Interagency Transformation, Education and AfterAction Review ITEA Program

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Interagency Transformation, Education and
After-Action Review (ITEA) Program
National Defense University Institute for
National Strategic Studies, National Strategic
Gaming Center,
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ITEA Who We Are

• Interagency Transformation, Education and
  After-Action Review (ITEA) is a federally-funded
  program that seeks to improve coordination among
  the executive departments and agencies
  responsible for crisis planning and response.
• Established in 1997 (Presidential Decision
  Directive 56) in response to the increasing
  number of complex crises requiring a coordinated
  response among US Government agencies and
  departments.
• Conducted under the auspices of the National
  Security Council and implemented by the Security
  Strategy and Policy Division of the National
  Strategic Gaming Center, National Defense
  University

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ITEA Who We Are
CHAIRMAN, JOINT CHIEFS OF STAFF
Office of the Secretary of Defense (Executive Age
nt for Funding)
PRESIDENT/ VICE PRESIDENT NATIONAL DEFENSE
UNIVERSITY
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Mandate

• Presidential Decision Directive 56 (PDD-56)
  mandated the National Security Council to work
  with the appropriate USG educational
  institutions, including NDU, to develop and
  conduct an interagency training program in order
  to Create a cadre of professionals familiar
  with the integrated planning process in order to
  improve the USGs ability to manage future
  operations.
• Program Budget Decision 05 established a yearly
  budget for FY 2002-FY 2007 for required
  contractor support, curriculum development,
  publishing, and travel.

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Mission

• Serve as a national focal point for innovation in
  education, research, and gaming that addresses
  the interagency response to complex crises
• Create a cadre of professionals familiar with
  integrated interagency planning process to
  improve the USGs ability to manage future
  operations
• Demonstrate the link between policy development
  at the national strategic level and actual
  implementation of policy guidance by the regional
  Combatant Commands and Country Teams

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Who Are We Talking About When We Say
Interagency?
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Need for Training Education

• Interagency process is largely ad hoc
• Interagency coordination can make or break an
  operation
• High turnover in personnel
• No mechanism for passing on lessons learned or
  proven tools
• No practice of exercising critical functions

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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 sharing prior experience of
  participants
• Establishment of integrated training program

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Training Objectives

• Create a cadre of professionals at the strategic,
  theater-strategic, and operational levels
  familiar with interagency coordination and
  planning practices and initiatives
• Establish ongoing mechanism for interagency
  community to learn from mistakes and build on
  successes
• Provide a non-threatening environment for
  discussion and exchange of ideas
• Provide a forum in which to exercise planning and
  decision-making tools
• Facilitate growth of interagency relationships
  and interaction prior to crisis situation

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Educational Program Development

• Initial focus on strategic level policy makers
• Now includes operational and theater-strategic
  levels
• Emphasis on Joint Interagency Coordination
  Groups (JIACG)
• Web development (password protected, member
  site) to complete initial program requirements
  online and maintain connectivity with audience
• Using Blackboard software
• Estimated completion date Mid-2005

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Overall Program Structure

• Course Structure
• 3 Modules
• Environment
• Players
• Process
• Delivery method Primarily seminars of
  facilitated classroom discussion, lectures from
  subject matter experts, and strategic policy
  exercises
• Target Audience Newly appointed office directors
  and more senior executives in NCR Personnel
  assigned to IA planning positions Appointed
  JIACG members Personnel requiring refresher
  courses
• Course Duration
• Course duration dependent on audience
  requirements
• 4-5 day event for Strategic Level audience
• 2 ½-3 day event for Theater-Strategic Level
  audience

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Overview of Topics (Strategic Level)

• Environment
• Topic 1 Transnational Threats Definition
  History
• Topic 2 Transnational Threats The US Response
• Topic 3 Transnational Threats Terrorism
• Topic 4 The Domestic Environment
• Topic 5 Complex Foreign Crises

• Players
• Topic 1 USG Preconceptions Stereotypes
• Topic 2 USG Transnational Threats
• Topic 3 USG Homeland Security
• Topic 4 USG Complex Foreign Crises
• Topic 5 Non-Governmental Organizations
  International Organizations
• Topic 6 Closing Discussion

• Process
• Topic 1 Background
• Topic 2 The National Security Council System
• Topic 3 Agency Planning
• Topic 4 Strategic and Operational Level
  Coordination
• Topic 5 Lessons Learned/After-Action Review

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JIACG Training Program
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Mandate

• Recommendation (from CJCS Memo to SecDef, 7
  August 2003) NDU develop a resident/exportable
  and Web-accessible education package tailored to
  agency and DOD personnel preparing for assignment
  to a JIACG.
• Tasking (from CJCS Memo to NDU-P, 29 October
  2003) Develop short course (2-5 days) of
  instruction to assist JIACG members in their
  assignment. The program must provide personnel
  the requisite knowledge and understanding of
  interagency culture, planning, and coordination.

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JIACG History

• Proposed by combatant commanders in November 2001
  to enhance the unity of effort in the GWOT by
  establishing interagency (IA) coordination groups
  at their headquarters.
• Concept approved for implementation by NSC
  Deputies in January 2002.
• Commanders given latitude to shape JIACG mission
  and manning.
• JIACGs are established at all five regional
  combatant commands and two functional combatant
  commands (USTRANSCOM and USSOCOM).
• An assessment process led by the Joint Staff,
  with combatant command and supporting agency
  input into the scope and content of the JIACG.
  Assessment began in Fall 2002 and completed in
  February 2003.

