report on quick look analysis of communications issues for civ … · 2019-08-09 · supporting...

1 User Discovery Event Reference V.1

Report on Quick Look Analysis of Communications Issues for CIV-MIL in a Humanitarian Assistance Environment

Prepared by Charles W. Robinson

US Department of Defense, Joint Staff Director for Joint Force Development (J7)

Environmental Architectures Division

In support of the Federated Mission Networking

28 Oct 2015


Executive Summary

This is a report covering quick-look research into military to military and civilian to military information sharing during rapid onset, humanitarian assistance and disaster response. The research was conducted as part of the Federated Mission Networking and Mission Partnering Environment Civ-Mil (FMCM) Project. This report is intended to enable the User Discovery Event which will be conducted from 16-19 November, 2015, in Berlin, Germany. It is not intended to be a comprehensive report on the overall state of civilian to military (CIV-MIL) communication or a broad study of Humanitarian Assistance and Disaster Response (HADR). This research specifically considered whether there is significant benefit in establishing coordinated processes, architectures and standards across the FMN and MPE communities which will facilitate multinational military to military (MIL-MIL) and CIV-MIL communications in the HADR environment.

Communications related issues were the most commonly reported type of factor or issue in after action review, operational analysis and lessons learned data and artifacts referenced in this study. This report considered 313 observations drawn from lessons-learned databases, after-action reports, and personal observations of military personnel. Of these 313 observations, 216 identified multi-national mil-mil AND CIV-MIL communication as a key factor for success in rapid onset HADR.

The research determined that this communication remains problematic. The report recommends solution development in the following areas.

• Mission Threads for CIV-MIL communication and the key associated artifacts must be developed along with the associated artifacts necessary to improve capabilities.

• Definition and adopt of common information exchange processes, architectures and standards, particularly those for data sharing, for use by military partners to enable better Civ-Mil communication in either or both unclassified and classified federated, mission partner environments. These standards must respect the needs and constraints of civilian parties to the HARD mission space.

• The FMN and MPE efforts should incorporate CIV-MIL doctrinal processes, CONOPS, and instructions, along with architectures and standards for communication with potential mission partners and similar stakeholders, into publications, instructions, and technical reference artifacts such as standards and Joining, Membership, and Exiting Instruction (JMEI) templates.

• That training and education necessary to support these recommendations should be incorporated into national and multi-national approaches.


1. Purpose. This is a report covering quick-look research into military to military and civilian to military information sharing during rapid onset, humanitarian assistance and disaster response. The research was conducted as part of the [Formal Project Name]. This report is intended to enable the User Discovery Event which will be conducted from 16-19 November, 2015, in Berlin, Germany. It is not intended to be a comprehensive report on the overall state of civilian to military communication.

2. Problem Space: Military forces operating in a disaster response must communicate effectively with the Affected State (AS), its military and civilian agencies, and the international response community. The latter includes both military and civilian elements. The military elements and some civilians are associated with specific nations contributing support. There are typically numerous civilian non-national actors such as international treaty organizations, private volunteer organizations, and similar groups. Communications between these various actors is an essential capability which enables the cooperation, coordination, collaboration and coexistence necessary for effective response. This research is focused on operational and occasionally tactical matters associated with effective execution of humanitarian and disaster response. It did not gather information on strategic communications regarding policy, national access, and such.

2.1 The research examined all means of communications ranging from face to face using liaison personnel to machine to machine structured data sharing.

2.2. Areas of Concern. There is a perception that major processes, architectures and standards which support Civ-Mil communication during rapid onset humanitarian assistance and disaster response events are not well documented on the military side. This is particularly true at the structured data sharing level where web data services could be used. In particular, the working group felt that information and data exchanges, along with associated architectures and standards, are not in place to support Civ-Mil communication in ways which take advantage of the type of common approaches envisioned under the Federated Mission Networking and Mission Partnering concepts.

2.3 This research specifically considers whether there is significant benefit in establishing coordinated processes, architectures and standards across the FMN and MPE communities which will facilitate multinational military to military and civilian to military communications in the HADR environment.

3. Research Summary. This research supported the premise that military participants must be prepared to share information with military and civilian organizations from multiple nations in the mission space. It further support the view that this communication must include the use of international civilian sites, systems, portals and services to the fullest extent feasible as part of an overall ability to operate in the public, unclassified environment.

3.1. Projected Gap Areas as derived from review of current MPE and FMN implementation plans.

• Mission Threads. There are no mission threads in place for support of Civ-Mil operations, to include one for HADR.


• Information and Data Exchange Architectures and Standards. There are no clearly established, concepts, instructions and associated standards for communications during multinational Civ-Mil operations.

• FMN and MPE instructions and other supporting artifacts such as CONOPS and processes for supporting Civ-Mil operations are not in place.

3.2. Research Data Summary (See Appendix 1). Communications related issues were the most commonly reported type in after action review, operational analysis and lessons learned data and artifacts. There were a total of 313 initial observations. Of these 313 observations, 216 identified multi-national CIV-MIL communication as a factor for success. The typical data indicated that communications with the affected state and humanitarian response community were significant to successful mission performance.

4. Research Methodology. Individual nations contributed data collected from reviews of their own of operational records, after action reports, observations and lessons learned and similar data collections. These were consolidated into a single database. The findings were then classified and grouped across operational functions and tagged for impacted areas. The findings were then compared semantically to identify common issues.

5. Research Limitations. There are a broad range of CIV-MIL and Humanitarian Assistance (HA) use cases. This research was constrained to the HADR use case and the perspective of responding militaries other than that of the AS. The available data was constrained by the number of nations participating and the time and labor available to them. The observations were not classified by severity or impact so higher or lower frequency doesn't mean one is more important than another, only that it is more commonly reported.

6. Conclusions and Recommendations for Solution Development.

6.1 Conclusions.

6.1.1 Solutions which can improve MIL-MIL and CIV-MIL multi-national communications during rapid-onset humanitarian events will have a significant positive impact on the performance of participating, multi-national military forces and the overall outcome of the HADR event. While MIL-MIL and CIV-MIL information sharing is sometimes reasonably good, it is not consistently effective across multiple events. Application of lessons learned, best practices, and business process improvement, combined with definition and adoption of common architectures and standards (e.g. Mission Threads); by military partners can result in improved operational and technical performance.

6.1.2. Multinational military mission partners must be prepared to share information, including structured digital data, with the Affected State (AS), or Lead Nation (LN), United Nations (UN), and other civilian mission and non-mission partners in the unclassified, public internet environment, preferably using the sites, systems and services established by the humanitarian community. For military participants, this centers on the Humanitarian-Military Operations Coordination Center (HuMOCC) and Multi-National Coordination Center (MNCC) interface.


