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MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS ForewordAccurate assessment and usable measures of effectiveness are essential to successin stability operations. Improving the ability of a host nation (HN) governmentto deliver services expected by its populace is necessary to enhance the stabilityof a society, maintain the legitimacy of its HN government, and to allow the HNgovernment to "out administer" local insurgency groups. Correctly identifyingwhat the local population expects from its HN government is fundamental todeveloping plans and operations that will build HN government capacity, socialstability, and undermine threats to the HN government and civilian populace likesocial instability or violent insurgency. The daunting tasks of identifying andcrafting responses to the causes and consequences of weak or failed states requireorganized and methodical programs with accurate, measureable and verifiableresults. In recent and current operations, the U.S. military and its interagencypartners have been required to manage substantially increased levels of assistanceto assist and ensure success of legitimate governments. In this complexenvironment, companies, battalions, brigade combat teams, divisions, and corpswill perform assessments and collect data. Assessment framework allows for acommon operational picture shared by U.S. military and government departmentsand agencies in the area of operations (AO). Knowing the fundamentals andpurpose of assessments is key to providing quality products to assist campaignplanning and support decision making. Listed below are some key points forsuccess: • Know the AO, the people, and their customs. • Determine the perceptions of the local populace and understand how to influence those perceptions. • Know the history, government, and economic challenges. • Know the causes of instability. • Know or develop the plan to correct these causes and prevent their return. • Know how to measure effectiveness, analyze results, and adjust plans if necessary. i
• Know how to collect and organize data.• Understanding by military leaders is not enough—everyone needs to understand. Military leaders need to use a framework, a system, processes, and structures to enact this understanding.
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSAssessments and Measures of Effectiveness in Stability Operations Table of ContentsChapter 1. Assessment in Stability Operations 1Chapter 2. Assessment Support to Planning 13Chapter 3. Organize and Prepare for Assessments 19Chapter 4. Execute Assessments 23Chapter 5. Best Practices and Insights 31Appendix A. Tactical Conflict Assessment Planning 37Framework Tool KitAppendix B. Provincial Reconstruction Team Maturity Model 51Appendix C. Internet Resources and Research Techniques 61Appendix D. Key Terms 67Appendix E. References 71 Center For Army Lessons LearnedDirector Colonel Thomas Joseph MurphyBranch Chief/Managing Editor Larry K. HollarsCALL Analyist Kevin B. MakelProduction Coordinator Kristine BellEditor Michael BrooksGraphic Artist Eric EckDistribution Manager Candice MillerThe Secretary of the Army has determined that the publication of this periodicalis necessary in the transaction of the public business as required by law of theDepartment.Unless otherwise stated, whenever the masculine or feminine gender is used, bothare intended.Note: Any publications (other than CALL publications) referenced in this product,such as ARs, FMs, and TMs, must be obtained through your pinpoint distributionsystem. iii
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Chapter 1 Assessment in Stability Operations "This is a political as well as a military war . . . the ultimate goal is to regain the loyalty and cooperation of the people. It is abundantly clear that all political, military, economic, and security (police) programs must be integrated in order to attain any kind of success." —General William C. Westmoreland, Commander, Military Assistance Command, Vietnam (MACV), MACV Directive 525-4, 17 September 1965The Necessity of AssessmentToday's adversary is a dynamic, adaptive foe who operates within a complexinterconnected operational environment (OE). In recent and current operations theUnited States (U.S.) and coalition partners combated global terrorism in a numberof regions. Stability operations are a key component of the U.S. national strategyto defeat terrorism. Within the U.S. government, the complex nature of stabilityoperations resulted in the increased level of cooperation between the Departmentof Defense (DOD) and other U.S. government agencies. The goals of stabilityoperations are stated in DOD Instruction (DODI) 3000.05, 16 September 2009: 4.d The Department shall assist other U.S. government agencies, foreign governments and security forces, and international governmental organizations in planning and executing reconstruction and stabilization efforts, to include: (1) Disarming, demobilizing, and reintegrating former belligerents into civil society. (2) Rehabilitating former belligerents and units into legitimate security forces. (3) Strengthening governance and the rule of law. (4) Fostering economic stability and development.The Purpose of Assessment in Stability OperationsThe process of assessment and measuring effectiveness of military operations,capacity building programs, and other actions is crucial in identifying andimplementing the necessary adjustments to meet intermediate and long term goalsin stability operations. As time passes and operations, programs, actions, andactivities become effective, local institutional and societal capacity will increaseand the drivers of conflict and instability will be reduced, meeting the goal ofpassing the lead to local authorities (see Figure 1-1). 1
