Transcript National Personnel Recovery Architecture Study Final Report Briefing World Wide Personnel Recovery Conference 31 August 2004 Institute for Defense Analyses 11/7/2015-1

National Personnel Recovery Architecture Study
Final Report Briefing
World Wide
Personnel Recovery Conference
31 August 2004
Institute for Defense Analyses
11/7/2015-1
Congressional tasking for the NPRA Study
“…conduct a government wide interagency
needs assessment in order to define the
components of a fully integrated national personnel
recovery architecture. The assessment should
include a consideration of service personnel,
civilians and contract personnel, and examine the
possible consolidation of training programs. The
study should recommend a coordinated national
goal for personnel recovery, roles and
responsibilities of each department, agency or
office…DPMO lead”
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NPRA Study Objectives
• Define the national personnel recovery architecture
components and baseline (interagency; non-DoD and
DoD)
• Develop a strategic vision for interagency PR
• Identify shortfalls and gaps
• Propose and evaluate enhancements needed in order
to achieve the strategic vision
• June 2004- September 2005 – Focus on NPRA
implementation
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Study Scope Limited To
• Presently planned force structure of all
agencies/departments
• Improved coordination, synergy, and leveraging among
US Government Departments and Agencies
• Overseas Personnel Recovery
• Military, civilian and contractor personnel on official duty
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NPRA Assessment Methodology
Architecture Components
Direct and
Guide
•Doctrine
I
m
p
l
e
m
e
n
t
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• Doctrine
•Mission
•Mission
Requirements
•Requirements
Plan and
and Prepare
Prepare
Plan
Force
ForceElements
Elements
Personnel
•IsolatedPersonnel
•Isolated
Forces
•RecoveryForces
•Recovery
andStaff
Staff
•Commandersand
•Commanders
Identify
Gaps
Assess&
&
Assess
Recommend
Recommend
Changes
Changes
•Doctrine
•Organization
• Training
• Materiel
•Leader Dev.
•Personnel
•Facilities
Execute
the Mission
•Strategic
•Operational
• Tactical
• Report
• Locate
• Support
• Recover
• Return/
Repatriate
Compare
Desired
Strategic Vision
End States
Proposed Definition of PR
Personnel Recovery – is the sum of military,
diplomatic, and civil efforts to prepare and
execute the recovery of U.S. military,
government civilians, and government
contractors, who become isolated from friendly
control while participating in U.S. sponsored
activities abroad, and of other persons as
designated by the President.
Expanded Scope with an Overseas Mission Focus
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Personnel Recovery Related Capabilities
•Current capability is compartmented rather than integrated
•National Architecture should benefit from synergy among agency capabilities
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Two General Situations for PR
 Combatant Commander (COCOM) in charge – Combat theaters such as
Afghanistan and Iraq, where there was no U.S. Mission, PR was a military
responsibility
– The PR Commander and staff (e.g., JSRC, RCC) have the authority and
capability to execute PR without real-time coordination above the JTF
 Chief of Mission (CoM) in charge – Countries where there is a U.S. Mission,
but there are no U.S. PR forces. PR responsibilities of the host nation and the
U.S. Mission are fragmented.
– CoM and the host nation have responsibilities, but generally no standing
capability causing time delays.
– PR coordination process is complex involving multiple players
depending on the situation
– When a PR incident occurs, coordination and response is time-sensitive,
but instead are likely to be ad hoc, causing excessive delays
– Isolated Personnel are likely to be captured or killed if prior coordination
is not affected and response is not exercised.