6.1.2.1. Military forces must understand and adapt to the humanitarian community and AS lead structure, not try to force the military information exchange requirements (IER), processes, standards, architectures, hierarchies and systems on to non-military actors during an operation. Leaders must ensure the military information exchange architecture maps to the information exchange requirements of CIV-MIL organizations and respect their processes, standards, and information architectures.

6.1.2.2. Responding military forces must have mechanisms in place with key mission partners before and during execution to coordinate and improve knowledge, information and data management and sharing. The more of these mechanisms coordinated, documented in standards and procedures, integrated into communications systems architectures and trained before an incident occurs, the better.

6.1.2.3. If the AS and On-Site Operations Coordination Centre (OSOCC) form an information interoperability working group as an adjunct of their efforts, participating national militaries should support this. It is imperative that the Civil-Military Coordination Cell (CMCC), Humanitarian-Military Operations Coordination Cell (HuMOCC) and the Multi-National-(MNCC) IERs and associated interfaces be an aspect of this group’s work. Military leaders should encourage the use this group to focus on providing solutions which the least robust partners and participants can support.

6.1.3. Military commanders will be challenged with getting key data out of national systems and military systems, as well as SECRET-REL networks, into the public and controlled unclassified networks and sites in ways that the civilians can access and use it.

6.1.3.1. Military forces should try to avoid over classification of data through the use of write for release and other approaches should also be prepared to apply foreign disclosure and related processes sufficiently quickly to provide releasable information in time to make a difference.

6.1.3.2. Before operations begin, military organizations should strive to ensure the process to make declassification and foreign disclosure happen is validated, documented, promulgated and trained.

6.1.3.3. Military communicators should have the technical aspects of cross-domain information sharing integrated in advance. Even if this involves an airgap, the necessary technical means must be documented, understood by those involved, and put in place.

6.1.4. It is important to train on CIV-MIL communication, coordination and collaboration processes using the intended systems in the expected information environment before facing an actual rapid onset HADR situation.

6.1.4.1. Collective and individual training with the potential humanitarian community, military mission partners and other key actors should preferably be conducted as part of multi-


national training programs. This not only insures that military knows how to share information with civilians but also helps develop useful inter-personal relationships.

6.1.4.2. Key elements of a program of learning include individual learning in a military environment, attendance at UN lead courses, STAFFEXs, COMMEXs, knowledge exchanges, and other individual and collective methods. Distributed and multi-national efforts have an important place in learning.

6.1.5. Information sharing via electronic means will not replace the importance of liaison and other face to face information sharing.

6.1.5.1. Provide liaison to the sectors and centers, especially the MNOCC and HuMOCC clusters. Collocate with or man centers and nodes in support of the civilian centric coordination architecture.

6.1.5.2. Supplement basic liaison exchanges by integrating civilian mission partners into military mission partner and own nation command and staff battle-rhythm and organization.

6.1.5.3. Ensure liaisons are trained and equipped to use available communications means such as the unclassified, public internet, satellite phones, mobile phones, etc.…, as well as military systems.

6.2. Recommendations. Solution development is required in the following areas.

6.2.1. Mission Threads for CIV-MIL communication and the key associated artifacts must be developed. These “Mission Thread Packages must document required information exchanges relative to operational activities and process. IERs will range from man-to-man, through man-to-machine, to machine-to-machine. Provision of these mission threads will allow the specific development of process, architecture, interface, standard and system solutions which can improve the ability of military forces to share relevant information with humanitarian assistance efforts.

6.2.2. The community of probably supporting states needs to define and adopt common information exchange processes, architectures and standards, particularly those for data sharing, by military partners is needed to enable better Civ-Mil communication in which armed forces are operating in either or both unclassified and classified federated, mission partner environments. These standards must respect the needs and constraints of civilian parties to the HARD mission space.

6.2.3. The FMN and MPE efforts should incorporate CIV-MIL doctrinal processes, CONOPS, and instructions, along with architectures and standards for communication with CIV-MIL mission partners and similar stakeholders, into publications, instructions, and technical reference artifacts such as standards and Joining, Membership, and Exiting Instruction (JMEI) templates.


6.2.4. That training and education necessary to support these recommendations should be incorporated into national and multi-national approaches.


Appendix. Observation and Lessons Learned Analysis

Information Exchange (IX). The communication of data, particularly structured data, with civilian or host nation, the affected state (AS), and the AS military had a routinely observed impact on the mission performance of military forces. The list of findings below is ranked based on frequency of observation. Analysis is presented as factors which impact this performance. The raw data is in the attached spreadsheet.

1. A military organization’s ability to identify and meet mission partner communication, information and collaboration requirements as early as feasible is a key factor in successful cooperation and coordination.

2. Identification and use of a common network/information environment for interaction with multinational responder community and the AS is routinely cited as a factor in successful cooperation and coordination necessary to support HADR.

3. The use existing civilian information sharing and collaboration systems and services to communicate with non-military actors wherever possible is a factor in successful cooperation and coordination.

4. The ability to use unclassified information environments, especially the public internet and means to communicate with non-military participants, is a factor in successful cooperation and coordination.

5. Pre-existing knowledge of people, practices and organizations is a factor in successful cooperation and coordination. Military organizations previous training or experience with other militaries, other governmental organizations, Inter-Governmental Organizations such as the UN, and non-governmental organizations such as the International Red Cross and Red Crescent prior to deployment was a common factor in success.

6. The capacity to provide for declassification and foreign disclosure is a common factor in successful cooperation and coordination. Observers routinely encountered useful information which was overclassified or in the wrong information domain during rapid onset response.

7. Liaisons and other face to face interactions are keys to success and have utility beyond simple communication of information. Observers routinely mentioned the importance of both providing liaisons and ensuring these liaisons had the technical means to communicate.

8. It is important that liaison, information sharing processes and architectures support the cluster and center organization used by the humanitarian assistance community. The clusters represent the data and information architecture of the humanitarian assistance community, not just the geographic layout during event response.

9. Over-classification of information within military circles is a common problem. Military forces must avoid over classification of data generated within military HQs. Frequently cited approaches were “writing for release,” and use of the common environment before defaulting to national networks.


10. Military participants in CIV-MIL environments must deploy with unclassified communications capability and use it. This often requires including commercial off the shelf equipment as part of early response packages.

11. The establishment of a CIV-MIL Information Interoperability Working Group as an effort between the Affected State, the United Nations, and participating military and civilian organizations was identified as a factor in successful technical and architectural interoperability.

12. Military participants observed that including Mission Partners in battle rhythm events, C2 processes and information sharing architectures had a positive impact on performance.

13. Coordination and communication with HN military at all levels is an important factor in mission performance.

14. Developing an IM/KM plan in conjunction with civilian and mission partners and other participants, and then executing it, is been frequently identified as a factor in success by military participants in rapid onset events.

