From: "Spoehr, Thomas" <Thomas.Spoehr@heritage.org> To: "Getto, Leila" <leila_getto@ios.doi.gov>
Subject: RE: Confirming November 9th ... Date: Thu, 09 Nov 2017 15:45:12 +0000
Importance: Normal Attachments: Zinke_Briefing_11-06-2017.pptx
Leila, I'm assuming we are still on for 2:00 pm today. I have attached the slides I intend to use. I will also bring six hard copies of this with me. Best, Tom
From: Getto, Leila [mailto:leila_getto@ios.doi.gov] Sent: Monday, October 30, 2017 4:29 PM To: Spoehr, Thomas <Thomas.Spoehr@heritage.org> Subject: Re: Confirming November 9th ...
I generally reserve 30 minutes for meetings but have a 15 minute buffer between meetings in case they run long. Let me know if more time is needed. Thanks.
Leila Sepehri Getto U.S. Department of the Interior Immediate Office of the Secretary Deputy Director, Scheduling and Advance Direct: (202) 208-5359 Cell: (202) 706-9435
On Mon, Oct 30, 2017 at 4:26 PM, Spoehr, Thomas <Thomas.Spoehr@heritage.org> wrote:
Great Leila, so that I moderate what I prepare, how long will the meeting be? Best, Tom
From: Getto, Leila [mailto:leila_getto@ios.doi.gov] Sent: Monday, October 30, 2017 4:08 PM To: Spoehr, Thomas <Thomas.Spoehr@heritage.org> Cc: Caroline Boulton <caroline_boulton@ios.doi.gov>; Scheduling SIO <scheduling_sio@ios.doi.gov> Subject: Confirming November 9th ...
Dear Tom,
The Secretary is looking forward to meeting with you on Thursday, November 9th at 2 p.m. Joining the Secretary from our side will be Deputy Secretary Bernhardt, Jim Cason, Scott Cameron and possibly Todd Willens and Downey Magallanes.
Please arrive via our C Street entrance (1849 C Street NW). Please let me know if you need parking. I will be out of the office that week so I've cc'd my colleague, Caroline Boulton, in case your schedule changes.
Thank you! Leila
Leila Sepehri Getto U S Department of the Interior Immediate Office of the Secretary
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Deputy Director, Scheduling and Advance Direct (202) 208 5359 Cell: (202) 706-9435
Thomas Spoehr Director, Center for National Defense The Heritage Foundation 214 Massachusetts Avenue, NE Washington, DC 20002 202-608-6074 heritage.org
Thomas Spoehr Director, Center for National Defense
The Heritage Foundation 214 Massachusetts Avenue, NE Washington, DC 20002
202 608 6074
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Insights for Dept of the Interior Reorganization from the DoD Experience with Establishing
Unified Command
November 9, 2017
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Agenda
DoD Unified Command Today Evolution of Unified Command Key Considerations Issues and Tensions Implications for Department of the Interior DoD Techniques to Overcome Resistance or
Obstacles to Change
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Unified Command Today
Six geographic unified commands in DoD. Pacific Command (PACOM) , Central
Command (CENTCOM), Southern Command (SOUTHCOM), Northern Command (NORTHCOM) , European Command (EUCOM), Africa Command (AFRICOM)
USPACOM
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ra
c r, . .
ee ll
USEUCOM
cTiCrn-ntelt-,/
USCENTCOM' USPACOM
,
USAFRICOM-
A Unified Command is a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments
2017-11-07
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Unified Command Today: U.S. Central Command
Military Departments
Provide service component commands with forces.
