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COMPREHENSIVE APPROACH TO OPERATIONS

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To provide an introduction and overview of the Comprehensive Approach to ... CIDA and DFAIT interact with Afghan government officials at the ministerial ... – PowerPoint PPT presentation

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Title: COMPREHENSIVE APPROACH TO OPERATIONS


1
COMPREHENSIVE APPROACH TO OPERATIONS
2
AIM
To provide an introduction and overview of the
Comprehensive Approach to Operations with respect
to its partners, fundamentals, its concepts, and
its application
3
REFERENCES
  • B-GL-300-001/FP-001, Land Ops, Chap 5
  • B-GL-323-004/FP-003, COIN Ops, Chap 5

4
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

5
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

6
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

7
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

8
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

9
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

10
INTERRELATED SYSTEMS (PMESII)
11
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

12
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
13
SIMULTANEOUS CONDUCTON BOTH PLANES
14
COMPREHENSIVE OPERATIONS
Defined as the deliberate use and orchestration
of the full range of available capabilities and
activities to realize desired effects
15
COMPREHENSIVE APPROACH
16
COMPREHENSIVE APPROACH
  • the application of commonly understood
    principles and collaborative processes that
    enhance the likelihood of favorable and enduring
    outcomes within a particular environment


17
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

18
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

19
ELEMENTS
  • Unifying Theme and Effort
  • Collaborative Work
  • Comprehensive Response

20
THE LINK
21
COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
22
COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
23
COMPREHENSIVE APPROACH CAMPAIGNS AND
OPERATIONS
24
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

25
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
26
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

27
MANDATES, ROLES AND VIEWPOINTS OF 3D PARTNERS
28
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

29
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

30
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
31
CIVILIAN ORGANIZATIONS
32
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

33
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

34
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)

35
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

36
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
37
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