Attachment: Raw data with frequency analysis

FMCM concept paper

FMCM Humanitarian Assistance/Disaster Response (HA/DR)

Use Case

1

Problem Statement:

As coalition partners implement NATO Federated Mission Networking (FMN) and

U.S. Mission Partner Environment (MPE), Coalition and Joint Force Commanders

must ensure that these frameworks support and enable the planning and

execution required for the timely establishment of effective information sharing,

cooperation, coordination, and collaboration with non-military entities across the

range of Civilian-Military operations, including support of sudden onset disasters.

• Gap Areas (based on current FMN/MPE implementation plans):

Information / data exchange requirements / standards for support of

CIV-MIL operations from a federated, multinational military coalition

perspective.

FMN/ MPE processes, CONOPS and Tactics, Techniques & Procedures

(TTP) for supporting CIV-MIL operations.

Mission Threads for support of CIV-MIL operations. (Humanitarian

Assistance/Disaster Response (HA/DR) Joint Mission Thread in

progress.)

Desired End State:

Military forces must plan and train to effectively perform in an unclassified

environment with civilian entities. Military will be able to execute crisis action

planning to include CIV-MIL information exchange. Achieve the following impact

is desired:

Improved information sharing between civil and military participants

in a humanitarian assistance/disaster response.

FMCM concept paper


Use Case

2

Improved capability to facilitate communication in support of CIV-

MIL operations

Reduced timeline for planning and executing CIV-MIL response.

Common reusable instructions, agreed standards, to identify

interoperability issues between CIV-MIL.

Develop releasable instructions and standards (TTP/Joining,

Membership, and Exiting Instruction and others) for use by military

during CIV-MIL operations

FMCM “Proposed” Solution concept

Current practices for civilian-military information exchange approaches are not

optimized. The Federated Mission Networking (FMN) / Mission Partner

Environment (MPE) provides a concept for rapidly forming coalition networks

which leverage the systems architectures of each nation to create a common

information environment.

This project seeks to:

apply the FMN/MPE concept

standardize how military forces establish information sharing with civilian

information centers

support the effective and efficient flow of information between the CIV-

MIL participants in HA/DR events.

Events may range from rapid onset HA/DR in a benign, cooperative environment

to coexistence of HA activities with the military during complex security and

combat operations.

FMCM concept paper


Use Case

3

Figure 1 below depicts the current, as is, ad hoc CIV-MIL relationship as typically

conducted in response to a crisis that involves CIV-MIL information exchange.

The current structure typically results in:

a delayed ability to establish CIV-MIL information sharing,

a constricted flow of information between the actors, and

unnecessary delays and disruptions caused by processes and polices.

Changing and improving processes and policies are supported by use of a

Doctrine, Organization, Training, materiel, Leadership & education, Personnel,

Facilities, Policy, and Interoperability (DOTmLPF-PI) systems approach which

breaks down the elements of a military function into a comprehensive set of

change areas. DOTmLPF-PI is an acronym consisting of Doctrine, Organization,

Training, materiel, Leadership & Education, Personnel, and Facilities. Changes in

DOTmLPF-PI enable the military to change how it performs a particular function.

The military should be able to compress the time to establish CIV-MIL information

exchange (as indicated by the movement of time T1 closer to time T2) as

represented by the right side of the figure below.

FMCM concept paper


Use Case

4

Figure 1

By changing the military cultural CIV-MIL information sharing mindset, military

forces would deploy with an executable plan and procedures which enable them

to better support a HA/DR assignment. The military changes would focus on

training about the humanitarian community function and policies, as well as

implementation of procedures that support information sharing during CIV-MIL

interactions (i.e. HA/DR to conflict operations). These deliberate planning

improvements will result in the military being better able to support crisis action

planning following an event.

FMCM Enhanced Capability Effect – The Vision

React

Deconflict

Lack of agreed IERs

Cooperation

Collaboration

Coordination

As-Is To-Be

Doctrine

Leadership & Education

Training

React De-ConflictAd Hoc / Non-Optimized Use of Capabilities and TTP

Planning Execution

Prepare SynchOptimized Use of Capabilities and TTP

Crisis Event

Crisis Event

T1 T2Time

Planning Execution

T1 T2Time

Doctrine

Personnel

Material

Organization

Leadership & Education

Training

Doctrine

Personnel

Material

Organization

Doctrine

Facilities Facilities

10

FMCM concept paper


Use Case

5

Focusing on the DOTmLPF-PI attributes addressed by the FMCM solutions and

products will concentrate on ensuring FMN/MPE frameworks support CIV-MIL

information sharing enhancement. By following the DOTmLPF-PI process the

military changes and implementation of FMN/MPE will be positioned to meet the

FMCM objective of information sharing with key civilian organizations.

Assumption: Military support to sudden, rapid onset natural disaster operations

was chosen as the initial use-case. The underlying premise of FMCM’s Vision is

that focusing solution development on closing gaps in the areas of Doctrine,

Organization, Training, materiel, Leadership & Education, Personnel, and Facilities

will meet the FMCM’s objectives.

The model suggests in the AS-IS (or status-quo) scenario that:

o Most capability areas identified are not adequately addressed prior

to a crisis event. The result is that these actions are forced to be

addressed through reactive crisis-planning.

o The complexity and focus on developing unique solutions for each

event result in a fixed response time of T1-T2.

o The needed planning for mission requirements is eventually

accomplished; it is not efficient and results in ineffective/ad-hoc

practices and procedures.

The model suggests in the TO-BE (or future) scenario that:

o Mission planning requirements can be developed through more

timely planning efforts. This could be achieved by addressing the

seven capability areas during normal day-to-day operations.

o Through deliberate planning and preparations readiness and

responsiveness can be improved prior to the crisis event and the

shift to crisis planning.

FMCM concept paper


Use Case

6

o Developing and implementing a set of standardized repeatable

processes, to support required CIV-MIL operations will reduce the

time.

o Addressing the complexity and focused preparations ahead of the

crisis will enable the mission partners and CIV-MIL actors to reduce

planning response time of T1-T2.

Shown below in Figure 2 is the FMCM process flow. Utilizing the development of

the MIL-MIL FMN/MPE frameworks, the FMCM will recommend establishment of

a CIV-MIL element that will complement the MIL-MIL architecture. The FMCM

product development will address gaps based on lessons learned from CIV-MIL

interaction based on recent operations. The FMCM will recommend changes to

DOTmLPF-PI that will enable the military to better share information with the

civilian community. These changes will be improvements to deliberate planning

activities conducted as part of mission training and planning. These

improvements will then enable the military to better execute the CIV-MIL

information sharing mission post crisis by supporting mission specific activities as

part of the crisis planning response. The overall success will be measured by the

ability of the deployed forces to rapidly support information sharing with key

civilian organizations from the FMN/MPE framework with information that is

timely and actionable by both the responding military and the civilian

organizations (i.e. humanitarian community and affected state government).

