U.S. Army John F. Kennedy Special Warfare Center and School
The U.S. Army’s Special Operations Center of Excellence
Institute for Military
Support to Governance
Briefer:
Type of Brief:
Date:
Version:
COL Terry Lindon
Information
1 May 2014
v4
The overall classification of this brief is: UNCLASSFIED
Background
•
The USASOC Commander directed establishment of the IMSG in support of:
–
DoDD 5100.01, Functions of the DoD and Its Major Components, 21 Dec 2010, Directs the Army to “occupy
territories abroad and provide for the initial establishment of a military government, pending transfer of responsibility to
other authority.”
–
DoDD 3000.05 Stability Operations, 16 Sep 2009, Directs DoD components to Conduct, Support, or Lead Stability
Operations.
–
DoDD 2000.13, Civil Affairs, 11 Mar 2014, Directs DoD components to: "Establish and conduct military government
until civilian authority or government can be restored" and "Support stability operations, including activities that establish
civil security; provide support to governance; provide essential services; support economic development and
infrastructure; and establish civil control."
–
Joint Resource Oversight Council Memorandum (JROCM) #162-11, 1 Dec 2011: CA DOTMLPF Change
Recommendation to CA formations in general and specifically to CA Functional Specialty capabilities in governance,
economic stability, public health and welfare, rule of law, infrastructure, public education, and public information.
–
Joint Resource Oversight Council Memorandum (JROCM) #172-13, 4 Nov 2013: Stability Operations DOTMLPF
Change Recommendation to Transitional Military Authority, Military Governance, and requirements for coordination with
IA MN and NGO partners.
–
USASOC Guidance for Development of the Force (UGDF), tasking to USAJFKSWCS, page 66, Oct 2013:
"establish the IMSG to strengthen partnerships with interagency and further leverage the civil sector expertise."
–
ARSOF 2022, page 21: "Establish the Institute for Military Support to Governance to strengthen partnerships with
interagency and further leverage the other ‘5th Forces Providers’ such as academia, non-governmental organizations
and civil enterprises."
“When Civilian expertise normally provided by USG Agencies is not available, CA functional
specialists may be required to fill key planning, operational, or liaison roles until replaced by
their OGA counterparts.” FM 3-57 Civil Affairs Operations, October 2011
2
Institute for Military Support to Governance
Capability Requirement
Mission
• Military Government is a Geneva/Hague Convention and
USC Title X responsibility.
• Identifies and addresses critical civil vulnerabilities in
undergoverned and ungoverned areas or high-threat
environments where local authorities or the interagency
cannot engage.
• Military Government specialist have existed in the Army
Force structure since WW II; Capability currently exists in
the Army Reserve.
• Seeks to revitalize the existing force structure with new
standards and expanded capabilities.
The Institute for Military Support to Governance
manages the provision of civil sector expertise across
the range of military operations in order to support
USG obligations under international law and promote
stability. On order, supports Theater Security
Cooperation, Transitional Military Authority, and
Support to Civil Administration operations.
Specified Tasks
• Revitalize military governance capabilities
‒ Establish credentialing standards for 38G/Civil Sector Experts required to support future operations
‒ Inform Military Governance policy, doctrine and training
‒ Coordinate associated DOTMLPF functions; shape policies, authorities, doctrine and training for access to civil sector
expertise
• Research, analyze and provide civil sector expertise for Support to Civil Administration (SCA) and Transitional
Military Authority (TMA)
‒ Provide reach-back support to operational practitioners with research and analysis, concept development and
experimentation
‒ Collaborate with civil sector experts to provide information to military planners
• Support Theater Security Cooperation (prevent and shape)
‒ Conduct Concept Development and Experimentation for Employment of Civil Sector Experts
‒ Develop a Future Operational Concept for the Employment of Civil Sector Experts and non-military capabilities resident in
U.S. Government, private business, and academia
UNCLASSFIED
3
Civil Affairs 2020 Strategy
Civil Affairs
CA forces support commanders by engaging the civil component of the operational environment to achieve CMO or other stated U.S. objectives and
ensure the sustained legitimacy of the mission and the transparency and credibility of the military force before, during, or after other military
operations. CA forces plan, prepare for, execute, assess, and transition CAO at all levels of war. (FM 3-57, Oct 11)
21st Century
CA Soldier Attributes
JROC/CA
DOTMLPF
• Human Terrain
Military Government Specialist 2020
• Cultural/ Societal SME
Language
Proficiency Specialist is uniquely trained, educated, and qualified
The•Military
Government
• Advanced
Civil Educationnormally performed by civil governments. Trained in
to conduct
responsibilities
• Government
Functions
culture, language,
civil analysis,
and planning. Educated to both implement and
Foreign Policyof transition to civil authorities.
