INTERIM REVIEW
SUSTAINABLE ECONOMY AND SOCIAL WELL-BEING
**DISCLAIMER**
The views presented in these meeting notes are personal and
represent the opinions of the individuals that are respectively
participating. The information and views within do not represent any
other parties associated or related.
NOTE: This version of the meeting notes contains material from the joint session
and Social Well-Being subgroup meeting; it does not yet contain notes from the
parallel Sustainable Economy subgroup meeting.
Attendee Roster:
Name
Organization
James Adams
Tom Baltazar
Mara Batlin
Curtis Blais
Natalie Cake
Michael
Chagaris
Selmo Cikotic
Norman
Cotton
Jon Czarnecki
Bob DeFraites
Andrew
DeJesse
Mike Dziedzic
Leo Estrada
Jennifer
Glossinger
Glenn
Goddard
Kyle Green
Karen Guttieri
Steve Hall
Bob Jones
Mark Kelly
Diana M. Luan
Jose M.
Madera
Tom Moore
Brian Panton
Phone
Email
Subgroup
Econ SWB
GMU
Engility Corp
ICEG
NPS MOVES Institute
PKSOI
IMSG
703-626-0093
703-664-2816
214-914-6978
831-656-3215
717-557-2267
910-432-5683
jadams_400@hotmail.com
thoma.baltazar@engility.com
mbatlin@yahoo.com
clblais@nps.edu
Natalie@nataliecable.com
michael.j.chagaris.mil@mail.mil
Sarajevo University
Consultant
+387 62 335440
410-693-6402
Cselmo1133@gmail.com
norm.cotton61@gmail.com
NWC
Uniformed Services
University of Health
Services
413th CA
831-656-2653
301-295-0777
jczarne@nps.edu
robert.defraites@usuhs.edu
X
X
713-492-9364
andrew.s.dejesse.mil@mail.mil
X
Consultant
UCLA
USACAPOC(A)
718-668-6178
310-825-6574
850-384-8894
michaeldz71@gmail.mil
leobard@ucla.edu
jennifer.a.glossinger@mail.mil
354th CA Bde
907-301-7960
glenn.a.goddard.mil@mail.mil
4th CAG
NPS
NPS
SOCOM
USAID
NDU
353rd CA Command
571-606-5413
831-869-5275
408-807-3437
813-826-1294
202-712-1822
202-685-5217
718-668-6178
kyledg@gmail.com
guttieri@nps.edu
sbhall@nps.edu
robert.jones@socom.mil
mkelly@usaid.gov
dianamluan@gmail.com
jose.m.madera2.mil
US NWC at NPS
353 CACOM
831-656-2642
202-550-7875
tpmoore@nps.edu
bianpanton@yahoo.com
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
1
Name
Organization
Phone
Email
Maria Pineda
Diana Parzik
NPS
DHA-International
Health
EBI
202-460-8269
703-863-3354
mdpineda@gmail.com
diana.parzik@us.army.mil
X
571-308-5845
adpaterson@gmail.com
X
DoS/HIU
G-3 SOD
202-634-0343
703-614-7681
puschuskl@state.gov
cameron.s.sellers.mil@mail.mil
X
X
WEINSTITUTE
NPS
312-802-7524
949-439-3017
ctucker@weinstitute.org
marc.ventresca@sbs.ox.ac.uk
X
X
NPS
Smithsonian
Consultant
Walter Reed
National Medical
Center
215-353-3902
202-633-5003
+377607930077
910-315-0009
Bravo6@verizon.net
wegenerc@si.edu
info@willot.com
ramey.wilson@usuhs.edu
X
X
Andrew
Paterson
Karen Puschus
Cameron
Sellers
Chuck Tucker
Marc
Ventresca
Jeffrey Voice
Cori Wegener
Patrik Willot
Ramey Wilson
Subgroup
Econ SWB
X
X
THURSDAY MARCH 27, 2014, USAID BUILDING, CRYSTAL CITY
OPENING PERSPECTIVE (2pm - 3:30pm)
14:-14:15
Welcome
LTC Linden – Welcome and Project Overview: Establishment of Institute for Military
Support to Governance (IMSG); new 38G position in Army CA – to address recognized
lack of ability to influence governance
What skills are needed – previously conducted a Rule of Law workshop to identify
certain specialties
IMSG – CAPOC – SWC
Want to address how to address Sustainable Economy and Social Well Being (SWB)
Oct 2015 – 580 positions in Army Reserve reclassify to 38G (out of about 11,000 CA
officers)
Tiered approach to provide mobility/growth in the position
Karen Guttieri – Governance Innovation for Security and Development (GISD) project
(see intro slideset)
14:15-14:30
Plan for the Interim review – seeking outputs defining position
requirements of 38G
OVERVIEW OF DRAFT KNOWLEDGE BUILDING BLOCKS – how different approaches can
inform the process
- Testimonials from the Field - [CA professionals, partner agencies]: "What expertise /
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training especially useful or were you missing?"