Provide logistical support. Do not have operational
authority over service component commands
President/Secretary of Defense
US Central Command
Staff
Commander has full authority over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations
Army Central Command
I
Navy Forces Central Command
I
Air Forces Central Command
pecial Operations Command Central
Marine Corps antral Command
Service Component Commands. Operational control of service forces (enduring)
U.S. Forces Iraq/Syria
U.S. Forces Afghanistan
Joint Task Forces. Operational control of forces of all services (typically temporary)
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X Key Terms
Unity of effort requires coordination and cooperation among all forces toward a commonly recognized objective, although they are not necessarily part of the same command structure
Unity of command all forces operate under a single commander with the requisite authority to direct all forces employed in pursuit of a common purpose. Unity of command requires that two commanders may not exercise the same command relationship over the sameforce at any one time
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Evolution of Unified Command in U.S. Armed Forces (1of 2)
Pre WWII: Army and Navy operated separately--sometimes cooperated (unity of effort)--but not unified command
WWII. Operations of great complexity mandate unified command
-- Debacle at Pearl Harbor -- Inability to agree in Pacific to an overall unified command -- Gen Eisenhower in N. Africa and Europe: a unified commander whose
experience greatly shaped his post-war thinking as President
Unified Command Plan: 1946: created seven unified commands
National Security Act of 1947 and 1958 DoD Reorganization Act fostered continued maturation of unified command
Vietnam: failure to achieve unified command
"We must never fight another war the way that we fought the last two. I have the feeling that if the Army and Navy had fought our enemies as hard as they fought each other, the war would hove ended much earlier" -Pres Truman
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I Evolution of Unified Command (2 of 2)
The evolution of unified command is replete with conflict between the Navy (who typically favored independence) and the Army and Air Force (who supported unification)
Typically took the Congress and/or the President to broker a deal
Three separate laws drove necessary changes Post Vietnam: Unified Command has been the rule in DoD
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X
Benefits of Unified Command
Achieve integration of effects in a geographic area Present a single face to other nations and entities Builds-in cooperation Fosters efficient use of resources sharing, etc
Simplifies Command and Control for the Department of Defense-fewer local issues to resolve--issues are solved at echelons below department headquarters, resulting in more timely and responsive action
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Key Considerations & Issues
Most funding (pay, procurement, construction, research/ development, operations) still controlled by the Department headquarters (Army, Navy, etc). This is a source of tension
Unified Commands express their priorities and military departments try to satisfy them
Departments do not retain control of their units and forces, but keep administrative control of their personnel for assignment, promotion, schooling and retirement. They also prescribe doctrine, training, organizational design and manage procurement programs
Challenges occasionally occur at the "seams" between Unified Commands, example: Pacific Command has India in its area, while Central Command has Pakistan. Many issues span these two countries
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Implications for Department of the
Interior
Expect whatever organizational structure is created to require modifications and improvements over time. Perfection is not achieved on the first, or even second pass
Congressional and state governor support (or lack of focused opposition) is key
Particular attention should be placed on funding streams and authorities. DoD continues to fund through Departments, but this causes concern. Adequate checks and balances must be in place including avenues for appeal
There must be an incentive for local offices to work through the Joint Management Area for help, versus their parent bureau. Admonishments are not enough; resources/help must be available through JMA, or they will bypass and go to their bureau
1fll 11 CFI'
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I DoD Techniques Overcome Resistance or
Obstacles to Change
Conduct pilot programs of smaller scope. Typically using an area that includes most of the components, but doesn't introduce undo complications. Stack deck with talented leaders who have "bought in"
Divide execution into phases and celebrate incremental steps, putting hardest phases later to generate momentum early
-- Example: Phase I. Pilot Program. Demonstrate concept & value. Phase II. Obtain legislative authority. Phase III. Expand Pilot. Phase IV. Full implementation
-- Alternatively: Phase I. JMA established as "coordinating" centers. Phase IL JMAs fully in "chain of command"
Establish "virtual" lines of communication before getting enmeshed in physical relocation of assets
Seek win-win, versus win-lose
Conduct Strategic communications campaigns with FAQs
Enlist key allies
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X References
Andrew Feickert, "The Unified Command Plan and Combatant Commands," Congressional Research Service, January 3, 2013.
David Jablonsky, "War by Land, Sea, and Air: Dwight Eisenhower and the Concept of Unified Command," The Yale Library of Military History, Yale University Press, 2010.
Ronald Cole, et al, "The History of the Unified Command Plan 1946-1993,"Joint History Office, Office of the Chairman of the Joint Chiefs of Staff, Washington DC, February 1995
Joint Publication 1, "Doctrine for the Armed Forces of the United States," Chairman of the Joint Chiefs of Staff, March 25, 2013
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