service Incremental Funds
10
DSCA
X
CJCS Exercises
10
Joint Staff
X
Title 10 Mil-to-Mil Activities
10
Services
X
Title 10 Exercises
10
Services
X
•
Equip
Relationships
X
Two DOD reviews currently examining military engagement authorities
– OSD(P) Security Force Assistance Authorities Working Group
– CAPE Building Partner Capacity Strategic Portfolio Review
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Army G-3/5/7
Practical Exercise Groups
Group 1
MAJ Carol Hickey
Mr. Richard Reeves
LTC David Carpenter
CPT Andrew Lee
SFC Lecreacia
Brownlee
LTC Vernon Wheeler
MAJ Bradly Parker
SFC Michael Eilers
Maj Dave Van Pelt
LTC Chang Kim
Mr. Paul Cruz
MAJ James Burgess
SSG Jack Androski
MAJ Colin Davis
Group 2
CPT Luke Minogue
Mr. Edward Martin
LTC Michael Willis
MAJ Janette Kautzman
Mr. Trey Maddox
MAJ Eric Grider
MAJ Mark VanHanehan
MAJ John Parrish
LCDR Joshua Jacobson
LTC Tomoyoshi Murotani
MAJ Wade Murry
CPT Nathan Mein
CPT Dong Hyun
LTC Jim Follwell
Group 3
LTC Nelson Chang
SGM Tim Lebouf
CPT Jacob Pierce
LTC Dave Downing
CW3 David Goble
CPT Todd Wayne
LTC Christopher Jeszensky
Maj Paul Conroy
CPT Megan J Fowler
CW3 Roger Smith
SGM Jon Matthews
CPT Fabienne Suter
MAJ Cheree Browne
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Questions?
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