FMCM concept paper


Use Case

7

Figure 2

Initial review of FMN/MPE concept documents identified three potential gaps.

The mitigation of these gaps would provide a FMN/MPE coalition force the ability

to rapidly execute required CIV-MIL operations.

o Lack of Mission Threads for support of CIV-MIL operations.

o Information / data exchange requirements / standards specifically

targeted for support of CIV-MIL operations have not been identified

or planned for implementation

o FMN/MPE Processes, CONOPS and practices and procedures for

planning and executing CIV-MIL operations have not been developed

and are not part of the current implementation plans

FMCM concept paper


Use Case

8

CIV-MIL Interface Enhancements

The following categories of information, as they apply to DOTmLPF-PI, will be

necessary for the FMCM Team to effectively assess and refine the initial project

plan.

Policy: Policy drives the military commander’s actions. Policies that restrict or delay action or information sharing will be identified and addressed. Policies that enable information sharing with non-military entities will be cited in order to enable rapid connectivity and exchange with humanitarian community and affected state HA/DR participants.

Mission Threads: Mission threads outline the process and information required for effective employment in a mission environment. Military based mission threads will be evaluated in a CIV-MIL HA/DR environment to determine modifications required to enable the military commander and force provider to effectively employ those assets in a HA/DR environment.

System Interoperability: The military maintains a detailed library of information services, systems and software versions that are interoperable with each other in a MIL-MIL network environment. A similar evaluation will be conducted with CIV-MIL systems/software used for HA/DR coordination, collaboration, and cooperation.

Instructions/Standards: The MIL-MIL network relies on an established set of standards to rapidly form and connect coalition systems into a collaborative network in as short of time as possible. This process will be extended to both constructing the military side of the CIV-MIL UNCLASS network, but also to accommodate the civilian responders by enabling their network connection by adopting the most common commercial standards used by the humanitarian community. These standards will be for both local (wired/wireless) networks and internet data sharing.

FMCM concept paper


Use Case

9

Organizational Development: The military responders will organize in the most efficient structure to enable both CIV-MIL collaboration, coordination, and cooperation within a community of interest, but also enable cross community data sharing in order to ensure that efforts do not create friction due to competition for scarce resources or when efforts transition from military to non-military function when the military resources conclude HA/DR operations.

Training: All participants, civilian, government and military, need to evaluate policies and procedures in order to rapidly establish a coherent information network. Equally important is to build a level of trust that each participant can anticipate the actions and capabilities of the others in an environment where rapid action is required to lessen suffering and to save lives. Training with multinational partners and humanitarian community agencies is needed to build this capability and trust. The FMCM project will seek to reduce real-world event risk by adding elements of CIV-MIL operations into planned exercises and to expand these to include key humanitarian community and non-military HA/DR participants.

o Techniques/Procedures/Processes: Effective CIV-MIL operations

must be based on doctrine, policy, education, training, which leads to a coordinated response where participants are able to function in a coordinated effort. The military must adapt to the civilian HA/DR needs and restrictions in order to achieve both rapid response and operational effectiveness in an often information and resource constrained environment. The FMCM project results will be made available to U.S. geographic Combatant Commanders, NATO commanders, US and NATO Communities of Interest, individual nations and other organizations for their consideration and use. The goal is an established, common set of process and standards which allows any military responding to an HA/DR task to exchange information

FMCM concept paper


Use Case

10

with civilian entities in a rapid and effective manner, and to disengage from and transition operations to civilian and other follow on actors in a coordinated manner.

Each of the FMCM objectives is defined by the HA/DR Mission Thread and further defined by military mission functions which are commonly found in a HA/DR scenario that have significant CIV-MIL interfaces: Communications; Logistics; Engineering; Medical; Security; Displaced Persons; and Information/Situational Awareness. Each of these mission functions undoubtedly have specific requirements within a CIV-MIL mission thread that outlines the process flow, data, and support requirements to enable mission completion.

In Figure 3 below the dynamics of the CIV-MIL information exchange are represented. On the left is the military structure representing a coalition operation where information is shared between the military participants. On the right side of the figure are the affected state and the humanitarian community. Their information exchange is conducted based on their standards and processes. The area in the middle represents where the information is shared between the military and the non-military HA/DR participants. This can be in both the physical realm with key HA/DR information centers (i.e. Cluster, Humanitarian Military Coordination Center, and Multinational Military Coordination Center) and the internet (i.e. ReliefWeb, and All Partner Access Network). By using the previously mentioned DOTmLPF-PI process the military will adapt to enable connectivity and enhanced information sharing with the civilian HA/DR participants. By knowing the key CIV-MIL information exchange points, the type of information that is commonly shared and its format (i.e. information exchange requirements) the military can better plan and train for the task to rapidly share information with the civilian community when a crisis event occurs.

FMCM concept paper


Use Case

11

Figure 3

The military breaks the preparation process into two phases; deliberate planning and crisis planning. FMCM is focused on enhancing CIV-MIL information sharing during all phases of an operation. Specifically, the solution products will be shaped by two planning stages, i.e., Standing and Mission Specific stages. These stages provide important context and conditions for the research to enable the definition of “The User” needs. It is through this proposed capability enhancements it is possible to develop a valid change recommendation that will lead to a credible outcome.

• Standing Activity stage: Phase 0 – Stability – Pre-Event; Military operations are status quo with normal day-to-day operations. (Standing refers to the

FMCM concept paper


Use Case

12

environment where there is not a Joint Task Force (JTF) designation or a planned coalition response.) Any planning accomplished is deliberate in nature as preparation for future response.

• Mission Specific stage: Phase 0 – Pre Crisis - Post-Event: Mission specific refers to the short time between crisis event and initial military response. It is the time where the military designates a response commander and assigns units to support the commander’s assignment. Any planning accomplished is focused on the assigned mission and on developing the necessary Operations Plan to be executed by the military forces supporting a specific CIV-MIL requirement.

As previously described and shown below in Figure 4, the military employs the DOTmLPF-PI process to determine the elements that need to be changed in order to achieve a desired outcome or capability. In the case of the FMCM HA/DR use case the military will determine those DOTmLPF-PI changes that will need to be performed in the pre-event standing activities (deliberate planning) that will enable capabilities to be available in the post-event mission specific (crisis planning) phase. Within the mission specific phase the military will again use the DOTmLPF-PI process to determine what needs to occur in order for military forces to be able to execute CIV-MIL information sharing at mission execution.