- Col Madera – perspectives – what is a good expert who happens to be a good
integrator able to interlocute. Maybe trying to create a hybrid of skillsets – what
has worked in the past and new thinking.
- What has not worked – centralized databases for talent, accession (sp)
requirements
- Not just the way the Army works but how it puts people into certain bins –
other competing priorities
- Leo Estrada, UCLA Luskin School of Public Affairs: Changing PhD Level Training: A
UCLA Case Study (see slideset) – perspective on dynamics of education
- Re curricular reform
- Training for new skills needed – pure research, applied research,
combination
- 4 years to accomplish the change
- Scientific research is increasingly interdisciplinary; department structure
working against interdisciplinary efforts
- BioSciences – across several schools/departments
- Created consortium of PhD programs to facilitate improvements in
curriculum (with more specialized courses), increased faculty involvement,
increased interdepartmental grant seeking, increased shared laboratory
project, student training that is more relevant, administrative functions
- Issues to resolve – how to give up their doctoral degree programs, how to
create a joint College of Letters and Science and Medical School degree, how
to integrate faculties from 10 departments, how to provide services to
students
- Consortium of Doctoral Programs – have departments to abandon or make
their PhD programs dormant; home areas, multi-dimensional and focused –
faculty from all former departments choose to join 1-3 home areas;
significant number (7) of core faculty needed to establish a home area;
students have flexibility to move between home areas; one year core class
created for all students; specialization for students related to lab experience1
- Home Areas: biochemistry, biophysics, and structural biology; cell and
development biology; etc – knowledge, skill, specialty
- Home areas gave faculty a place to “land”
- Defined roles across home areas, MBIDP, and Medical School (individual or
shared) for activities (recruit/admit, advise, curriculum, seminars, career
counseling, diversity/outreach, grant/funding support, tracking and
evaluation, finances)
- New arrangement – curriculum enhanced with faculty teaching in the College
and Medical School; home areas broke down department silos; students are
encouraged to select more than one home area; departments will not
“disappear” as they are needed for university organizational reasons (hiring,
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Possible to have CA self-organize their profession?
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promotion processes, etc.) but their functions are greatly reduced
Home areas are a better reflection of the current state of research activity in
the biosciences; other science areas are looking at BioScience as a model and
may soon follow (Earth Sciences and Atmospheric Sciences); other social
science areas admire the model but are reluctant (more territorial; nothing
culturally pushing them together); innovation in training doctoral students
represents a new way to find biological solutions for the future
Faculty buy-in to home area idea (ownership); letting the faculty home areas
rule themselves
Seeks greater relevance for the field
Entering experimental stage
CA context – need to shift to a different kind of thinking / paradigm shift –
how do people feel about the “goodness” of governance
Home areas – like fields in a department; Russia – very specialized
(departments are fields) – home areas are intended to be more flexible than
a “field” – built more around research activity than knowledge
Change in student population? When designed, amount of interest in the
program increased by 80%
Who gives tenure? Home area. Degree? Home area based.
Will this result in better research / better biologists / better doctors? May
take years to determine.
Marketplace driven changes (put out cheaper product, create greater
accountability for research dollars) – comment about PhD in Economics
having no practical value
(Patrik) Company restructuring – what was needed at the end – in this case,
students who would meet market requirements for bioscience. For 38G,
clients are the various governments – what do those people need? What are
the functions the 38G will perform? Not job description, but what is the
added value? What attributes describe the functions? Then design
curriculum or draw from pool already existing in Army or society.
(Tom) Inertia applies to humans and organizations. What external force(s)
overcame the inertia? At UCLA, knew something was wrong because the
number of PhD students was declining dramatically. The way NSF was giving
out funding in biosciences changed (had to work cross-department). This was
a solution to do the job better.
(Andy) Do we also have to address incentives? Are there different kinds of
incentives DoD can put on the table (e.g., tax-free overseas salary)? How to
pull in the people with the right training – what’s the incentive package to
bring them in?
14:30-15:30
Understanding the Complex Adaptive Nature of Nation/State
Building – Steve Hall (see slideset)
 Model-building; one way to break down stovepipes, how things interact
 Guiding principles – “Guidance for the provision of essential services providing
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security, the rule of law, economic governance, and basic human needs are
interdependent priorities.”
