The CJTF and NGOs - One Team, One Mission? A Description of the Military-NGO Relationship and its Effects on Operational Planning and Mission Execution
Abstract
Until National Security Strategy changes, the U.S. military will continue to be a key participant in small scale contingencies and humanitarian operations. As such, military leaders have recognized the requirement to interact at all levels with an increasingly large number of other governmental and non-governmental organizations (NGOs) also providing support in crisis areas. The realization that the military will not be the sole actor in these complex situations has prompted it to develop or revise joint doctrine specifically dealing with interagency coordinating guidance and planning procedures. Within this environment, NGOs should be viewed by the military as force multipliers because their knowledge and expertise can help the CJTF develop a more complete military operations plan and execute the mission more effectively. To maximize NGO contributions, the CJTF must first adopt a different operational leadership style; one that is based on a greater understanding of NGOs and that will cultivate a more productive working relationship. Further, the CJTF must solicit and encourage NGO participation in the areas of mission assessment, operations and transition planning, and in country coordination. Each of these subjects will be analyzed to show how a strong military-NGO relationship can contribute to both the development of the operations plan and to mission effectiveness. Supporting the analysis are summaries of pertinent joint doctrines', insights from NGO representatives and military personnel, and recommendations for specific improvements.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 15, 1998
- Accession Number
- ADA351706
Entities
People
- Mark G. Dearfield
Organizations
- Naval War College