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Cooperation between the military and IGOs, NGOs, and the private sector is often based on a perceived mutually supportive interest, rather than a formalized agreement. Moreover, private sector entities might only coordinate if such coordination supports their business model. As a result, when planning campaigns or operations, it is important that Joint Force Commanders and their staffs consider the likelihood of IGO, NGO, or private sector participation, given the potential for differing interests and desired outcomes.
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Operational Void-There are well established processes, procedures and relationships for interorganizational coordination at the strategic level. For example, we previously discussed the National Security Staff processes to synchronize whole of government efforts; IGOs and NGOs have similar national level Headquarters to coordinate policy. Additionally, most organizations and agencies with which DoD coordinates are represented on the ground, at the tactical level where various teams carry out actions to support policy. Examples of this are Civil-Military Operations Centers and Provincial Reconstruction Teams. However, our interorganizational partners seldom have the resources, structure, capacity, or authority to fill the operational level --where the Joint Task Force commander and staff operate. This creates a "void" of established coordination mechanisms at the operational level. Due to this void at the operational level, it becomes incumbent on the Joint Force Commander and staff to develop policies, procedures, relationships, and communications methods specific to the mission which will help achieve Unity of Effort.