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CoM in Charge
• Outline
– Baseline
– Shortfalls (compared to vision)
– Solutions
– Recommendations …
and respective costs of improvements
Organized according to the DOTMLPF construct
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Baseline Organization for PR when CoM is in charge
Chief of Mission
NSC Staff,
DoS
Deputy Chief of Mission
FBI, DoS, JUSMAG, or RA
person designated as a
lead for PR
State
Department
including FEST
FBI Legal
Attaché
• Negotiations
• NSPD-12 Activity
• Law Enforcement
• Investigation
Host Nation
Counterpart
Regional
Security
Office
American Citizens’
Services
• Family Contact/Support
• Repatriation
Public Affairs Office,
Political Office
Defense
Department
Defense Attaché
Office
• Reporting
Joint US Military
Assistance Group
• Support
JPRA (Repatriation)
Joint Task Force/MILGRP
Medical
Office
Gen Service Office
• Administrative Support
• Terms of Reference
• Intelligence, SA
• Recovery Operations
HN Counterpart
HN Counterpart
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Office Of
Regional Affairs
• Operations
• Analysis
• Legal Support
(findings)
HN
Counterpart
CoM in Charge – Shortfalls
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•
No interagency policy, doctrine, or procedures for PR (D)
•
DoS focus on security and evacuation; no mention of PR (D)
•
Host Nation understanding, cooperation, capabilities, interoperability are
critical, but usually lacking (O)
•
Crisis Management Support Center, Political Military Action Team, Foreign
Emergency Support Team, and Emergency Action Committee not
organized to respond to PR incidents in time-sensitive manner (O)
•
Limited number of people have received PR training (personnel at risk,
management/staff, or recovery force) (T, P)
•
Limited awareness or use of DoD tools or aids outside of DoD (M)
•
Limited awareness of PR at senior leader levels (L)
•
Numerous contractor coverage limitations (D, P)
•
No focused PR training, exercises, or facilities outside DoD (F)
CoM in Charge – Solutions
•
NSPD required in order to
– Establish National Policy and NSC oversight (D)
– Create an organizational infrastructure to support PR (O)
» DoS focal point office; country team PR coordination cells
– Identify and fund PR training and equipment requirements (T, M)
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•
Ensure Joint Pub 3-50 addresses interagency issues (D)
•
Standardize PR policy and support with regard to government civilians and
contractors (D, P)
•
Top-down planning emphasis, i.e., include PR in DoS Strategic Plan, Mission
Performance Plans, Emergency Action Plans, evacuation, and Cooperative
Security Plans (D)
•
Improve PR training
– Develop senior leader and staff planning and isolated person PR courses at
NFATC and NDU (JPRA assist) (T, L)
– Expand PR training provided by JPRA and CRCs (T)
– Conduct PR exercises in high threat countries to improve readiness (T)
•
Establish interagency materiel development process to pool resources (M)
COCOM in Charge
• Outline
– Baseline
– Shortfalls (compared to vision)
– Solutions
– Recommendations …
and respective costs of improvements
Organized according to the DOTMLPF construct
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COCOM in Charge – Shortfalls
•
No Joint PR doctrine exists; capabilities are Service-centric and do
not address non-DoD interagency/coalition policies, concerns,or
capabilities (D)
•
PR organizational infrastructure lacks cohesiveness and robustness
– JPRA not truly joint and not resourced to provide liaison support to
interagency community (O)
– COCOM JSRCs (other than CENTCOM) are not adequately staffed
» CENTCOM borrowed other COCOM personnel (O, P)
– Insufficient personnel structure in Services (O, P)
– PRAG and PRRC not efficiently organized (O)
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•
Joint training seldom exercises PR; no dedicated PR exercise (T)
•
Survival, Evasion, Resistance, and Escape training backlog
increasing (T)
•
Requirements for materiel and development programs are managed
individually, not integrated (M, O)
•
Contractor policies not standard across services, not enforced (D)
COCOM in Charge – Solutions
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•
Update Joint Personnel Recovery Doctrine Joint Pub 3-50 (D)
•
Revise/implement policies in accordance with the NSPD (D)
•
Expand the Joint Staff office for PR, expand DPMO PR Directorate to
support Interagency, better integrate JPRA into JFCOM (O, P)
•
Reengineer PRAG and PRRC (O)
•
Expand PR joint training to include interagency and coalition (T)
•
Validate SERE training requirements, implement the Core Captivity
Curriculum, and expand facilities to meet requirements (T, F)
•
Develop a Joint PR modernization plan for materiel (M)
•
Ensure that PR policy and support is enforced for DoD civilians and
contractors (D, P)
Key NPRA Recommendations
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•
Need an NSPD to create the National architecture (D, O)
– Define PR and the scope
– Develop interagency organizational infrastructure
– Provide adequate resources (funds and personnel)
•
Initiate a program with DoS to assess and enhance US Embassies’
readiness to respond at short notice to PR incidents (D, O, T)
– Conduct periodic PR assessments in the embassies to improve
planning and preparation
– Leverage all available programs and resources
– Improve host nation capability
•
The NPRA provides US government contractors the same PR coverage
as provided to government personnel (D, P)
– Develop Department and Agency policies and revise the Federal
Acquisition Regulation
•
Revamp the approach to survival, evasion and resistance training (T)
– Implement Core Captivity Curriculum
– Increase JPRA throughput
– Improve DoS training for non-DoD agencies
– Review and certify private sector training capabilities
NSPD
Establishes an Interagency Definition
for
Personnel Recovery
Personnel recovery is the sum of military,
diplomatic, and civil efforts to prepare and execute
the recovery of U.S. military, government civilians,
and government contractors, who become isolated
from friendly control while participating in U.S.