oversee the •complexities
• Strategic Stability and Security
Lines of Effort
 Civil Domain Professionals
 Diplomatically Astute
 Proficient Planner
E
N
D
S
CA Soldier 2020
The Civil Affairs Soldier understands civil societies and excels in complex,
ambiguous, and non-contiguous environments. Trained in culture, language,
social sciences, civil
analysis and planning. Capable of identifying and
Critical Capabilities
mitigating
vulnerabilities
• Civil-Military
Warriors that threaten the stability of foreign civil societies. The
“Civil
Scout” ofASCOPE
the future is educated to conduct Civil Affairs Operations in a
• PMESII-PT/
JIIM environment
during persistent and/or episodic engagements.
Analysis
TRADOC PAM
525-3-1
W
A
Y
S
Train and Educate
the CA Force
Strengthen
CA Credibility
Improve
the CA Force
Design comprehensive,
innovative, and relevant
curriculum with
commensurate
resourcing
Build technical
competence that
distinguishes the Army
CA Regiment within the
DOD
Increase the capacity
and capability
of the Army CA
Regiment
 Critical Thinker
 Comfort with Ambiguity
 Adaptive
 Effective in the JIIM
Environment
M
E
A
N
S
 Holistic redesign of CA courses
 Strategic communications
 525 series CA concept
 Collaborative development
 DOD wide participation
 Identify future requirements
 Culture / Social Sciences
 Military Government
 Right-size the force
 Language
 Doctrine refinement
 TRAC-LEE / Proponent CA CBA
 Advanced CA Skills
 Professional articles
 Normalize Force Mod functions
 Continuing Education
 Joint & Army experimentation
 CIMDPS NET/Fielding FY12-17
 School of Military Government
 Regimental esprit de corps
 Sustainable Career Models
 Standardize Training and
 Manage professional credentials  Support JROC CA DOTMLPF
Professional Military Education (PME)
CA
Regimental
Vision
2020
Civil Affairs
and Military
Government are the
Nation’s first choice
for mitigating threats
to civil society;
executed through
global persistent
engagements
across the range
of military
operations in
order to enable
our nation to
prevent and
deter conflict
or prevail in
war.
change recommendations
“Commanders must be prepared to ensure ARSOF and conventional civil affairs units have the resources to enable essential governance functions
when reinforcements from joint, interagency, intergovernmental, and multinational partners are not immediately available.”
