Who are we talking about when we say interagency? Players and Connections Original Conception

1. Interagency Transformation, Education, & After Action Review (ITEA)Interagency Players, Environment & Process

2. Who are we talking about when we say interagency?Players and Connections Original Conception DoD State NSC Others Intel Comm

3. Coast Guard OHS Players and Connections: Today’s Reality Congress Justice HHS Intel Comm. OMB OSD JCS USUN NSC State Treas NGOs AID USIA Foreign Govts

4. What is the environment in which we operate? Lessons from History: • Systems last one to two generations • Systems move from flexibility to rigidity/bipolarity • Alliances form against hegemons • Most systems end in major conflict • US neutrality worked in 19th Cent. but not 20th • Collective defense better than collective security Key Question: • Can we break out of the flexibility - rigidity - conflict cycle?

5. Environment (cont) The New International System is being formed by three revolutions: • Geostrategic • Information/globalization • Role of government

6. The Spectrum of EngagementActual State/Others Primary State/Others Primary Level of Involvement DOD Primary Time State/Others Primary Effort DOD Primary Effort As DoD’s level of involvement increases, the involvement of all other agencies decreases during the course of a crisis

7. The Spectrum of EngagementThe Goal Level of Involvement Crisis/Conflict Time Interagency (minus DoD) DOD Shortening military wartime operations While the involvement of agencies other than defense does decrease, it never diminishes completely

8. What does the interagency process look like? Interagency Planning • Initiate planning as directed by authorizing player • Assess situation • On the ground • Weigh against US interests • Develop mission/end state • Transition/exit strategy follows • Develop overarching implementation concept • Clarify agency roles and responsibilities • Integrate individual agency plans • Adjust and finalize plan • Stay flexible • No two plans look alike • Implementation oversight • Ensure critical issues are raised during planning rather than execution

9. Interagency Process National Security Council (NSC) Principals Committee (PC) Policy Coordination Committee (PCC) POLICIES Deputies Committee (DC) JCS NSC State OSD USUN DCI Treas

10. Realities of Interagency Operations Participants follow three basic rules to make decisions: • Defend agency interests • Appear responsive to crisis • Avoid irrevocable decisions

11. Realities (cont) Positive Feedback Shapes System: • Some ideas develop a life of their own • Crisis tempo usually increases up to a certain point • Crisis response tends to widen in scope over time – involve more and more players

12. Issues and ObservationsFrom ITEA Interviews • What is IA coordination? A morass. It doesn’t exist the way that it should…driven by personalities and egos • The IA process: It’s a painful process but it’s like a dental procedure because it feels so great when it’s done. Then different points of view and equities are accounted for and reconciled to a common point of view and agreement on the way ahead. • Value of Training: Formalizes coordination for things that might otherwise slip through the cracks • The Ideal Training Opportunity: Meeting others who do the same job…Identifying what’s important

13. Observations from Complex Crises • Intel takes a long time to get on board • Options must be in detail to be of use • Policy makers must understand the dynamics • Policy makers have political needs: success and credibility • Few people understand transitions – integration of multi-dimensional tasks through time • Agencies work within their own organizational constructs which may cause inappropriate plans or gaps in planning • Process must steer clear of bureaucratic roadblocks • Combatant command coordinates between strategic/operational levels • Combatant command engagement with interagency is a must • The media will keep the pace and pressure up • Deputies are usually about four days ahead of the media • The combatant command’s role is decisive. Sometimes the only route to the government is through the military.

14. Interagency Transformation, Education, & After Action Review (ITEA) Purpose: • To improve interagency planning, management and support of complex foreign crises • Serve as a national focal point for innovation in education, research, and gaming that addresses the interagency response to such crises

15. The Need for Interagency Education • Interagency management can make or break an operation • Interagency process largely ad hoc • High turnover in personnel • No mechanism for passing on lessons learned or proven tools • No practice of critical functions

16. Benefits • Development and refinement of planning and decision making tools • Better collective understanding of interagency tasks, responsibilities and challenges • Dissemination of lessons learned • Skills building and prior experience of participants • Establishment of integrated training program

17. Education Objectives • Clarify interagency tasks and lessons learned • Foster greater understanding among agencies • Develop and exercise planning and decision making tools • Pol-Mil Plan • Interagency plans review • Train individual representatives in national capital region and combatant command • Establish ongoing mechanism for interagency community to learn from mistakes and build on successes

18. Target Audiences • Initial Training • Those inbound to interagency assignments, such as Joint Interagency Coordination Groups at the combatant commands • Refresher Training • Regular updates for those in practice • Short-Notice Training • Key personnel without prior exposure • Executive Level • Interagency CAPSTONE equivalent program

19. Summary • Program development • Staffing and curriculum design is ongoing • Web site and portal research underway • www.theinteragency.org • Comprehensive program Fall ’03