By Roger allen Brown
This documented briefing comprises inital findings due to the part I learn on bettering aid to the Commander-in-chief (CINC)Theater Engagement Plans (TEPs). the aim of the examine is twofold: (1) aid the Director for Strategic Plans and coverage (J-5) and the Directo for strength constitution, assets, and Assesment (J-8) advance a framework for assessing international engagement and its linked source calls for, which might elevate information of engagement source aid to the CINCs. The briefing concludes that even supposing the TEP offers an invaluable making plans mechanism for the complicated actions linked to the engagement venture, it needs to be extra heavily associated with division of safeguard formal decisionmaking procedures
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Extra resources for Improving Support to Cinc Theater Engagement Plans: Phase I (Pathfinder Junior Book Club)
Sample text
The IPLs are too weak a link to the formal decisionmaking processes to ensure that engagement resource demands are visible within the broader PPBS structure. Finally, the lack of clear connections to resources inhibits the ability of the CINC and the OSD to understand how the engagement mission is being conducted, the effectiveness of engagement activities, and the utility of resources expended. 10—Potential Process Portals for Engagement Requirements and Resources Potential Process Portals for Engagement Requirements and Resources The critical documents associated with the two major planning and programming activities in the DoD were evaluated to determine where engagement activities are contained or supported.
Although the services review and give consideration to the IPLs, which provide a direct mechanism for the CINCs to identify selected needs to be adjudicated in the service programs, the IPLs are generally considered exceptions after most of the service programs have been built. Initiatives are under way in the Joint Staff and services to make sure that the IPLs enter the system before the service programs are built. 14 Engagement resource needs should be considered earlier in the PPBS cycle and IPLs used only for exceptional shortfalls.
S. 4—Applying the Paradigm Applying the Paradigm Viewing engagement as a major contributor to all three pillars of the Defense Strategy is critical to providing a broader contextual framework for that mission. 4 and as a key contributor to operational readiness. Linking engagement to these operational missions provides an improved contextual framework within which engagement requirements can be assessed for both priority and risk. It also appears to ensure that the resources required for engagement activities are better understood in terms of their contribution to all three pillars of the Defense Strategy shaping the strategic environment, and responding to and preparing for future contingencies.