TRADOC Pam 525-3-3 Functional Concept
Operational Concept
Organization - USAJFKSWCS
Commander
USAJFKSWCS
Operations &
Integration
Section
Dean
PhD GS-14
Director
Deputy Director for
Interagency Affairs
USASOC POLAD
Deputy
Director 38A
COL
SGT MAJ
00G SGM
Registrar
GS-10
Operations
Officer
38A LTC
Asst Ops Off
38A MAJ
Civil Security
Department
Governance
Department
Essential and
Humanitarian
Services Dept
Economy and
Infrastructure
Department
Rule of Law
Department
Homeland
Integration
Department
Ops NCO
38B MSG
Advisor
38G COL
Advisor
38G COL
Advisor
Public Health
38G COL
Advisor
Economics
38G COL
Advisor
38G COL
Advisor
38G COL
Strategic
Planner
59A MAJ/LTC
Lead Coord
O1A LTC/MAJ
Lead Coord
O1A LTC/MAJ
Advisor
Education
38G COL
Advisor
Infrastructure
38G COL
Advisor
Agriculture
38G COL
Lead Coord
01A LTC/MAJ
Lead Coord
O1A LTC/MAJ
Exercise Off
01A LTC/MAJ
Lead Coord
05A LTC/MAJ
IA LNO
01A MAJ/LTC
Lead Coord
01A LTC/MAJ
AC
Private Sector
Integrator
01A MAJ/LTC
Support
Personnel
AGR
COM
PO3
JAG
27A MAJ/LTC
Cultural
Anthropologist
PhD GS-13
UNCLASSFIED
ADMIN NCO
42A SFC
LOG NCO
92A SFC
BUDGET NCO
36B SFC
UNCLASSIFIED
DAC
CIV
6
Governance Innovation for Security and Development
38G
Marc Ventresca,
NPS/Oxford
Behavior Tech
Margarita Quihuis,
Stanford
Mark Nelson,
Stanford
Curt Blais,
NPS
HOMELAND INTEGRATION
Melanne Civic, CSO
Marc Ventresca, NPS/Oxford
Karen Guttieri, NPS
Jon Czarnecki, NWC
Maria Pineda, NPS/UCLA
Paula Philbin, NPS
Research Products
Functional Specialties
• What Functional Specialties are required?
(by Stability Sector)
• What are the standards? (Civilian education,
experience, and certifications)
• Develop descriptions
• How many of each Functional Specialty are
required?
Additional Research Topics
Structure
• Is the IMSG structure correct?
• What Functional Specialty teams are at
battalion, brigade, and CACOM?
• Composition/distribution of functional specialty
teams
Timeline
• What are the policies, authorities, and
doctrine that affect employment and
deployment?
• What are the laws and policies affecting
direct commissioning?
• What are the functions and authorities of
IMSG, SWCS, CAPOC, and HRC?
• Curriculum for Direct Commissionees and
other 38G's including Military Governance
Certificate
UNCLASSFIED
8
38A
Commissioned
Non-38A
IMSG Validates
Civilian Education and
Experience
Branch
Transfer
AOC
Transfer
• XXXCommissioned
Area of Concentration Training
IMSG Validates
Civilian Education and
Experience
Qualification Training
Branch Training
3-6 Months
DL SSDCO
DL
RC
DL SSDCO
CAQC(-)
6-12
Months
Fully
Qualified
38G
Civilians
NCOs
6-18 Months
IMSG Validates
Civilian Education and Experience
Direct
Appointment
3 Months
Requires TRADOC Approval
BOLC – A
DCC
BOLC
Common
DL
RC
CAQC(-)
DL SSDCO
3.5 - 5
Years
3 Years
Schools
UNCLASSFIED
BOLC – B
Existing ARMY
Existing SWCS
Future SWCS
UNCLASSIFIED
9
Working Issues
•
Governance Innovation for Security and Development (38G Skill Identifier
Development -- define, describe, standards)
–
–
–
–
–
–
•
Proponent and USACAPOC
–
–
–
–
•
•
•
Outreach to IA, NGOs, IGOs, Academia, and Business (PPP)
Experimentation
–
–
–
•
Direct Appointment program
Recruiting/Classification
Future Operating Concept
Training and Education
IMSG Charter in staffing
USASOC-USARC MOU in staffing
Operationalize the IMSG
–
•
17-18 Dec 13: Internal IPR; 14-15 Jan 14: Rule of Law IPR; 28-29 Mar 14: Social WellBeing/Economy IPR; 12-13 May 14: Safe and Secure Environment IPR; 17-19 Jun 14:
Governance IPR; 24-26 Jun 14: Homeland Integration IPR; 22-24 Jul 14: Wrap up IPR
20 Aug 14: Delivery of Final Report
APAN Website: https://wss.apan.org/s/GISD/default.aspx
24-27 Mar 14: Peace and Stability Operations Training and Education Workshop
Stakeholder Analysis under revision
Governance Certificate preparing for implementation
Silent Quest
Unified Challenge
JRTC
Irwin Middle School - Jun 14
Institute for Military Support to Governance
QUESTIONS?
UNCLASSFIED
11