Idealism (meaning) <-> Materialism (survival) versus Persistence (knowing) <->
Adaptation (believing)
Donor conception of inter-state relation value determines how they engage (and
how they will measure success)
SSE – SWB – Sustainable Economy: positive feedback between the emerging
conditions dominates… and the nation and state spiral upward together
Important consideration, whether this is a closed system or an open system
Opposite conditions can occur – positive feedback between the disintegrating
conditions dominates and the nation and state spiral downward together
Each objective is uniquely complex, consider SWB – there are context sensitive
conditions
Many tradeoffs described in the literature across the sectors – many donor
actions have context sensitive impacts on the direction state building will go
How do we start modeling this? Introduction to System Dynamics modeling
(stocks, flows, influences/variables)
Sample macro causal loop diagram of state constitutive capacity (Enos and Far,
“State Security Dynamics and the Impact of Intervention to Build Country
Capacity”)
Sample model: Security Sector (Choucri, “Understanding Modeling State
Stability: Exploiting Systems Dynamics”)
Sample model: Economic Sector (Sterman, “Business Dynamics: Systems
Thinking and Modeling for a Complex World”)
Modeling process itself provides insights
Understanding complex Adaptive Systems – show interactions between the parts
(i.e., feedback loops); generate the complex emergent group behavior we see
from the simple constituent agent behaviors that we understand; …
Key “Agents” of a Nation State Development Model – individual agents (passive
and politically relevant – “what will I sacrifice in order to protect”); social
networks (host state, sub-stage SIGs, donor states, NGOs – networks of people
who share values); environment (politically passive backbone of goods/service
delivery)
Economically rational, self-optimizers (rational self-interest) with desire to
interact with the “other” (willing to spend resources to have relationships with
“other”)
Early Concept of 38G Nation State Building Training Tool – recognizing trade-offs
and influences across sectors
Identifying 38G specializations and required competencies – how should they be
identifies, what should performance requirements be, how would the 38G
generalist coordinate efforts – how does this system dynamic modeling effort
support this objective? Model can facilitate thinking of this problem as a system
engineering task
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(Tom) How many have seen systems dynamics process before today? Not many.
Influence diagram can be a useful method moving forward for better understanding the
world of the 38G.
(Jon) Systems dynamics model for re-engineering US Army – significant costs. High-level
– illustrative, informative. Detailed modeling – very high cost to develop powerful tool.
Goal for project is to create a conceptual framework for the work.
Marc Ventresca – lead for Social Well-Being (SWB) Sector
Systems thinking perhaps in contrast to the 14 CA functional specialties – want to think
about interfaces, integration (know-how, not know-what)
[BREAK]
15:30-16:30
Work groups
OVERVIEW OF DRAFT KNOWLEDGE BUILDING BLOCKS, PROBLEM FINDING, GAP
ANALYSIS
- Testimonials from the Field - [CA professionals, partner agencies]: "What expertise /
training especially useful or were you missing?"
- Discussion of key gaps in expertise
Parallel Tracks:
[1] Sustainable Economy
1. Macro stabilization (monetary and fiscal plan, banking regulation)
2. Private sector (investment, production and markets; infrastructure development)
3. Employment generation (agriculture production and growth)
4. Illicit economy (Control of resources, contraband, of combatants)
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Success? Enable our CA soldiers to know/practice appropriate economics to
succeed in their mission.
knowledge backpack
strategy – knowledge – awareness (strategic awareness)
advise/consult  38As and Ministries
What are functions: Product, Trade, Finance across dimensions of (1) education
and generic experience and (2) critical relevant experience
Transactions, trade-offs, risks, added value
Defining attributes/characteristics of 38G individuals – well educated, military
background, temperament (EI)
What is relation between security and economics?
Flexible principles of organization is essential
Communication capacity of personnel is to be emphasized – hearing/listening;
emotional intelligence; transitional mindset developed
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Must understand informal economic sector
Needs to be adaptable
What are the dysfunctions?
Problem is informal economy – illicit?
Problem is political economy
Don’t really want PhD economists
Where/what level of intervention
Must be sustainable, by Host Nation
Need to know what is driving strategic leader
[2] Humanitarian Assistance and Social Well-Being
1. Sector focuses on basic needs such as food distribution, housing refugees and
displaced persons, and providing sanitation.
2. Long-term social well-being development in programs such as education and public
health ensure host nation government can develop citizen abilities to provide for their
own welfare, which further sustains stability
Marc started the session with introductions around the group:
- Glenn Goddard, CA Brigade commander
- Jim Adams, Sr ops officer, coordinating refugee; CA in Kosovo with UN, affairs of
minorities; governance officer; PhD at GMU in Conflict Analysis and Resolution
- Bob Jones, ret SpecOps Colonel, J5 Strategy & Vision; law school, prosecutor; SOCOM –
about 9 years ago drilled into what this dynamic is about, systems in conflict
- Tom Moore, NWC at NPS; ret Army Col; G-1 and G-4; Water Board
- Diana Parzik, health policy, Global Health Engagement, med service, environmental
science officer, disaster preparedness, CA Co commander
- Norm Cotton, ret CA Col, joint/strategic level; security sector reform advisor;
stakeholder analysis for the GISD project
- Andrew DeJesse, CA officer; community subgovernance level
- Chuck Tucker, ret MGen USAF, JAG; Somalia, Bosnia, Kosovo, Afghan, Iraq; running
capacity development efforts overseas
- Karen Guttieri, NPS; public policy; international and domestic, civil-military
- LTC Jeff Voice, CA officer; NPS SSDCO graduate; 38A officer plans team chief – Bosnia,
Iraq; CA since late 80’s
- Curt Blais, NPS MOVES Institute – project management support, modeling
What is current problem in the space and what 38G is trying to solve? Current incapacity?
What is 38G trying to solve?
