Case Study: JTF-N

In the contemporary Land Operations, we collaborate with international partners and non-governmental organizations. The key is Manoeuvrist Approach and Mission Command (Afdeling Land Warfare, 2014). International collaboration is indispensable for our Armed Forces. The Royal

CJCS fulfills the role of principal military adviser in the National Security Council system. The CJCS is the senior most military advisor to the President and in such provides that guidance directly to the President, and by participating in National Security Council Principals meetings in person. During these meetings he provides his best professional military advice to the President and the other cabinet members of the NSC. Additionally, he will send his senior most policy advisor the Joint Staff J5 to sit in on Deputies committee meetings and give his guidance at this next level down. The CJCS also outlines and writes the National Military Strategy provided to Combatant Commanders as military context and translation of the National Defense

Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade. My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success.

However, mission overlap between various DHS agencies is evident in the Immigration and Customs Enforcement (ICE) Homeland Security Investigations and the U.S. Border Patrol. Ewing (2012) contended that since the creation of the DHS, this has been a concern most especially in the northern and southern border. As such, it is unsurprising that asylum officers are frustrated with how long asylum cases are processed. To make it worse, DHS officers of other agencies are unable to complete the essential paperwork relative to the case (Ewing, 2012). Aside from that, mission overlap is also evident between the Federal Bureau Investigation 's Joint Terrorism Task Forces (JTTFS) and the fusion centers primarily supported by the DHS. This divided structure destroys the sharing information and intelligence which is vital in detecting and at the same time, preventing terrorist attacks within the U.S. territory (American Enterprise Institute,

The organizational structure of the USFS is to build employee identification with the organization in addition to and training recruitment. They have distinct uniforms that identify them as Rangers and are unique and different from other public services. Transferring is encouraged to broaden the outlook of ranger and promotions usually only happen by accepting a transfer. Kaufman points to the Rangers early years when he states, “he never has time to sink roots in the communities in which he sojourns so briefly… Only one thing gives any continuity, any structure, to his otherwise fluid world: The Service… Thus, the Forest Service acquires a more or less fraternal aura for its newer members.” ( p. 178) The practice of promoting from within the organization means that higher ranked officers have experienced the same challenges as their subordinates.  In addition, promotions are on merit, as seen by superior officers, this is done to motivate subordinates to follow the structure within the organization. The chain of command, having a paramilitary structure, and identity, all contribute to the fraternity nature of the ranger. All are valid points that support Kaufman’s argument of compliance within the organizational structure of the USFS. However, he uses such a high-level political science approach at times it is difficult to understand the points he attempts

The real issue is the integration of the military in the decision making dynamic at the top and then all the way to the bottom. The US, after all, has had a Permanent Chairman Joint Chiefs of Staff (PCJCS) since the 1950s. The turning point in the integration story, however, was the ‘Barry Goldwater & Nichols Act’ of the 1980s, which was driven by two factors. One of course, was the April 1980 Desert One fiasco in Iran, where an attempted rescue operation went horribly wrong due to lack of institutional interface and other simple inadequacies like communication frequencies among the three services not matching. The other was the critical realisation that the benefits of integration would far exceed the utility of perpetuating inter–service rivalry as a fire alarm in the Civil Military Relations (CMR) process. Hence the Act was driven by both, civilian and military minds, secure in their Civil Military Relations (CMR) relationship, and imposed over the opposition of some of the most powerful voices - Secretary Defence Casper Weinberger, Secretary Navy John Lehman and some of the most powerful Admirals in the Pentagon who raised imaginary fears over the re-emergence of the Prussian General Staff. The Chief of Naval Staff (CNO), Admiral James Watkins, ran out of all agreements, simply flew into a rage and said “You know this legislation is so bad … it is simply un-American.” But once the act came about, it ensured

