COMPREHENSIVE APPROACH TO OPERATIONS

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COMPREHENSIVE APPROACH TO OPERATIONS
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AIM
To provide an introduction and overview of the
Comprehensive Approach to Operations with respect
to its partners, fundamentals, its concepts, and
its application
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REFERENCES

• B-GL-300-001/FP-001, Land Ops, Chap 5
• B-GL-323-004/FP-003, COIN Ops, Chap 5

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MAIN TEACHING POINTS

• Definition
• Why the shift ?
• JIMP/PMESII
• Comprehensive (Canadas military integrated
  approach)
• Mandates, roles and viewpoints and limitations of
  our partners
• Elements and principle of Comprehensive approach
• Conditions for success

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WHY THE SHIFT?

• Changed security environment in post Cold War era
• Idea of security and development mutually
  reinforcing each other
• Complex problems contained in failed and failing
  states require complex multifaceted solutions
• Think Economy of Effort

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CANADAS POINT OF VIEW

• Ops or Campaign must be conducted in a
  comprehensive approach, working within a joint,
  interagency, multinational and public (JIMP)
  framework to achieve enduring success

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COMPREHENSIVE OPS THE BASICS

• Complexity of environments and battlespace
• Variety of Players and Entities
• Context of Joint Inter-agency, multinational
  public framework (JIMP)
• Interrelated Systems (PMESII)
• Understanding of the Environment

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JIMP

• Defined as a framework of joint, interagency and
  multinational partners, in a public environment,
  who cooperate at all levels of command to achieve
  shared objectives

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JIMP

• Joint more than one service of the
  participating nation. (Even down at Tactical
  level)
• Inter-agency Inter-agency is a broad generic
  term that describes the collective elements or
  activities of the CF working in conjunction with
  other agencies, both governmental and
  non-governmental. (This where comprehensive
  approach is unity of effort and unity of purpose
  to address roots and causes of conflict)
• Multinational approach that will take in
  consideration all contributing nations strengths
  and weaknesses
• Public Failure to establish and maintain
  campaign legitimacy may very well lead to
  campaign failure, certainly in a campaign in
  which public support is key

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INTERRELATED SYSTEMS (PMESII)
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INTERACTION AND BALANCEOF ACTIVITIES ON THE
TWO PLANES COMPREHENSIVE OPERATIONS

• Fires will help defeat an adversary through
  destruction of his capability on the physical
  plane
• Influence activities will have a first order
  effect on the psychological plane that will
  influence perceptions, affect will, and thus the
  behaviour of a target audience that will include
  individuals and groups, be they friendly,
  adversarial or neutral
• Many of the influence activities will be
  undertaken by agencies other than the military,
  but ideally in close cooperation with the military

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INTERACTION AND BALANCEOF ACTIVITIES ON THE
TWO PLANES COMPREHENSIVE OPERATIONS
With the desired end state that will address the
roots of the conflict with an enduring outcome
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SIMULTANEOUS CONDUCTON BOTH PLANES
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COMPREHENSIVE OPERATIONS
Defined as the deliberate use and orchestration
of the full range of available capabilities and
activities to realize desired effects
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COMPREHENSIVE APPROACH
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COMPREHENSIVE APPROACH

• the application of commonly understood
  principles and collaborative processes that
  enhance the likelihood of favorable and enduring
  outcomes within a particular environment
  
  

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COMPREHENSIVE APPROACH

• Achieved through a cooperative engagement of
  different agency, department or organization
• The process ensures that tactical level
  activities are linked, through the effects that
  they produce, to operational and the desired end
  state. This is the comprehensive operations
• It expand the concept of what is a target to
  include any individual, element, adversary,
  system, or group

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4 PRINCIPLES OF COMPREHENSIVE APPROACH

• A pro-active approach no ad-hoc org that are
  short lived. Sp by standing agreements, personal
  and institutional relationships and early, shared
  analysis of an environment and battlespace
• Shared Understanding of strength, limitations
  and capacities a shared understanding of the
  operating environment and the threats to lasting
  stability and security
• Outcome or End-state-based Thinking progress
  towards the agreed objectives and end state
• Collaborative Working from all player military,
  civilian and indigenous

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ELEMENTS

• Unifying Theme and Effort
• Collaborative Work
• Comprehensive Response

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THE LINK
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COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
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COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
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COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
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SETTING THE CONDITIONS FOR SUCCESS

• More accurate, shared situational awareness
• Easier identification of, and agreement about,
  outcomes
• Earlier identification of emerging opportunities
  as an operation progresses
• Improved capacity for mitigating undesirable
  consequences
• More efficient use of resources
• Increased legitimacy for the campaign and its
  conduct
• At all levels