 Number of people living in large urban environments, gender roles – as 38A
exposed to public health but nothing on urban planning; population-centric
conflicts – gap
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Another one filled by human terrain teams (HTTs) is idea of mapping the human
environment; CA could not grow to fill it – should it now be moved into CA
structure? Seems more appropriate to CA than to Intel.
New models across agencies – how does that affect CA thinking? Move from
function-driven expertise to some other level of expertise.
Space-time-forces – understanding the operational environment. Does 38G need
to turn into his own intel apparatus? Need to keep CA and Intel distinct for
political reasons.
G-2 informs targeting. Every HTT was used differently depending on who
employed them.
Fill void of HTT going away by bringing in geo-mapping expertise/practitioner.
Intel apparatus collects information – do we say don’t bother to collect
information relevant to CA, the CA team will do that? Need to keep Intel out of
the picture. Intel will collect, CA will have access to it.
What are other gaps? Planning – phase of the engagement. Preservationists,
archivists – put into safe and secure environment – by international law, have to
protect cultural sites. 38G needs to be able to advise planning.
Intel not good at telling you what business plan is needed to establish capacity,
just what to take down. Where do we put our resources?
SpecOps – understanding influences and relationships. Intel community deals with
threats, but have significant analytical capability; can’t get them to understand
the soft things. How does CA affairs dealing with governance to tap into the Intel
data?
UN perspective – sectors generally include Governance, Justice, Economy, Social
Welfare. Humanitarian affairs officers, civil affairs officers (administration of the
institutions – 38A equivalency; 38G more equivalent to guiding/higher level
personnel, directors), political affairs officers (policy interactions with the
leadership), military affairs officers. P1 (entry level management – administration,
functional responsibilities), up to P5 level of professionalism
Conventional force, how it does COIN – confuse ways as ends. If we build these
systems and functions, the sum will achieve the ends. In these environments, the
ends reside in perceptions. Understanding the population, what their current
perceptions are, how to influence and assess perceptions over time. Who thinks
about these things in the CA community today – do the 14 functional areas add up
to a functional society? Nobody has the systemic view. USCAPOC worried about
training management of soldiers right now. Unless you have a forward-thinking
CACOM commander, it does not happen. What does that kind of person do? CoG
– CACOM commanders. Where do we intervene so 38G becomes integrated, not
an appendage. Have to work interagency. CACOMs are rarely deployed.
Combatant Commanders need to be thinking this way – needs 38G
advice/assessment.
Not military problems, policy problems. Engagement will be problematic. Talking
about a mindset – even though CA officers are not in charge, need mindset that
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they are doing a function to shape perceptions to bring population into the fold.
Where to apply the capability to establish legitimacy of the host nation.
What we do is trying to influence perceptions. Who tries to balance allocation of
resources across the sectors to maximize effects? 38G who live and breathe these
actions every day are what is missing. Cannot create a 38G super-CA person. How
to put together a team that has the right kind of thinking and skill sets? 38A work
with IMSG and CAPOC to identify who is needed.
What types of projects – health affairs are 50% of project funds. AFRICOM did not
have any relation with South Africa until we did a Medical Civic Action Project
(MEDCAPS). Same with Azerbaijan. Disaster relief has opened doors for these
relationships. USS Comfort Pacific Partnership projects (through US mission to
host nation). Medical, dental, and veterinary. One of 6 lines of engagement is
Global Health Engagement. Needs to be a focus of CA. Navy has jockeyed for
position, not recognized by Army AMED.
It’s not the disaster relief we do, but gaining entry to enable greater engagement.
Need to do the mission to promote the host nation.
Jennifer – in Ethiopia, medic could not do CA type stuff. Maybe do a global health
certificate in the future.
Don’t forget about cultural heritage. Governance and big operations – don’t
forget about the parts of CA that are to keep us out of international legal issues
(don’t strike zones, etc.). GIS planning/mapping. Need to respect cultural
memory. Trust / good will – hard to build, easy to lose.
Bounding strategic and tactical – could more easily accomplish low-level projects,
but now need to address broader issues with fewer assets
Winning hearts and minds – building trust.
Hard to do structural construction projects to meet human value problems. 38G
can bridge that gap.
Have to map this out as simply as possible – use the guiding principles – look at
the conditions of SWB and identify the areas. Pull out the relevant Additional Skill
Identifiers (ASIs).
Maybe talk a bit more about center of gravity in relation to this
Integration gap – 38G need know more than specific skills – where and when to
perform a project and how to find the right agent to do the project
Skill gap -- how to find these folks and convince them to join the Army
Conflict transformation perception
If 38G is functional expert, need to identify the ASIs to assign. What do we do to
take a collection of them, training wise, and get them to work with the other
agents to learn how to perform their tasks.
Dwell time and ops tempo – impacts ability to provide the right people for the
right jobs at the right time. How to retain the folks. Rotation / job sharing,
constantly communicating with each other. Connectivity gap.
[Jeff’s diagram below]
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In Iraq, important to win hearts and minds? No, important for Iraqi government to
win hearts and minds. Many of the CA projects were perceived as “just don’t kill
us”.
