CIVILIAN-MILITARY SUCCESS STORY IN EASTERN

C O N F I D E N T I A L SECTION 01 OF 02 KABUL 000522 SIPDIS DEPARTMENT FOR SCA/FO, SCA/A, EUR/RPM STATE PASS USAID FOR ASIA/SCAA NSC FOR WOOD OSD FOR WILKES CG CJTF-101 POLAD E.O. 12958: DECL: 03/08/2019 TAGS: MOPS PREL PGOV AF EAID SUBJECT: CIVILIAN-MILITARY SUCCESS STORY IN EASTERN AFGHANISTAN REF: KABUL 0329 Classified By: PRT and Sub-National Governance Director Valerie Fowler for reasons 1.4 (b) and (d) Summary -------------- ¶1. (C) Cooperation and coordination between civilian agencies and military commanders have evolved considerably over recent months in the area of operations (AO) for Task Force Duke in eastern Afghanistan. The AO includes the provinces of Kunar, Nangarhar, Nuristan, and Laghman. The preceding Brigade Task Force had no full-time civilian representation, and with the arrival of officers from the State Department, U.S. Public Health Service (USPHS),the United States Agency for International Development (USAID),Human Terrain Team, and Red Team, there is growing integration and unity of effort. This civilian influence has facilitated enhanced coordination with UNAMA and other international partners,including NGOs. The goal of this cooperation is to transform the environment in selected target areas, in order to produce lasting counter-insurgency (COIN) effects. Prioritizing Resources -------------- ¶2. (C) The function of the Brigade Headquarters staff as defined by the Brigade Commander is to prioritize and direct resources in support of strategic and operational objectives established by higher headquarters. The combat maneuver units and the PRTs are the action arms, carrying out missions in accordance with guidance from Brigade staff. Helicopters, vehicles, personnel, and other resources are directed in support of those missions. Internal working groups within the Brigade staff focus on each of the COIN lines of operation: governance, development and security, as well as rule of law. Effective civilian agency representation in these working groups helps to shape and focus operational objectives and priorities, and brings a broader perspective to the planning process. ¶3. (C) In many cases, the civilians bring specific subject matter expertise that can significantly improve the implementation of strategic goals. The State Department regional representative, based at Brigade HQ, works with military counterparts on developing operational orders to subordinate units to ensure that cooperation with GIRoA and international partners such as UNAMA is factored into military planning. Operation Winter Relief (reftel) represented one such step forward in cooperation with non-military partners. The intent is an integrated effort to ensure that military operations and civilian activities contribute to lasting effects and transformation of the environment. Coordinating Efforts -------------- ¶4. (C) As part of this overall planning process, State Department economic officers have taken a lead role in developing operational objectives for economic development at the Brigade level. The U.S. Public Health Service has assumed the lead role in monitoring refugee flows and ensuring coordination with UN agencies and other NGOs. A monthly external civ-mil working group held under UNAMA auspices brings together members of the Brigade staff - both civilian and military - with representatives of NGOs to resolve frictions in the field and to look for opportunities for greater cooperation. While the NGO-mil relationship remains delicate, during the past three months there has been a dramatic increase in participation by NGOs, and there now exists a significant willingness within the NGO community to work with the military on common objectives. ¶5. (C) Civilian elements with the Brigade staff have also joined with other government agencies in an effort to focus and coordinate efforts across the Brigade. Non-lethal targeting sessions bring together representatives from the full spectrum of agencies to identify goals and problem sets in order to bring all aspects of U.S. effort to bear on the same objective. In conjunction with local Special Operations Forces leadership, the integrated group examines ways to enhance cultural sensitivities in mission planning and to neutralize the influence of "negative actors," whether they KABUL 00000522 002 OF 002 be criminal smuggling kingpins, corrupt district administrators, or mullahs espousing an anti-GIRoA message. Challenges Remain -------------- ¶6. (C) Progress in civ-mil coordination has been real, but challenges remain. The TF Duke Brigade staff is willing - even eager - to hand off leadership to knowledgeable civilians in a number of areas such as economic development and governance. Only with the arrival of additional full-time State Department action officers can this transfer be effective. The recent arrival of a permanent regional development adviser will improve synchronization of USAID development goals and priorities with military efforts. The addition of a "Red Team" is helping to identify "stovepiping" and other deficiencies in decision-making in order to ensure that information flows to everyone who needs it. "Red Teams" were mandated by Congress following the recommendations of the 9-11 commission. The concept employs organizational and behavioral specialists who also identify faulty premises and assumptions that may result in ineffective decision-making. The increased integration of the Red Team organizational psychologist into the operational planning process will enhance his ability to identify unrealized opportunities and possible second and third order effects of proposed operations. ¶7. (C) A number of factors have contributed to civ-mil success at TF Duke. Central is the openness of the Brigade Commander, and by extension, the Brigade staff to benefiting from the professional expertise offered by the civilian contingent. This kind of cooperation and integration should be documented in lessons learned and standard procedures for study by future military and civilian personnel preparing for service in Afghanistan. In that way, these best practices can continue and be enhanced with each successive deployment. ¶8. (U) The Deputy Brigade Commander has reviewed this message. DELL