sponsored activities abroad, and of other persons
as designated by the President.
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NSPD
Establishes National Policy
•
Recover all U.S. military, government civilians, government contractors, and
others designated by the President who are isolated from friendly control while
participating in a government-sponsored activity and return them to a safe
environment
•
Isolated personnel will adhere to the following guidelines:
–
–
–
–
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Assist other Americans and do nothing that may harm a fellow American
Resist attempts by captors to exploit them and refuse special treatment
Refuse to make written, oral or videotaped statements harmful to the U.S.
Carefully plan actions realizing that decisions can impact the Government’s ability
to affect recovery or release
NSPD
Underscores Responsibilities
Two General Personnel Recovery Situations
•
Military operations in support of U.S. policy
– Combatant Commander responsible for protecting U.S military, U.S.
Government civilians, U.S. Government contractors and coalition partners
•
No on-going U.S. military operations
– Chief of Mission responsible for monitoring the recovery of U.S. Government
civilians and U.S. Government contractors
– Actual recovery operations are normally the responsibility of the host nation
– Likely to be a cooperative effort between U.S. Mission, host nation, and DoD
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NSPD
Directives
•
Counter-terrorism and Security Group Policy Coordination Committee of NSC will
coordinate PR policy and recommend PR response options to the President
•
DoD will develop PR policy for interagency coordination; NSC will coordinate
policy with Departments and Agencies
•
All Departments/Agencies
–
Will participate in planning and executing PR missions consistent with respective
capabilities
–
Shall establish a PR office or focal point
–
Will identify PR training and support requirements and PR capabilities and limitations
•
Instruction to Chief of Mission will emphasize deliberate, integrated PR planning
to include the establishment of a PR cell in selected countries
•
DoS will plan in advance PR activities (education, training, and exercises) for
high-risk countries
•
DoS will assist the host nation in meeting PR requirements
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Questions?
Comments!
Discussion…
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Back-up Slides
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CoM in Charge – Baseline
•
Host Nation sovereignty constraints and agreements (D)
•
US National Security Strategy, DoS/USAID Strategic Plan, Mission
Performance Plans; the Warden System and F77 Report (D)
•
Emergency Action Planning process, Emergency Action Committee (D, O)
•
Crisis Mgt Support Center, FEST, Pol/Mil Action Team, Bureau of International
Narcotics and Law Enforcement, FBI, Country Team organization, DoD
support (O, P)
•
Security awareness training by National Foreign Affairs Training Center
(NFATC); deployment training provided by CRCs and some
departments/agencies (T)
•
Commercial and DoD developed PR equipment and aids (M)
•
Contractor support and related issues (D, P)
•
Facilities include NFATC, CONUS Replacement Center (F)
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COCOM in Charge – Baseline
• Missing Persons Act, DoDD 2310.2, Code of Conduct are the
basis for DoD policy and doctrine (D)
• Planning and decision-making process well engrained (D,O)
• DPMO, JFCOM, JPRA, PRAG, PRRC, Intelligence Community
all engaged in PR activities (O)
• SERE schools operating at full capacity (T)
• Command/staff training provided (T)
• Contractor support increasing, with related PR issues (D, P)
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