Planners need to be working at the top to identify where assets/resources can be
spent and accomplish something.
How to promote and secure our vital interests? Not thinking about all of it
combined to shape to desired ends.
Phase 1, 3 implications, what level (tactical, operational). How to incentivize a
civilian? When out of the field, they are losing money. Typically join because of
passion. Give them real-world experiences that enhance their civilian resume. Do
short-term assignments. Civilians don’t care about going to battle assembly but
giving them valuable real-world experiences.
“Thinking that created the problem is unlikely to solve it.” (Einstein) Content of
planning and execution based on human nature context. People like seeing
immediate results -- don’t just do the easy jobs because we can. Better the right
thing poorly than the wrong thing well.
Look at State Partnership Plan (60+ countries around the world – no CA
involvement).
White board:
- human terrain “map” gap
- influence gap – OPLAN <- analysis (data points)
- urban planning gap
- integration gap
- skill gap
- relief to development
- experts (e.g., med) don’t know CA
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- parts of CA that keep us out of trouble with international law are important
- social well-being
- conflict transformation perception gap
- connectivity gap (community of practice) -- civilian job / military job rotation
- “Thinking that created the problem is unlikely to solve it.” (Einstein) Content of planning
and execution based on human nature context. People like seeing immediate results -don’t just do the easy jobs because we can.
“these are the things that define a failed state”
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FRIDAY MARCH 28, 2014
Sustainable Economy Sub-Group
9:00-10:00 OUTBRIEF
from Day 1
10:00- 10:30
SPEAKERS FROM THE FIELD
Dr. Hilton L. Root / Amb. Klauslerich (Invited)
Discussion of inter-dependencies
Discussion of key gaps in expertise
System viewpoint
Interaction with Field Operative
10:30-10.45 – BREAK
10:45-12:00 GAP ANALYSIS
Humanitarian Assistance / Social Well-Being Sub-Group
9:00 – 10:30
GAP ANALYSIS
Discussion of inter-dependencies with partner agencies
Assessment of key gaps in expertise
Substantive functional knowledge: ‘know what’, in contrast to ‘know how’
Lessons from field experience
Lessons from research on large-scale ‘technology’, infrastructure systems
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Traditional functional silos/boxes are relatively less effectiveness at being supple
Next 10 years, CA tasks will look considerably different than past 10 years – can’t keep
doing what we’ve been doing. Challenge is to push the boundary of the language.
How to turn these into something useful for LTC Linden – descriptors, skills, and levels
(but not recreating the 14 functional specialties in more elaborate form)
Series of functional specialties – HA, water, health, sanitation, … -- with specific skills,
levels. Patterned after findings of RoL sector review.
Maybe not skill levels by substantive function, but set of descriptors for process skills
based on stakeholders/partners. (don’t need specialists, need integrators)
What also is the role of 38A (assess and build teams of experts; team leader) in light of
emerging 38G (expert and integrator)?
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IMSG is not the holder of the 38Gs – they are embedded at COCOM levels. May need
greater discussion – IMSG may also hold a stable of experts who can be called upon,
assigned.
How do the pieces fall out on the battlefield from tactical to strategic? 38G at corps
level? Can be called upon by the team leaders? The skills/capabilities are what
matters – will be packaged according to mission requirements. Bring closer to support
governance efforts at provincial level. Commanders will decide how to use the blocks.
Skills to be defined have to be broad enough to fit the phases and tactical to strategic.
CA teams (38As) in 38 countries right now – they are the maneuver element – how do
they move around, how do they communicate. Supporting embassies – how to call
back for reach back for expertise in a particular area.
Future requirement may look like: regionally aligned forces, distributed (smaller
teams operating with general guidance), embedded (UAP), expeditionary, taskorganized
Recently, mission changed rapidly from HA to security assistance in many
countries
Commanders identify subject matter skillset needed and pull that person
38Gs shift to substantive knowledge; they have specific expertise
38G will be that one thing, not with specific ASIs (more like JAG and medical
specialists)
Reach back may be an empty purse – 38G should be strategic, with “street cred” with
other agencies – how to get that “street cred”? Experts, with military experience –
sounds like a retiree. Need discussion about how to bring the right people in. E.g., re
medical, who will have the contacts in WHO? How to put people into places that are
career-broadening.
Out of synch with new frameworks (e.g., millennium development goals)
Jim shared UN framework – country (e.g., Kosovo) – state-region-municipality levels
(see diagram below, courtesy of Jim Adams)
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Re recruiting – why not bring in people from other countries?
CA community at tactical level – one BN at 26% of the number it should have – from
where will the people come? Special Warfare Command has the training and
education piece. Recruiting piece is recognized but being dealt with in a different
venue. Here we need to identify what skillsets are needed.
What kind of person needs to know about Social Well-Being (issues come out of
Geneva). Need to understand the UN system. UN hiring/contracting/logistics systems.