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Assessment Findings

• All combatant commands and participating agencies
  expressed strong support for the JIACG concept
  and most included several recommendations aimed
  at making it permanent
• Each CC implemented its JIACG slightly
  differently and desires to retain the freedom to
  shape its mission, manning, and organization.
• Personnel shortages (military and civilian) have
  limited both DoD and agency abilities to provide
  full-time manning to JIACGs
• A clear process for combatant commanders to
  request agency representatives with requisite
  skills resulted in slower-than-expected
  interagency manning of JIACGs.
• Limited secure communications connectivity
  coupled with limited access to agency-specific IT
  systems degraded the effectiveness of some LNOs
  assigned to JIACGs.
• Both DoD and non-DoD would benefit from a formal
  interagency training or indoctrination program

UNCLASSIFIED
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Objectives

• Better prepare newly assigned JIACG staff
  (military and civilian) to interact with other
  members of the interagency community leverage
  the expertise of those departments/agencies
  represented, and achieve greater unity of effort
  during crisis planning and response.  
• Demonstrate the link between policy developed at
  the national strategic level with actual planning
  and implementation at the Combatant Command
  level.  
• Support the continued expansion of JIACG
  functionality by developing tailored educational
  programs that provide the knowledge and skills
  necessary to promote interagency coordination
  throughout the spectrum of engagement.

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Curriculum Modifications

• Modify curriculum developed for strategic-level
  audience based on feedback
• JIACGs at combatant commands
• Civilian agencies contributing personnel
• Focuses on 3 modules, each with specific
  objectives and lessons
• Environment Analyze how current global trends
  and challenges, as well as outside players,
  impact US policy options and coordination.
• Players Analyze how the various roles, missions,
  priorities, and cultures of executive branch
  departments and agencies, non-governmental
  organizations, and international organizations
  impact USG coordination.
• Process Examine the current interagency process,
  as well as responsibilities and obstacles in
  coordinating and developing a US government
  response to complex crises, based upon the
  interagency planning process as well as
  collective experiences.

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Overview of Topics

• Environment
• Transnational Threats General information on
  transnational threats-definition, history, impact
  on US policy
• Terrorism Specific info on terrorism and impact
  of counter-terrorism initiatives on interagency
  coordination
• Domestic Environment Impact of homeland security
  on US policy and coordination
• Area of Responsibility Environment in AOR,
  including history, threats, relationships with
  other actors
• Players
• DOD/Combatant Command Overview of DOD
  organization, focusing on CoCom structure
• USG Civilian Actors Civilian actors likely to
  interact with military. Culture, capabilities,
  mandates.
• Partners Non-governmental organizations,
  international organizations, allies, etc.

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Overview of Topics

• Process
• JIACG Function Within Command JIACG orientation
  within command (advisory, planning, operations)
  interaction with other command elements (J3, J5,
  LNOs)
• Link Between Strategic and Theater-Strategic
  Levels Process for interaction between JIACG and
  contributing agency, how command fits into
  national policy formulation process, and how
  command communicates/coordinates with Washington
• Strategic Level Interagency Planning Process
  Larger view of process (PC, DC, PCC structure),
  formal vs. informal coordination

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Status of JIACG Program

• US Northern Command
• Executed 2 ½ day educational program in March
  2004
• US Central Command
• Request for FO/GO seminar to educate personnel on
  the national strategic interagency process and
  theater strategic collective tasks, exportable
  interagency course for action officers, and web
  based individual interagency staff training
  module
• CENTCOM LNO detailed to ITEA beginning late
  August (90 days) to assist in program development
• US Strategic Command
• ITEA staff visited command to determine
  educational requirements in July 2004
• Program development in progress
• Projected delivery date of educational program -
  November 2004
• US European Command
• Requested educational program for 20 JIACG staff
• ITEA staff will meet with JIACG staff in early
  November to determine educational requirements
  and observe JIACG role in Flexible Leader
  exercise
• Program delivery scheduled for early 2005

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Other Requirements

• Transforming for Stabilization Reconstruction
  Operations Recommendation (Office of Force
  Transformation)
• Require training and education for non-DOD
  departments/agencies. Support current NDU-ITEA
  program
• Beyond-Goldwater Nichols Recommendation (CSIS
  Study)
• The establishment of a training and educational
  center to impart learning on the process of
  interagency coordination and planning
• Training Transformation Interagency,
  Intergovernmental, and Multinational Mission
  Essential Tasks (TIM2) Task Force (OSD Training
  Transformation)
• ITEA chairs interagency working group

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Additional Requirements

• Interagency Training ISO GWOT (JFCOM
  Recommendation to Secretary of the Army)
• NSC expand charter of the ITEA program to include
  IA training and education oversight and direction
• JIACG DOTMLPF Recommendation (JFCOM)
• NDU, supported by JS J7 and USJFCOM, build on
  current CT focused JIACG training program and
  expand current scope of training to include
  full-spectrum JIACG training
• Department of State, Coordinator for
  Reconstruction and Stabilization
• Requested assistance in developed educational
  program in conjunction with FSI

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Current Initiatives/Recent Events

• Training requests from STRATCOM, SOCOM, CENTCOM,
  EUCOM
• JFCOM DOTMILPF
• JFCOM JIACG prototype Joint Combined SJTF
  prototype
• State Dept Office of the Coordinator for
  Reconstruction Stabilization
• CSIS Beyond Goldwater-Nichols II
• Civil-Military Relations Working with the
  Military DVD

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Way Ahead

• March 04Conducted 2 ½-day event for NORTHCOM
  JIACG
• Initiate additional JIACG educational programs
  for other regional commands
• CENTCOM
• SOCOM
• STRATCOM
• PACOM
• EUCOM
• SOUTHCOM
• Final revisions to curriculum based on event
  results
• Establish routine Strategic Level educational
  program for FY05, in partnership with the Foreign
  Service Institute