FMCM concept paper


Use Case

13

Figure 4

Intended User Group:

The FMCM concept is intended to be an operational (preparation and planning)

capability that is used by National level military and civilian organizations that

come together regularly in response to global problems which find themselves

needing to readily and effectively share information. The primary users of the

FMCM outcomes will likely include:

Planners

Operators

Analysts

Decision Makers

Trainers

User Assessment Event / HADR Use CasePlanning Capability to Operational Effectiveness

I & W TriggersCauses shift from

Deliberate – to – CrisisPlanning

EXEC

UTIO

ND

_O_T

_m_L

_P_F

–P

_I

D_O

_T_m

_L_P

_F–

P_I

FMCM concept paper


Use Case

14

FMN/MPE Framework Construct:

Figure 5

The FMN/MPE framework, shown in Figure 5, is based on a structure that supports the mixed capabilities of participants. This includes information sharing with participants not part of the network (option Z) that would represent the civilian (affected state and humanitarian community) in the FMCM CIV-MIL information sharing environment.

The FMN/MPE participants are identified as Option A, B, C contributors, and Option Z for non-contributing information sharers.

Option A - Mission Network Element. A Mission Network Element (MNE) contains networking and information infrastructure and services for self-provisioning, including sufficient mission essential services. A Mission Network participant that contributes a MNE will be able to provide interconnection to Option B participants as required, and may provide mission essential services to specific Option B and Option C participants if appropriate bi-lateral agreements have been established.

Option B - Mission Network Extension. A Mission Network eXtension (MNX) contains infrastructure and services for self-provisioning, but may not include

FMCM concept paper


Use Case

15

sufficient mission essential services. A Mission Network participant that contributes a MNX may be provided with mission essential services from an Option A participant if appropriate bi-lateral agreements have been established.

Option C - Hosted User. A Hosted User is a Mission Network participant that is not able to provide infrastructure and services for self-provisioning. This participant will typically be embedded in an MNE or an MNX per appropriate bi-lateral agreements. Option Z - Other Entities. Participants other than the ones described above enable the exchange of selected information products. These participants are not an integral part of the network, nor are they subject to FMN Framework requirements. Interconnection and information exchanges with these participants will be determined by Option A and Option B participants on a case-by-case basis. An Option Z interconnection typically involves the use of information exchange gateways.

FMCM concept paper


Use Case

16

Operational Use Case Conditions:

Conflict Environment: Benign

Affected State: Effective and functioning government

International Environment: United Nations supported and sanctioned (by UN

Resolution)

Scene Setting:

1. A significant natural disaster has impacted the

Affected State that will shift efforts from a focus of

Standing Activities (deliberate planning) to one of Mission-

Specific Activities (crisis planning). Initial assessments by

the Affected State have determined that external

assistance is required to meet the immediate needs of the

population. The humanitarian community (UN) responds

with additional assessment that relief requirements exceed

their immediate capability to respond. Request for additional support was

broadcast to the world community by the Affected State. Several nations’

responses include use of their military to support relief operations. The

Affected State authorized five nations to deploy their military forces in

support of relief operations. Three of the five military respondents

(Military A, B, and C) have adopted and implemented the Federated

Mission Networking framework (FMN).

2. The humanitarian community conducts their normal

immediate response by providing notification on the Global

Disaster Alert and Coordination System and activating the

Virtual On- Site Operations Coordination Center (V-OSOCC)

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to share information and initiate coordinated response by the humanitarian

community to the disaster. The UN arrives and establishes an On-Site

Operations Coordination Center (OSOCC) to help local authorities

coordinate the international relief. During this time additional web-based

tools are active (i.e. humanitarianresponse.info, ReliefWeb) and are being

used by members of the humanitarian community to share disaster related

information.

3. The responding humanitarian community

organizations arrive and form into their established cluster

units to better coordinate various elements of the relief

operation.

4. Realizing that there will be responding military

capability to assist in the response, the UN establishes a

Humanitarian-Military Operations Coordination Center

(HuMOCC) to serve as a coordination center for requests for assistance

(RFA) and for requests for information (RFI).

5. To coordinate the responding military effort the

Affected State establishes a Multinational Coordination

Center (MNCC) at the capital, led by a senior member of

their military forces. Responding military forces are

requested to send qualified liaisons to assist in the coordination effort of

the MNCC. The affected state establishes Military to Military (MIL-MIL)

communications to coordinate with foreign military forces.

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Figure 6

Phase I Operational View Endstate showing MIL-MIL, CIV-MIL in the Affected

State, CIV-MIL in the Internet Domain

In Figure 6 the diagram depicts three focus areas.

1. Military-Military: This is focused with how the military form an UNCLASS

FMN/MPE Mission Network in order to support CIV-MIL information exchange.

2. Civilian-Military (Affected State): This area is focused on the information

sharing between the military and the civilian agencies functioning in the affected

state. This includes the affected state government (civilian & military) and the

humanitarian community.

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3. Civilian-Military (Internet): This area is focused on the internet based exchange

of information between the military and non-military participants in a HA/DR

response utilizing web based sites to post and share information on the open

internet. These sites include those used by the humanitarian community (i.e. V-

OSOCC, ReliefWeb, humanitarianresponse.info) and the military based websites

(i.e. APAN).

FMCM conceptual Vision:

Overarching Goal: The FMCM project seeks to fix information sharing before a

crisis event and not during. The strategic measure of effectiveness is information

sharing with key affected state and humanitarian community decision centers.

The dynamic includes the military with the affected state, the military with the

humanitarian community, and with both parties through the internet domain.

The following four FMCM concept focus areas are proposed to be effective areas

where enhancements could take place

Concept Focus Area #1: Disaster Response

Overarching Goal: The FMN/MPE environment will change the structure of the

military response from multiple military responders, working independently with

the affected state and the humanitarian community, to a consolidated group

(FMN/MPE) working with the affected state and the humanitarian community.

The FMN/MPE needs to identify the key affected state and humanitarian

community points where the FMN/MPE needs to concentrate establishing

information sharing. As the humanitarian community and affected states evolve

in disaster response, the military FMN/MPE will stay abreast and maintain the

ability to rapidly integrate in order to exchange information at crisis onset.

In a disaster response the process begins with the affected state making an initial

assessment. If the affected state determines that the disaster event goes beyond

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their ability to respond to the needs of the populace they call on the humanitarian

community for support. The humanitarian community conducts their own

disaster analysis to determine the scope and breadth of the disaster and

determine what assistance will be required. This analysis may be done by

multiple organizations, but the overall effort is typically guided by the United

Nations Office for the Coordination of Humanitarian Affairs (OCHA) led by the UN

Emergency Relief Coordinator. If the level of crisis exceeds what the

humanitarian community can respond to or there is a need for specialized

equipment found only in military forces the affected state may request assistance

from other nations. The responding nations may then offer their own capabilities

in the response effort. This characteristically is their military forces. Military

forces typically have the ability to respond quickly with a sizable number of well-

coordinated personnel and bring unique capabilities to the disaster response

effort. The Figure 7 depicts the affected states’ level of effort in green, the

humanitarian community in yellow and the military in red. The level of effort is

along the left side of the graphic, while time runs along the bottom. Overall there

is an initial spike in the global response to the disaster, and over time the level of

military response declines as either the humanitarian community builds capacity

in their response, or the need for special equipment diminishes as less expensive

alternatives are developed (i.e. using trucks after roads are cleared vice using

military helicopters).