Argument for career-broadening assignments – must completely understand the
international system. AUSAID, EU/EC will be key players. Need to understand
PhD/post-PhD areas of study (e.g., public management department at Indiana
University) – puts people in contact with important internationals. Need to plug into
international community.
UN taxonomy – political affairs officer, humanitarian affairs officer, civil affairs officer,
military affairs officer, social well-being affairs officer
Had functional skill identifiers, but had no doctrine for how to apply them – that is
being developed now
How does military support governance – what skills are needed in social well-being to
do that?
38G – think of him as a professional staffer, like a Limited Duty Officer – brought in for
their civilian skills to have impact on the military planning process
38G is 38A with a strategic ministerial level influence? 38A with value-added
expertise? Specialist/Expert/Consultant (38G, advising stakeholder and commander)
vs Generalist/Manager (38A, advising commander and ambassador)
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What are the overlapping skill sets, what are the added skillsets (what distinguishes
the 38G)?
38As are in many countries working for the Chief of Mission; they are the maneuver
element (own logistics, own force protection, etc.) – providing extra capacity to AID,
State, UN. “New CA officer is community affairs officer with a gun.”
CA does various tasks (medap, drilling well); must be commander/manager of CA
people doing things; needs to be a staff person advising ambassador, conventional
commander, host nation ministry – 38A has to do all of these – where is division of
labor for 38A and 38G?
How to affect security factors at the strategic/national level?
How fine-grained should be the distinctions across 38Gs
Pre-conflict through Phase 5 – too broad. Concentrate on pre-conflict and end of
conflict.
Environmental science officers have public health / social medicine backgrounds
What credentials are needed in areas like health, education, refugees, IDPs, etc.?
Cross-cutting – demographic mapping
Skill set:
- “street cred”
- understand other frameworks (UN, WHO, …) – external stakeholders (will be
operationalized through demand signal from external agencies)
- know capability of partner/stakeholders
- career broadening assignments part of life-cycle for MOS
Social Well-Being
- [UN] health, education, social welfare, refugees, IDPs, civic participation, community
development – what broad skillsets need to be brought into the mix
- Cultural security
- Religious security
- Commo security
- Environmental security
SWB Breakout Groups: Health, Refugees, Large-Scale Infrastructure Projects
What can we learn from available models? What specific expertise is required?
[1] Health – Diana Parzik
What can we learn from available models?
Army – 72A Radiation; 72B Entomol; 72D Environmental Service Officer (food handling,
industrial hygiene); 72E Engineering (BS Engineering); Nursing 66 Public Health Nursing;
Physicians 60C PM; 60D OM, 61N aerospace; Hospital Admin 70A; Med Ops/planner; animal
health; food source inspection
Models – Special Medical Augmentation Respoinse Team; Socio-cultural Research Adversary
Team; Special MAGs (Military Assistance Group?) in Horn of Africa
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What specific expertise is required?
Med / Health / Public Health / environment
Global Health Specialists / International Health – Ethics, Legal, Global Public Health; Disaster/
Emergency Response; Culture; Health Services; Language
38G Public Health – (BS PH, M PH, MS PH, Dr PH)
- water and sanitation
- food sanitation (nutrition/malnutrition)
- health systems – admin; emergency fire; hospital capability; public health governance;
facilities; clinics; personnel manning (#mds / #nurses / #technicians); health culture; planning;
financing
Work Experience – medical director (state/county/national); health federal agencies
Civ capability exp + training & education in CA + international experience
+
HELP, MSOC cert programs
LNO with health agencies; engagement
Degree (M PH, MS PH, Dr PH, etc.)
Rebuild/reconstruct health care in post-conflict – need much higher level strategic effort
Same expertise, different use (more planning/execution)
Any generic skills? MS in Public Health (systems-thinking), maybe with International Health
emphasis. Explosion in Global Health programs in last 5 years. Undergrad programs are very
new. Maybe with certificate in complex emergency
JHU – health emergencies in large populations; USIP post conflict health course; global health
diplomacy course
Public Health Services and CDC have some footprint overseas (e.g., disease surveillance,
research)
Money and MOA, maybe don’t need so many 38G but could reach back to pull from domestic
public health services
Not just emergency responder, but planner/developer
Civil Defense Officer (FEMA mode) – don’t know if this will be retained
[2] Refugee/IDPs (vulnerable populations) – Jim Adams
- Cultural and identity groups
- Religious groups
- Former combatants (DDR)
- Gender/children
What can we learn from available models (prior experience / frameworks)?
- functions: protection, normalization, and empowerment
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- tasks (some overlap with other sectors): jobs (re discrimination), freedom of movement
(RoL), food/water, shelter/housing, medical, return/reintegration conditions (RoL;
human/civil/civic rights), security (SSE)
What specific expertise is required?
- Complex emergency responders – logisticians (understand complex emergencies)
- Minority affairs (protection) – governance and cultural dynamics; fairness factor
- Emergency medical services (assess and coordinate)
- Demography – understanding demographics and population migration, mapping needs
- Business administration?
