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WORKING WITH THE MILITARY UN CIMIC, 22 Feb 01

WORKING WITH THE MILITARY UN CIMIC, 22 Feb 01. Overview. Background Organization Operations. BACKGROUND. Culture Chain of Command Mission ROE Meetings. Military Culture. “Chain-of-Command” pyramid organization Accustomed to making decisions and taking action

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WORKING WITH THE MILITARY UN CIMIC, 22 Feb 01

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  1. WORKING WITH THE MILITARY UN CIMIC, 22 Feb 01

  2. Overview • Background • Organization • Operations

  3. BACKGROUND • Culture • Chain of Command • Mission • ROE • Meetings

  4. Military Culture • “Chain-of-Command” pyramid organization • Accustomed to making decisions and taking action • Mission and plan oriented, with stated objectives and end state • Strict Rules of Engagement • Establish a “Daily Battle Rhythm”

  5. Chain of Command • The US Department of Defense receives direction from National Command Authority (NCA) • The NCA is the President of the United States and Secretary of Defense • Constitutional authority to direct the Armed Forces of the US

  6. Chain of Command • NCA direction is passed to the Joint Chiefs of Staff (JCS) • Consists of the Chairman and the chiefs of staffs of the services (Army, Navy, Marines, Air Force) • The Chairman directs commanders of various areas of responsibility(AOR)to carry out operational activities

  7. Chain of Command • Each AOR headed by a Commander-in-Chief (CINC) • CINC is a geographic area commander at the admiral or general officer level • US military divides the world up into five geographic AORs, they are: • Atlantic Command (ACOM) • European Command (EUCOM)

  8. Chain of Command • Pacific Command (PACOM) • Central Command (CENTCOM) • Southern Command (SOUTHCOM) • Non-Geographic Commands • Special Operations Command (SOCOM)-Special Forces, Civil Affairs, and Psychological Operations • Transportation Command (TRANSCOM)- unified command for providing management of all surface/air/sea lift

  9. Mission • Mission stated as part of a Plan • Two basic forms • Military tries to avoid “Mission Creep” • Unplanned additional missions • Major priority will be “Force Protection” • Security program designed to protect the operation--soldiers, civilian employees, facilities, and equipment • Implementation of the program could affect military involvement in relief activities

  10. Rules of Engagement • Every military operation will have “Rules of Engagement” (ROE) • Delineate the circumstances and limitations under which the military will operate • ROE could have significant impact on disaster relief operations, affecting freedom of movement, security, logistics

  11. Meetings • Timeliness • Highly structured • Decision oriented • Organizational representatives are expected to be knowledgeable and able to make decisions

  12. ORGANIZATION • CINC Actions • HAST • JTF Establishment • Deployment

  13. CINC ACTIONS • CINCs are responsible for all US military operations within their AOR • Have legal authority to take unilateral action for a humanitarian relief situation • Usually involves sudden onset disasters, with a disaster declaration • However, since CINC absorbs the costs, response is usually limited until receipt of NCA guidance (funding)

  14. Humanitarian Assistance Survey Team (HAST) • CINCs have developed a HAST to assess conditions after a disaster and evaluate missions for military forces. They focus on: • Potential military support to the relief effort • Logistics support requirements

  15. Joint Task Force (JTF) • The CINC typically sets up a JTF for the field management of large military activities • JTF is established when: • Mission involves two or more military services on a significant scale • Requires close integration of effort to meet specific military objectives

  16. JTF • The JTF Commander reports to the CINC • Six main JTF command staff designations: • J-1 Administration (internal personnel issues) • J-2 Intelligence (reports and classified info) • J-3 Operations (current operations) • J-4 Logistics (internal/disaster victim support) • J-5 Plans • J-6 Communications

  17. Deployment • Deployment comes with comparatively large personnel and support packages • Support is designed to make the military as self-sustaining and self-reliant as possible • Support systems can be made available to humanitarians • Support level is frequently higher than humanitarians experience

  18. OPERATIONS • Civil Military Operations Center • Coordination Issues

  19. Civil Military Operations Center (CMOC) • Humanitarians work most often with the JTF through the CMOC, which normally functions under the J-3 • Coordinates the US/multinational force’s humanitarian operations with those of international and local relief agencies, and with affected country authorities • May have more than one CMOC

  20. CMOC • Coordinate humanitarian requests for support • Convene ad hoc mission planning groups • Provide JTF operations and general security information to humanitarians • Assist in the creation/operation of logistics systems • Coordinate airlift/sealift operations • Weather, comms and other support possible

  21. Coordination • Reluctance to share information about planned activities due to security and force protection concerns • Expect detailed information on civilian activities • Positive reaction to efficiency, organization, acceptance of responsibility

  22. Coordination Issues • Differing mandates/mission statements • Different organizational structures • Varying management approaches • Different geographic responsibilities • Vocabulary/terminology differences • Differing operational procedures • Humanitarian support requirements • Classification concerns

  23. Summary • Background • Organization • Operations

  24. THE END

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