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Figure 7

For the military forces to be effective in coordinating, cooperating and

collaborating with the affected state and the humanitarian community they need

to locate key decision centers for the relief effort and establish information

sharing both directly and indirect (i.e. web based) with these centers. Our

research indicates there are three primary points where the military must

establish contact in order to support the relief effort. The names of these

coordination points may change, but the function they serve is relatively constant.

They are:

1) Multinational Coordination Center (MNCC). The MNCC is chaired by a senior

officer of the affected state military. The task of the MNCC is to coordinate the

foreign military response to the crisis. The MNCC chair does not ‘command’ the

responding foreign military; his function is to coordinate the military response

through the liaisons sent by the foreign military forces and his own national staff.

Recovery / Development

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2) UN Clusters. The UN Cluster system is the UN’s process to assign responsibility

for a particular phase of relief operation to a lead organization. The Cluster

system is the main functional coordination mechanism of the humanitarian

community. It works in sectors (humanitarian areas) to prevent gaps in the

humanitarian response and ensures a coherent approach to a disaster response.

Military liaisons are not normally required or desired at all the Clusters, but

typically they are requested at the Logistics, WaSH, and Shelter Clusters. The

following is a summary of the 11 UN Clusters, though they are only activated if

needed during a disaster response:

a. Camp coordination and camp management: International Organization for

Migration/UN High Commissioner for Refugees (UNHCR)

b. Early recovery: UN Development Program

c. Education: UNICEF & Save the Children

d. Emergency Telecommunications: World Food Program

e. Food Security: World Food Program/Food and Agriculture Organization

f. Health: World Health Organization

g. Logistics: World Food Program

h. Nutrition: UNICEF

i. Protection: UNHCR

j. Shelter: International Federation of the Red Cross and Red Crescent Societies

k. Water, Sanitation and Hygiene (WaSH): UNICEF

3) Humanitarian Military Operations Coordination Center (HuMOCC). The

HuMOCC is a UN led operations headed by the UN Humanitarian Civilian-Military

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Coordination Officer (UN CMCoord), who is responsible to coordinate the military

support to the humanitarian community. The primary function of the HuMOCC is

to manage the Request for Assistance (RFA) from the humanitarian community.

In some cases the MNCC serves as the military representative to the HuMOCC, or

if necessary additional liaisons from the foreign military forces are sent to the

HuMOCC to coordinate RFAs with the foreign military and to track their status.

Assumptions:

1) The responding foreign military who desire to form a FMN/MPE will do so with

an UNCLASS capability.

2) Given there is an UNCLASS FMN/MPE, an Option Z will be established to enable

information sharing with the affected state and the humanitarian community.

3) Under Option Z, the FMN/MPE will be able to support communications

exchange (voice, data) with the MNCC, HuMOCC, Clusters, and the liaisons

assigned to represent their military forces.

4) Included in Option Z is the ability to access the internet to exchange email with

attachments, and internet websites and portals.

Significance to CIV-MIL Information Exchange:

In the pre-event phase when the military conducts deliberate planning, knowing

the key civilian-military information exchange points allows planners to evaluate

the possible means of exchanging information between these points and the

equipment and skill sets needed to perform these functions. By understanding

the roles that these key points perform in the disaster response enables the

military to plan their support response and to conduct training that represents

the dynamics found in a HA/DR response.

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In the time available post-event when the military is engaged in crisis planning,

the military will collect information relevant to the specific event they are being

called on to support. Consultation with the affected state and the humanitarian

community (UN Humanitarian CIV-MIL Coordination Officer) will guide the

military to develop a plan to support the HA/DR effort by knowing where the key

information sites will be located, and how the humanitarian community and the

affected state will organize to conduct the relief. The military will flex to

configure itself to support the relief effort based on the response of the

humanitarian community. Each disaster response is unique, and the military’s

role in supporting relief operations needs to be just as flexible in being able to

adapt to how the relief is organized and distributed in and around the affected

state.

Concept Focus Area #2: Organizational Construct

Overarching Goal: In order to be effective in a HA/DR response the FMN/MPE

military needs to understand the information sharing relationships both in the

affected state but also across the internet. Information sharing between the

FMN/MPE and the key points in the affected state and the humanitarian

community along with the humanitarian community internet sites is envisioned to

provide information across the spectrum of responders. Any gaps in information

sharing need to be identified in order for remediation. In order

For the military to be effective in supporting HA/DR operations they need to

understand the environment they are entering. In a HA/DR environment the

military is in a supporting role in an environment that is both fluid and structured.

The humanitarian community can be summed up as, ‘willing to coordinate, but

unwilling to be coordinated.’ In a HA/DR the number of organizations, great and

small, will be significant and daunting to the military point of view. The

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humanitarian community, on the other hand, conducts operations globally every

day of the year in disasters large and small. As presented in Concept Focus Area

#1, the military must establish CIV-MIL information exchange with the central

coordinators of the disaster response (MNCC, HuMOCC, Clusters). Knowing how

the humanitarian community forms and shares information is important to know

how information flows throughout the humanitarian community. By knowing this

the military can best support information sharing.

In a HA/DR humanitarian organizations coordinate, collaborate, and cooperate

amongst themselves as necessary to achieve their individual missions. They share

information amongst themselves in several venues. The most common ones that

the military will encounter are at the Cluster meetings and via the internet

(ReliefWeb, humanitarianresponse.info, or their own organization’s website).

Knowing where information is being shared is important to the military planner

because it shows where to both obtain information about the relief effort, but

also where to share information if access is granted by the facilitator.

The humanitarian community can be expected to deploy with light weight hand

held technology to allow them mobility in their operations, but also enable them

to share information by whatever commercial means is available. This includes

using social media to share their information. For planning purposes the military

should use mobile technology friendly tools and websites that support hand held

devices and include using social media.

A HA/DR response effort is often decentralized in its execution. In order to be

engaged with the effort liaisons are exchanged by the humanitarian communities

to both perform the functions of coordination, cooperation, and collaboration –

but also to gather information that supports or impacts their operation. The

military needs to have a presence in these gatherings in order to perform the

same function, but also to learn the issues the humanitarian community is facing

in order to anticipate being requested to provide support. By working at the

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source point, the military liaison can help guide the request for assistance

development to be submitted in a manner that can be supported, and to assist in

any planning considerations (i.e. cargo weight and cube limits to helicopters).