Set in a fictitious country named Sarkhan in Southeast Asia, The Ugly American tells the tales of foreign diplomats, dignitaries, and humanitarians who attempt to implement or impose U.S. policies and customs onto sovereign nations. The backdrop for these exploits takes place during the time of Communist expansion in the region with the help of Russian and Chinese influence. The book shows how American behavior can positively and negatively influence the perception of its citizens and affect the outcome of American efforts. The authors illustrate the struggles America encountered in combating Communism and the strategies employed by our adversaries to allow it to flourish. The issues described in the book are as relevant today as they were almost 60 years ago when first written. In this paper, I will juxtapose some of the characters in the book with the ARSOF imperatives - the guidelines SOF operators need to know, understand, and employ to achieve mission success when working in the joint, interagency, intergovernmental, and multinational (JIIM) environment, highlight the successes and shortcomings each person encountered, and discuss the

The armed forces have rendered critical support to state and local (SL) government dating back to the establishment of the nation. Post-9/11, the federal government has taken measures to foster a unity of effort while also encouraging interoperability among all levels of government and the private sector. As a state resource, the Army and Air National Guard (AANG) are under the command and control (C2) of their respective Governors and Adjutant General. Since its inception, the AANGs primary function has been to provide direct, and timely support in response to natural and man-made disasters. Historically, pieces of legislation such as the Posse Comitatus Act (1878) have affected the Department of Defense (DoD) limitations and scope during

The Chairman of the Joint Chiefs of Staff is the highest-ranking and senior-most military officer in the United States Armed Forces and the principal military advisor to the President. Additionally, the Chairman advises the National Security Council, the Homeland Security Council, and the Secretary of Defense.

What are some of the challenges and operational requirements associated with the transition from a corps headquarters to a CFLCC headquarters? Under modularity, division and corps are designed to provide flexible command and control packages for the employment of land forces as part of a joint, and/or multinational and interagency force. Making the transition from G staff to a J staff is a significant problem-solving challenge. The operational requirements associated with the transition must generate an effective CFLCC headquarters that is capable of conducting rapid and thorough analysis, decision making, and product development. Organizing the staff by functional area rather than along traditional staff lines may immediately increase the

With the use of JIMP Framework, in Afghanistan it ensures multinational organizations outside of the military’s, such as NGO’s could work in conjunction. Lastly it was important that the Public a stokehold in what we were doing the, quarter reports were sent to the Canadian government highlighting our goals, achievements and general stats. This Framework was important as mentioned before, it allows all involved to be united in one common goal. Allowing outside agency in to conduct NGO actives and with open reports to the Canadian Government to ensure we were inline with the Governments

The first issue with the task organization structure is that Black SOF personnel did not fall under the command and control of CJTF Mountain and they remained TACON to the

The last item of discussion is about cyber efforts. Technology changes at a very rapid pace. The public and private sector has always been behind to cyber defense. Not too long ago China hacked the Federal Government and stole thousands of personnel files. “The Chinese breach of the Office of Personnel Management network was wider than first acknowledged, and officials said Friday that a database holding sensitive security clearance information on millions of federal employees and contractors also was compromised” (Nakashima,

From the moment Christopher Columbus set foot in the America’s, this hemisphere has been confronted with the battles and prosperities of immigration and its effects on individuals and society. In fact, most of our relatives undoubtedly came to this country from a foreign nation with the anticipation to make an enhanced life for themselves and future generations. The private struggles these individuals had to endure: the lengthy travel, personal expenditure, the notion of leaving their families behind, and yielding to screenings by government personnel, were the experiences which united into this melting pot of culture

CPT Roys provided uninterrupted contractual support during his nine month assignment as the Area-Support Group-Kuwait (ASG-KU) Operational Contracting Support Cell (OCSC) Operation Officer. CPT Roys' meticulous attention to detail has allowed the Director of Logistics and the ASG Commander, flexibility of accurately anticipating logistical demands forward in the Area of Responsibility (AOR) for Operation Freedom's Sentinel, Operation Inherent Resolve and Operation Spartan Shield. He served a force multiplier to the team.