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WHOLE OF GOVERNMENT TEAM COMPREHENSIVE APPROACH
PCO Task Force
DFAIT Task Force
CIDA Task Force
NDHQ
RCMPCSC
CEFCOM
ISAF
Embassy
UNAMA
Political
CIDA
CDA
RCMP
CSCT(A)

JTF-A Battle Group
EUPOL
Rep of Canada in Kandahar (KAF)
NGO implementing agencies
PRT
DFAIT
CIDA
RCMP
CSC
Military
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COMPREHENSIVE APPROACH

• Given the Canadian Governments support of a 3D
  (Civilian lingo) or Comprehensive Approach to
  overseas missions, and the fact that 3Ds success
  is generally viewed as dependent upon the
  personalities involved and their ability to
  cooperate in an ad hoc fashion, greater
  understanding of the 3D partners is necessary

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MANDATES, ROLES AND VIEWPOINTS OF 3D PARTNERS
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DEPARTMENT OF FOREIGN AFFAIRS (DFAIT)

• Mandate to conduct all official communication
  between the Government of Canada and the
  government of any other country and between the
  Government of Canada and any international
  organization coordinate the direction given by
  the Government of Canada to the heads of Canada's
  diplomatic and consular missions and to manage
  these missions
• Viewpoint Sees itself as facilitator, hub for
  communication between 3D partners, both at the
  strategic level and in theatre

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CANADIAN INTERNATIONAL DEVELOPMENT AGENCY(CIDA)

• Mandate to reduce poverty, promote human rights,
  and support sustainable development, by working
  with its development partners, fragile states,
  countries in crisis and the Canadian
  institutions, through providing funding for
  international development programs and projects
• Viewpoint Funds NGOs projects to increase world
  development while allowing NGOs to maintain
  distance from government departments, concerned
  that association with military actors in 3D may
  compromise its work with NGOs

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CIDA, DFAIT and CIMIC
CIDA and DFAIT interact with Afghan government
officials at the ministerial level (both
provincial and national) and implement large
projects over the medium- and long-term
The Military (through CIMIC) interacts with
locals at the district level (e.g. mayors, chiefs
of police) and implements QIPs (quick impact
projects) in order to meet the immediate needs of
locals in the short-term and build their
confidence in the Canadian effort - effectively
buying time until the larger projects can come
online
Quick Impact Projects Towards a Whole of
Government Approach Jon Baker
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CIVILIAN ORGANIZATIONS
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INTERNATIONAL ORGANIZATIONS (IO)

• An international organization (also called
  intergovernmental organization) is an
  organization of international scope or character
• There are two main types of international
  organizations
• international intergovernmental organizations,
  whose members are sovereign states and
• non-governmental organizations (NGOs), which are
  private organizations

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INTERNATIONAL INTERGOVERNMENTAL ORGANIZATIONS

• An international alliance involving sovereign
  states
• Legally speaking, an intergovernmental
  organization must be established by a treaty
  providing it with legal recognition for it to be
  an international organization. International
  organizations so established are subjects of
  international law, capable of entering into
  agreements among themselves or with states.
• Examples include the United Nations and its
  specialized agencies, Organization for Security
  and Cooperation in Europe, World Trade
  Organization

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NON-GOVERNMENTAL ORGANIZATIONS (NGOs)

• An independent, flexible, democratic, secular,
  non-profit people's organization working for
  and/or assisting in the empowerment of
  economically and socially, marginalized groups
• National NGOs - which operate in individual
  developing countries
• International NGOs - which are typically
  headquartered in developed countries and carry
  out operations in more than one developing
  country
• Regional-based Organizations - arise out of
  people's own initiatives. They serve a specific
  population in a narrow geographic area (women's
  organizations, neighbourhood organizations,
  religious or educational organizations)

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NON-GOVERNMENTAL ORGANIZATIONS (NGOs)

• Humanitarian Relief and Development
• Médecins Sans Frontières, World Vision, CARE,
  OXFAM
• Human Rights
• Amnesty International, Human Rights Watch, Peace
  Brigades International
• Civil Society and Democracy Building
• Soros Foundations Network, CIVITAS
• Conflict Resolution
• Conflict Management Group, International Alert

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IOs, NGOs and CIMIC
CIMIC personnel will consider the organizational
structures, capabilities, limitations and
influences when working alongside or with IOs and
NGOs in order to ensure a coordinated effort
while minimizing the impact on neutrality and
impartiality
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Questions?