Synchronization of coordination interagency and

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Synchronization of Coordination -Interagency and interorganizational coordination is a staff process. Like other staff processes (e.g., intelligence, communications, or logistics), it requires ownership and defined responsibilities within the staff to function properly. A lack of discipline in coordinating with external entities can result in inefficient stovepipe efforts that are prone to creating gaps and duplication of effort. Continuous horizontal synchronization of the
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external coordination effort is necessary to send a clear and accurate message to outside organizations, and to ensure the activities and equities of external stakeholders are brought into the planning, assessment, and decision making processes. Early Inclusion Insights -There are many key insights to the early inclusion of mission partners in the Commander's Decision Cycle. Continuous communication and coordination during assessment, planning, directing, and monitoring actions enables better understanding of the environment and the problem, and results in jointly developed plans that take best advantage of the complementary capabilities of the different entities. Coordination during planning results in feasible and better integrated plans which are executable. Another key insight is that our involvement in mission partners' planning can enhance their operations - just as they do ours. Sharing and collaboration with our mission partners and as well as with various IGOs, NGOs, and private sector entities remains a significant challenge. Achieving some degree of technical means of information sharing must be a focus area for the commander and staff going into an operation. They must determine the right networks (from the standpoint of classification), work the classification piece hard (strive to not over-classify information), and encourage all the stakeholders to agree on common tools and software. Best Practices on Using Various Decision Cycles- Keep these best practices in mind regardless of the decision cycle that is used: Identify and develop any required memorandums of agreement, or MOAs, to support interagency coordination, command relationships, personnel exchanges, and other important challenges or processes Write for release within mission parameters for your mission partners and other external stakeholders, and incorporate robust disclosure policies and procedures Consider your mission partners in terms of force tracking. Current best practices include loaning them certain 'blue force trackers,' or the use of periodic reporting and LNOs to maintain situational awareness of their disposition and activities Consider a separate directorate with responsibility for interagency and interorganizational coordination, or assign this to an existing principal staff director. Whether establishing a new and separate directorate is warranted depends on the volume of coordination and the span of control. Use integration elements within the staff such as working groups and
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  • Fall '18
  • Commander, task force, Unified Combatant Command, LNOs

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