- Understanding interplay of this area with other areas of SWB and the other sectors
- Coordination with civil-military
- Relief-to-development continuum advisor (integrator)
- City management / urban planning
- Conflict analysis and peacebuilding
- Contracting
- Utility advisor
Education: certificate programs (e.g., at USIP – complex emergency management, with sector
specialities wrt return & reintegration, health, food/agriculture; medical management;
demobilization/reintegration of combatants)
- Bachelor – no requirement
- Master – peacekeeping policy, peacekeeping management, conflict analysis and
intervention [broad areas – would need to specify specific coursework]
- PhD – peacekeeping policy, peacekeeping management, conflict analysis and peacebuilding,
peace and conflict studies
38A – generalist; mission sets: civil information management, population resource control
(assessments), nation assistance (advising; OCONUS)), support to civil authority (US),
humanitarian assistance / disaster relief
- some now have Additional Skill Identifiers (14), but difficulty filling those
38G – specific expertise
Maybe can achieve much of this by refining the CA Civil Defense officer – lean this part
toward disaster preparedness (can impact security support) and management.
[3] Large-Scale Systems (Infrastructure Projects) – Glenn Goddard (see 38G Essential
Services document in SWB tab on APAN; also inserted below)
38G: Essential Services and Infrastructure
There are four essential services areas:
 Potable water and wastewater systems (new ASI needed)
 Communications systems (6R)
 Electricity, natural gas and other power systems (new ASI needed)
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
Transportation systems (roads, bridges, airports, seaports and logistics
systems) (replaces 6G and 6F).
Required Expertise:
For proficiency code 1L:
 Knowledge of and expertise in the technical aspects of the planning,
construction, maintenance and management of at least one of the four
essential service and infrastructure areas.
 Ability to assist local host nation government authorities with management,
maintenance and/or restoration of the type of local essential service
mentioned above.
For proficiency code 1M:
 Proficiency at level 1L.
 Knowledge of project management;
 Knowledge of essential services and infrastructure in at least one foreign
nation.
 Ability to advise U.S. military leaders and local and provincial authorities
regarding management, maintenance and/or restoration of the type of local
essential service for which the officer has expertise.
For proficiency code 1N:
 Proficiency at level 1M.
 Experience managing a significant infrastructure project.
 Knowledge of and expertise with at least two of the essential services and
related infrastructure.
 Ability to advise U.S. military leaders and provincial host nation authorities
regarding management, maintenance and/or restoration of two or more
types of local essential service areas.
For proficiency code 1P:
 Proficiency at level 1N;
 Ability to advise host nation authorities regarding any essential service (and
related infrastructure) that is owned, maintained, managed or regulated by
the host nation government.
Rank Qualifications
O3
Undergrad degree in project or engineering management or an engineering
field related to one of the four essential service areas (see list of possible
engineering degrees below)
O4
+ EIT or similar certification or equivalent experience + overseas experience
O5
+ Masters degree in project management or an engineering field or P.E. or
equivalent experience
O6
+ Ph.D. in an engineering field or significant program management
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experience or Masters degree in project management; plus significant
overseas experience
*Qualifying engineering fields for entry level 38G—Essential services:
 Civil
 Electrical
 Mechanical
 Industrial
 Logistics
 Systems
 Engineering management
 Geotechnical
 Aerospace
 Environmental
 Agricultural
 Manufacturing
 Production
What can we learn from available models?
Qualifying engineering fields: civil, electrical, mechanical, industrial, logistics, systems,
engineering management, geotechnical, aerospace, environmental, agricultural,
manufacturing, production
Public Works officer – project manager to bring in expertise to address needs of overall
system. 38A should be the project manager (generalist, broad picture, trying to achieve a
defined mission). Experts are the 38Gs. At another level, can have Program Manager, with
multiple projects under multiple project managers – knows interrelationships, multiple
systems. How broad should a 38G become as he rises in rank (higher education, higher
experience, higher certification).
E.g., Reconstruction Management Office in Iraq.
What specific expertise is required?
Project Management – PMP certification
Defined bona fides
-------LTC Linden – provided printouts of CA/Functional Specialty Overview (see handout set)
Proponent – Spec Warfare Center and School
Can do minor change to existing designation easily, if one already fits.
Ultimately, need to give a job title with description of position(s) and qualifications.
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-------Recommendations on Social Well-Being 38G Positions, Skillsets, and Tiers (basic, senior,
expert, master)
1. [Position]
- Description:
- Experience and skills:
- Primary:
- Supplementary skills and experience:
- Preferred:
- Proficiency Code: [for each of the tiers/levels]
- Qualifications:
- Supplementary skills and experience:
13:30-16:00 WORKGROUPS HUDDLE
Discussion on determination of background and credentials needed for 38G
Work in small work groups
Social Well-Being definition of new positions / new positions
(new) Global Public Health Officer
Description of positions. Identifies positions requiring assessment and advice on all
aspects of health that impact social well-being.
Qualifications.
-Minimum Master of Public Health, preferable with International or Global health
concentration.
