Future Of Interagency

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This paper analyzes the challenges of cooperation among federal agenices on national security matters and proposes inovative solutions.

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Future Of Interagency

  1. 1. The Future of the Interagency Profession
  2. 2. Don’t Fix What Ain’t Broke <ul><li>Constitutional checks and balances </li></ul><ul><ul><li>Share power. </li></ul></ul><ul><ul><li>Accountability. </li></ul></ul><ul><li>Federalism </li></ul><ul><ul><li>Gives people the greatest role in shaping their lives. </li></ul></ul><ul><ul><li>The people closest to a problem are best equipped to find the best solution. </li></ul></ul>
  3. 3. Repeating History <ul><li>Washington repeatedly encounters the same interagency problems. </li></ul><ul><ul><li>Government undervalues individuals. </li></ul></ul><ul><ul><li>Government lacks the lifeline of a guiding idea or doctrine. </li></ul></ul>
  4. 4. Process Cannot Replace People <ul><li>Presidential leadership. </li></ul><ul><li>Congressional leadership. </li></ul><ul><li>Responsibility of the people to elect qualified officials. </li></ul><ul><li>N.B.: Fixing these problems requires a scalpel not a sledgehammer. </li></ul>
  5. 5. Solutions for Strategic Incompetence <ul><li>Improving Executive Performance. </li></ul><ul><li>Overcoming Operational Inaction. </li></ul><ul><li>Preparing Responders to Respond. </li></ul>
  6. 6. <ul><li>Improving Executive Performance </li></ul><ul><ul><li>Focus on the qualities and competencies of executive leadership. </li></ul></ul><ul><ul><li>Provide leaders with the highest quality information so that they can make the best informed decisions. </li></ul></ul>
  7. 7. <ul><li>Overcoming Operational Inaction </li></ul><ul><ul><li>Up to now, outside of the military, most processes and organizations have been “ad hoc” leading to mixed results. </li></ul></ul><ul><ul><li>Relying on skill requires more permanent, but flexible, organizations. </li></ul></ul>
  8. 8. <ul><li>Overcoming Operational Inaction (con’t) </li></ul><ul><ul><li>Build on the concept of the military’s regional combatant command structure. </li></ul></ul><ul><ul><ul><li>Reduce to 3 the number of combatant commands. </li></ul></ul></ul><ul><ul><ul><ul><li>Replace U.S. European and U.S. Pacific Commands with a U.S.- NATO Command and a U.S. Northeast Asia headquarters. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>U.S. Northern Command would remain responsible for the defense of the United States. </li></ul></ul></ul></ul>
  9. 9. <ul><li>Overcoming Operational Inaction (con’t) </li></ul><ul><ul><li>Build on the concept of the military’s regional combatant command structure. (con’t) </li></ul></ul><ul><ul><ul><li>Establish 3 joint interagency groups or InterGroups </li></ul></ul></ul><ul><ul><ul><ul><li>Latin America, Africa-Middle East, Central and South Asia. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Each InterGroup would have a mission specific to its area </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Each should include a military staff to plan military operations. If they are required, they could be detached and become the nucleus of a standing joint task force (JTF). </li></ul></ul></ul></ul>
  10. 10. <ul><li>Preparing Responders to Respond </li></ul><ul><ul><li>Field operations tend to be “ad hoc” and respond relatively well to smaller problems, but lack the infrastructure to respond well to larger emergencies. </li></ul></ul><ul><ul><li>What is needed is better doctrine, more human capital and appropriate decision-making. </li></ul></ul>
  11. 11. <ul><li>Preparing Responders to Respond (con’t) </li></ul><ul><ul><li>Establish an Education, Assignment and Accreditation (EA&A) program similar to the one established for the military by the Goldwater-Nichols DOD Reorganization Act of 1986. </li></ul></ul><ul><ul><li>Since such programs do not exist, the government should start professional schools designed to teach interagency skills. </li></ul></ul><ul><ul><li>Qualification will require interagency assignments at the operational level. </li></ul></ul>
  12. 12. <ul><li>Preparing Responders to Respond (con’t) </li></ul><ul><ul><li>Congressional action is essential in this </li></ul></ul><ul><ul><ul><li>Establish guidelines for a board of professionals to accredit non-political appointees to national and homeland security positions. </li></ul></ul></ul><ul><ul><ul><li>Create boards that: </li></ul></ul></ul><ul><ul><ul><ul><li>set educational requirements for and accredit the institutions needed to teach national and homeland security </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Screen and approve individuals who attend these institutions, and fill interagency assignments. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Certify individuals as interagency-qualified leaders </li></ul></ul></ul></ul><ul><ul><ul><li>Establish House and Senate committees with narrow jurisdiction over key interagency training programs. </li></ul></ul></ul>
  13. 13. Funding <ul><li>As always the question arises: Who pays? </li></ul><ul><li>Congress could appropriate money to the federal agency that will provide leadership for the operation. </li></ul><ul><ul><li>For planning, training, education, and exercises, the lead agency would pay the others out of an annual Congressional appropriation. </li></ul></ul><ul><ul><li>For operations, it would pay supporting agencies out of supplemental appropriations. </li></ul></ul>
  14. 14. The Clock is Ticking <ul><li>This issue comes to the fore during crises and is always shifted until later. </li></ul><ul><li>“ LATER” NEVER COMES. </li></ul><ul><li>Congress and the Administration have time NOW to address this and help make Americans safer for generations to come. </li></ul>

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