The humanitarian community may have a long term relationship with the affected

state. This relationship can be key to informing the military in avoiding civil,

political, regional issues unseen by the military. Knowing what organizations are

operating within the affected state may provide this insight in how best to work

with the affected state and the local population. In the deliberate planning phase

the military needs to research what organizations are operating in areas of likely

HA/DR missions and determine how best to contact that organization. If the

organization is reluctant to discuss the local situation with the military, a third

party (State Department/Foreign Office, national humanitarian organization) may

be able to engage the organization to share information. During the crisis

planning phase knowing the human terrain that operations will be conducted may

avoid inciting discontent created by inadvertent actions.

One other factor to consider in HA/DR operations is the subject of language.

Knowing in what language the operation will be conducted both with the

humanitarian community and the affected state is critical. The use of translators

and translation programs need to be considered in advance of deployment. Being

able to convey information effectively needs to accommodate language

differences, possibly multiple languages in a language diverse nation. Military

planning should include translation technology, hiring local linguist or brining

linguist to support operations.

Assumptions:

1) The humanitarian community will conduct operations based on their processes

and procedures. As the supporting force, the military needs to adapt to this

information structure.

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2) Humanitarian may have a long standing presence in the affected state. They

will be there long after the crisis has ended and will assist in the recovery. Their

relationship with the affected state and the local population is very important to

their organization’s operations. The military needs to understand this

relationship and any information sharing may be conditional based on the level of

trust.

3) Operations may not be conducted in English as the primary language of the

affected state and the local populace, and therefore the humanitarian

community. Military forces must be able to accommodate this requirement in

order to be effective in their information sharing with the affected state and the

humanitarian community.

Concept Focus Area #3: Information Exchange

Requirements [IER]

Overarching Goal: The military already conducts HA/DR support missions.

Research into recent disaster events has developed a list of information

exchanged between the military and the affected state/humanitarian community.

The FMN/MPE will ensure that current information exchange capability is

maintained with the goal of enhancing the information exchange further.

FMN/MPE seeks to verify that the list of information exchange requirements (IER)

supports the key items needed by the affected state/humanitarian community to

support decision making during the crisis event.

Fundamental to supporting a HA/DR operation is knowledge of what information

is needed in order to help decision making by leadership engaged in the relief

operation. Tied to this is understanding is where this information needs to be

delivered and in what form. The term used in deliberate planning is known as

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Information Exchange Requirement (IER). A list of potential IERs for a HA/DR

response is located in Appendix A, but in order for this matrix to be useful it is the

fields explained below:

1. What (Content): Without getting too granular in the description, what is the

information that needs to be shared?

2. Who (Originator): Who has the information to be shared? Be as specific as

possible.

3. Where (Destination): Who needs to receive the information in order to gain

either situational awareness or to be able to make an informed decision? Be as

specific as possible.

4. When (Frequency): Some information may be needed routinely. If so, how

often is it needed to be useful in the planning process?

5. Classification: It is expected that information shared with non-military entities

will be approved for public release, but there is the possibility that the civilian

originator of information may request that the military not share the information

outside of the military.

6. System: If there is a specific method of information sharing it should be

identified. Possible elements of this field can be email with attachment, text

message, and web posting to a specific website.

7. Format: Information that is formatted to be accepted into the recipient’s

database saves time and effort to incorporate this information. For example, if

geographic locations should be referenced in a particular way, this should be

shared in the planning phase (i.e. digital Latitude/Longitude vice standard 60

second units).

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8. Description: A brief description about the particular IER provides clarity to

planners.

In the deliberate planning phase the military can determine what resources will

be needed to derive the needed information and what process is required to be

able to release the information to the affected state and humanitarian

community. Tied to this effort is knowledge where the information needs to be

shared (in country or on a web portal). With this information the military can

develop a CIV-MIL information sharing plan. During the crisis planning phase the

military evaluates their response plan against the actual event to determine if

additional resources (i.e. linguist) are required to support the information sharing

mission.

Assumptions:

1) Based on past CIV-MIL HA/DR responses IERs can be identified that are needed

to conduct collaboration, coordination, and cooperation across the response

effort. This information is mature enough to complete a notional IER matrix.

2) Information shared by the military with civilian HA/DR participants will be

shared without condition and will be treated as ‘for public release’ unless an

alternative understanding is reached with the CIV-MIL participants.

3) CIV-MIL information sharing will be conducted both directly (voice, text, email)

with participants within the affected state (or the surrounding states as required

by the event) and also through web portals.

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Concept Focus Area #4: Training & Changing Cultural

Mindset

Overarching Goal: The military needs a better approach to supporting CIV-MIL

information sharing in a HA/DR environment. In order to be effective in this

change the issue needs to be approached in a comprehensive manner. The goal is

change the mindset of the military, from the troops in the field to the leadership –

to include the both the commanders leading the response to the military staff

that overseas their operation. Fundamental to this change is education about the

humanitarian community and their guiding principles, to include the military’s

role in humanitarian responses. A guide for the military HA/DR responder will

provide the staffs with a checklist that supports their planning and deployment in

a disaster response. In order to solidify the military’s mission, dedicated training

events with civilian-military information exchange as part of an FMN/MPE

environment will make execution in a disaster response an established and

understood process in establishing information sharing with key affected

state/humanitarian community centers and on the internet.

In order to be effective in a CIV-MIL information sharing environment the military

culture needs to adapt to the environment it is being asked to support. In order

to achieve this change the military needs to better understand the humanitarian

community and the information sharing process.

In order to effectively work with the humanitarian community, in their

environment, the military needs to understand the humanitarian community.

How the humanitarian community organizes is important to planning and

execution of information sharing operations. Realize that each humanitarian

organization is an independent entity guided by their charter or organizational

guidelines which may include interaction (or exclusion) with the military.

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The humanitarian guiding and operating principles are accepted almost

universally within the humanitarian community. They include impartiality,

neutrality, humanity and independence from political considerations. Each of

these elements has special meaning and the military needs to recognize and

respect these principles in order to be effective in functioning with and around

the humanitarian community.

The UN has established civilian-military guidelines that outlines when the military

can be requested to support humanitarian operations. Knowing this allows the

military to understand their role in a relief operation and to avoid actions that

may have undesirable secondary effects even though the intentions were

honorable.

Implementation of the FMN/MPE CIV-MIL information sharing enhancement will

ensure that education and training are compliant with UN guidelines and adhere

to the Oslo Guidelines. Knowledge and training of these guidelines enables the

military to bound their response in a HA/DR operation to those tasks that they are

uniquely qualified to perform such as operation of heavy lift helicopters to move

relief supplies over terrain inaccessible to vehicle traffic.