-Some combination of following:
Health Emergencies in Large Populations course (ICRC)
Medical Support of Stability Operations (Def Med Readiness Training Center)
USIP Post-conflict Health Course
State Department Global Health Diplomacy Course
Global Health Stability and Security (CDHAM_USUHS)
Veterinary Stability Operations Course
Medical Culture (CDHAM_USUHS)
Refinement of 5Y
“Disaster Preparedness and Response Officer”
Description of positions: Identifies positions requiring assessment, advice, and analysis
of all hazards preparedness and response operations for domestic and international
disasters.
Qualifications:
Master degree in Disasters Management
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and
Some combination of additional courses:
Int’l Diploma for Humanitarian Assistance (IDHA)
UN C-M Coord Course
EMAP Emergency Management Assessment Course (FEMA)
Certificate in Emergency Managemnet
FEMA Course ICD
HAZMAT/HAZWOPER
CBRNE
Joint Humanitarian Operations Course (OFDA)
Complex Emergency Officer (refinement of 5Y)
Description of positions. Identifies positions requiring analysis, planning,
implementation, and management of indigenous emergency service assets in the
preparation for or conduct of civil defense response to complex emergencies. Enables
vulnerable populations to progress through protection, normalization, capacity building
and empowerment in order to ensure full participation in civil society and governance
representation.
Qualifications. Requires the completion of Federal Emergency Management Agency
(FEMA) independent; or equivalent experience as a Regional Civil Defense Director; or
Certification as a Certified Emergency Manager (CEM) through the International
Association of Emergency Managers or a degree in Emergency or Disaster Management
through an accredited teaching institution.
Qualifications. Basic levels (1L) completion of a bachelor’s degree (Major immaterial)
and certificated in Complex Emergency Management with 2-3 years of field experience;
Advanced Levels (1M-1P) require a Master level education in Peacekeeping Policy /
Management, Conflict Analysis and Intervention (Doctorate for 1P)
Relief to Development Continuum Officer(new – 5Z)
Description of positions. Advises commanders and international or national level leaders
and manager or stakeholders and other experts on adequate planning, implementation
and management across multiple sectors; integrates to achieve unity of effort across the
relief to development continuum in concert with stakeholders. Enables appropriate
responses through the phases of (1) complex emergency, (2) stability; (3) normalization;
(4) development.
Qualifications. Basic level (1L) completion of a bachelor’s degree (Major immaterial)
and certificated in Complex Emergency Management with 2-3 years of field experience;
Advanced Levels (1M-1P) require a Master level education in Development or in
Peacekeeping Policy or Masters in Conflict Analysis and Peace Building. (Doctorate for
1P).
Appendix A. APAN Adobe Connect Chat Content
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Some participants attended portions of the meeting through the APAN Adobe
Connect capability in the GISD group on APAN. Content from the Chat window
during the proceedings is provided below.
James Embrey 2:Hello from PKSOI at Carlisle
Karen Guttieri:All views expressed are personal and do not represent
those of angecies or other entities
James Embrey 2:observation: the measure of the CA officer's success is
his/her ability to be conversant and persuasive across organizational
cultures - communicate for, and translate effectively back to the
commander/command for which they work.
James Embrey:My point would be that while the commander may trust you to
speak for him, he has to first understand effectively in order to
conceptualize guidance to provide to you. Key role you play is to explain
to the commander the econ challenges in operational terms/importance, and
then to the econ community effectively using the words/concepts that they
can understand. the CA officer must be multilingual across organizational
cultures, and be respected and heard in both.
James Embrey:I did listen in on later part of UCLA, and then on the
sim/modeling
Karen Guttieri:**All views are personal and not reflective of those of
any official positions of agencies.**
Karen Guttieri:Dr. Maria Pineda is speaking to her working group on
sustainable economic development
James Embrey:would also offer that the MPICE, as an adjunct to the
guiding principles, would offer some perspectives as well; additionally,
the former SCRS Essential task matrix and supporting metrics developed.
James Embrey:the measures of performance in conflict environments are
useful in the assessments for each of these. The brief that Mike D gave on
illicit power structures at SOTEW gave some good insights into the
adversary's use/interests in each of these areas - to include revenue
generation/denial through corruption and purposeful coercion
James Embrey: tangible/physical value as well as virtual/non-tangible
value through provisi0oning of supplies/services in exchange for adversary
services/preference/favors
James Embrey:or is it his/her role to make the case to the commander and
senior civil leaders involved that the resources are best placed here not
only to increase security, but to set the stage for a stable environ upon
which to continue to build?
James Embrey:or is the will work/won't work a matter of discussion with
USAID, NGO's, and other regionally engaged partners in projects to ensure
sustainability over time?
James Embrey:the reason I ask this question, is we can too quickly
default back to AFG and Iraq experience where our money/resources were the
drivers vs future environs where we must partner and share?
James Embrey:TSCP efforts can establish initiatives and open doors, but
the sustainablity portion to ensure these efforts endure and continue to
adde to Host Nation government legitimacy must be factored in through
looking past the projects to ensure NGO's, development partners, etc are
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willing to continue to funds/support until HN can fund / sustain for
itself.....
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