In the deliberate planning phase, individual and group training about the

humanitarian community will allow them to understand the organizations and

personnel they are likely to encounter in a disaster response. In the crisis

planning phase the military will be able to coordinate their operations to support

the affected state and the humanitarian community based on the principles and

guidelines for humanitarian operations. This will enhance the military’s efficacy

to the mission in support of the HA/DR operation.

The next critical item in changing the military culture is information sharing.

Military forces need to understand the process required to share information with

non-military entities (i.e. affected state and the humanitarian community). This

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can be the downgrade of classified information, which can be a lengthy process,

or development of the information at point of creation with release in mind.

Regardless of the genesis of the information it must go through a vetting process

before it can be shared outside the military. The key personnel involved in the

final steps of the release process are the Foreign Disclosure Officer and possibly

the Public Information Officer. Deliberate training must include the release

process both academically and in training events in order for the process to

become established in military planning and operation.

In the deliberate planning phase the military needs to educate the military

members about the release process, and planners need to ensure that adequate

organizational planning is conducted to facilitate the information sharing process.

In crisis planning the military implements the information sharing plan after

making adjustments based on the actual environment that the HA/DR mission

occurs.

Assumptions:

1) The current inconsistent CIV-MIL information sharing is a result of a lack of

training.

A. Individual knowledge of the humanitarian community and their guiding

principles.

B. Information sharing process by the military in support of UNCLASS CIV-

MIL operations.

C. Lack of CIV-MIL interaction in training events.

2) An information sharing process within FMN/MPE using an UNCLASS network

can be both effective and efficient in sharing information in a time critical event,

both within the MIL-MIL and CIV-MIL (Option Z) dynamic.

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3) Individual military release processes can be supported within the FMN/MPE

framework to effectively provide a ‘whole of military’ response in a HA/DR event.

Appendix A (See associated Excel IER spreadsheet)

Appendix B Acronyms:

CMCoord: Civilian-Military Coordination (UN)

CONOPS: Concept of Operation

DOTmLPF-PI: Doctrine, Organization, Training, materiel, Leadership &

Education, Personnel, Facilities, Policy, and Interoperability

FMCM: FMN/MPE Civilian-Military

FMN: Federated Mission Networking (NATO)

HA/DR: Humanitarian Assistance/Disaster Response

HuMOCC: Humanitarian Military Operations Coordination Center (UN)

IER: Information Exchange Requirement

JMEI: Joining, Membership, and Exiting Instruction

JTF: Joint Task Force

MNCC: Multinational Coordination Center

MPE: Mission Partner Environment (US)

OCHA: Office for the Coordination of Humanitarian Affairs (UN)

OSOCC: On-Site Operations Coordination Center (UN)

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RFA: Request for Assistance

RFI: Request for Information

TTP: Tactics, Techniques and Procedures

UNCLASS: Unclassified

V-OSOCC: Virtual On-Site Operations Coordination Center (UN)

WaSH: Water, Sanitation, Health (UN)

Appendix C Glossary:

Concept of Operations: A verbal or graphic statement that clearly and concisely expresses what the joint force commander intends to accomplish and how it will be done using available resources.

Doctrine: Fundamental principles by which the military forces or elements

thereof guide their actions in support of national objectives. Though neither policy nor strategy, joint doctrine serves to make policy and strategy effective in the application of military power. Joint doctrine is authoritative guidance and will be followed except when, in the judgment of the commander, exceptional circumstances dictate otherwise. Doctrine is authoritative but requires judgment in application.

Facilities: A real property consisting of one or more of the following:

buildings, structures, utility systems, associated roads and other pavements, and underlying land. Key facilities are defined as command installations and industrial facilities of primary importance to the support of military operations or military production programs.

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Interoperability: Requirements that encompass both the technical information exchanges and the operational effectiveness of those exchanges.

Leadership & Education: Process of influencing others to accomplish the mission by

providing purpose, direction, and motivation. Professional development of the joint leader is the product of a learning continuum that comprises training, experience, education, and self-improvement. Joint professional military education complements training, experience, and self-improvement to produce the most professionally competent individuals possible.

Materiel: All items necessary to equip, operate, maintain, and support joint

military activities without distinction as to its application for administrative or combat purposes. The letter “m” in the DOTmLPF-PI acronym is usually lower case since change recommendations do not advocate new materiel development, but rather advocate increased quantities of fielded materiel capability solutions or use in alternate applications.

Mission Thread: A specific sequence of tasks performed by operational nodes

to accomplish a mission in a given scenario. Operational and

technical description of the end to end set of activities and

systems that accomplish the execution of a joint mission.

Option Z: Non-integral part of the FMN network, not subject to FMN Framework requirements. FMN participants will determine interconnection and information exchanges with these participants on a case-by-case basis.

Organization: A joint unit or element with varied functions enabled by a structure through which individuals cooperate systematically to accomplish a common mission and directly provide or support joint warfighting capabilities. Subordinate units and

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elements coordinate with other units and elements and, as a whole, enable the higher-level joint unit or element to accomplish its mission. This includes the joint staffing (military, civilian, and contractor support) required to plan, operate, sustain, and reconstitute joint warfighting capabilities.

Personnel: Those individuals required in either a military or civilian

capacity to accomplish the assigned mission. The personnel component primarily ensures that qualified personnel exist to support capability requirements across the joint force. This is accomplished through synchronized efforts of joint force commanders and military components to optimize personnel support to the joint force to ensure success of ongoing peacetime, contingency, and wartime operations.

Phase O: Joint and multinational operations—inclusive of normal and

routine military activities—and various interagency activities

are performed to dissuade or deter potential adversaries and

to assure or solidify relationships with friends and allies.

Policy: Any military, other government agency/department, or international policy issues that may be changed to close or mitigate a capability gap, or if unchanged, prevent effective implementation of changes in the other seven DOTmLPF-PI elemental areas.

Procedures: Standard, detailed steps that prescribe how to perform specific

tasks.

Process: A systematic series of actions directed to some end, or a continuous action, operation, or series of changes taking place in a definite manner

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System Interoperability: A functionally, physically, and/or behaviorally related

group of regularly interacting or interdependent elements;

that group of elements forming a unified whole.

Tactics: The employment and ordered arrangement of forces in

relation to each other.

Techniques: Non-prescriptive ways or methods used to perform missions,

functions, or tasks.

Training: Training, including mission rehearsals, of individuals, units, and staffs using joint doctrine or joint tactics, techniques, and procedures to prepare joint forces or joint staffs to respond to strategic, operational, or tactical requirements considered necessary by higher command authority to execute their assigned or anticipated missions. Training also pertains to non-materiel aspects of operation and maintenance of materiel solutions.

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