CENTER FOR ARMY LESSONS LEARNED Figure 1-1. Example of stability operations assessmentThe fusion of traditional military operations and capacity building programs ofU.S. government agencies like the U.S. State Department and U.S. Agency forInternational Development are required to meet the challenges of restoring andenhancing stability in troubled areas and regions. Accurate and timely assessmentof military operations and the actions of U.S. government departments andagencies are vital to the success of stability operations.DoDI 3000.05, 16 September 2009, states the following: 4.a Stability operations are a core U.S. military mission that the DOD shall be prepared to conduct with proficiency equivalent to combat operations. The DOD shall be prepared to: (1) Conduct stability operations activities throughout all phases of conflict and across the range of military operations, including combat and noncombat environments. The magnitude of stability operations missions may range from small-scale, short-duration to large-scale, long-duration.2
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS (2) Support stability operations activities led by other U.S. government departments or agencies (hereafter referred to collectively as "U.S. government agencies"), foreign governments and security forces, international governmental organizations, or when otherwise directed. (3) Lead stability operations activities to establish civil security and civil control, restore essential services, repair and protect critical infrastructure, and deliver humanitarian assistance until such time as it is feasible to transition lead responsibility to other U.S. government agencies, foreign governments and security forces, or international governmental organizations. In such circumstances, DOD will operate within U.S. government and, as appropriate, international structures for managing civil-military operations, and will seek to enable the deployment and utilization of the appropriate civilian capabilities.Since most stabilization operations occur in less developed countries, there willalways be a long list of needs and wants like schools, roads, health care, etc. in anarea of operations (AO).Given the chronic shortage of U.S. government personnel and resources, effectivestability operations require an ability to identify and prioritize local sources ofinstability and stability.The focus is on the perceptions of the local populace, what those perceptions are,and how to positively influence those perceptions. Stability operations requireprioritization based on progress in diminishing the sources of instability orbuilding on sources of stability.For example, if U.S. government personnel believe access to information aboutWestern culture will undercut insurgent recruiting and provide a village withan Internet café, but the village elders tell the U.S. personnel they want morewater—the village is not being efficiently or effectively stabilized. By ignoringthe village elders, U.S. government personnel undermine the legitimacy of thevillage elders within their own population, and undermine the elders' ability tomaintain some semblance of order, thereby contributing to the instability. Accessto information about the rest of the world via the Internet café may create a risingtide of expectations that cannot be met by the village elders or the host nationgovernment. There may be disputes over access to the Internet café or excessiveuse of it by some villagers at the expense of others. Again, the U.S. government'sdesire to make things better and to share technology with others can lead to more,not less instability. Understanding the causal relationship between needs, wants,and stability is crucial, and in some cases are directly related, and in others theyare not. 3
CENTER FOR ARMY LESSONS LEARNEDThe Role of Assessment in the Operations Process Figure 1-2. Assessment changes as a situation evolvesAssessment supports the operations process by charting progress and changes inan evolving situation (see Figure 1-2).Assessment allows for the determination of the impact of events as they relateto overall mission accomplishment. Assessment provides data points and trendsfor judgments about progress in designated mission areas. In turn, it helps thecommander determine where adjustments must be made to future operations.Assessment assists the commander and his staff keep pace with an evolvingsituation. Assessment in the commander's decision cycle assists in understandinga changing environment and in focusing the staff to support critical decisions andactions.4
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSTypes of AssessmentTraditionally in military operations, combat assessment focuses on the resultsof military action. Combat assessment uses image intelligence and signalsintelligence to determine the enemy's rate of attrition. In stability operations,this is explained through the complexities of operations and political, military,economic, social, information, infrastructure, physical environment, time(PMESII-PT) systems. The two basic types of assessment in stability operationsare task assessment and effects assessment.Task assessment:Measures of performance (MOPs) are based on task assessment. Simply put, atask assessment is how well were tasks accomplished. Task assessment measureswhether the organization performed its required tasks to the necessary standard.Agencies, organizations, and military units will usually perform a task assessmentto ensure work is performed to standard and/or contractual obligations. Taskassessment has an effect on effects assessment as tasks not performed to standardwill have a negative impact on effects (see Figure 1-3). Figure 1-3. Task assessment 5
CENTER FOR ARMY LESSONS LEARNEDEffects assessment:Measures of effectiveness (MOEs) are based on effects assessment. Effectsassessment is defined as the process of determining whether an action, program,or campaign is productive and persuasive and achieve desired results in stabilityoperations. There are several visualization tools that can be used as a basis ofassessment. These tools: PMESII-PT; and mission, enemy, terrain and weather,troops and support available-time available, and civil considerations (METT-TC)are illustrated in Figure 1-4.In the Army planning process, one of the six mission variables in METT-TC iscivil considerations. Civil considerations tactical planning concentrates on an in-depth analysis of areas, structures, capabilities, organizations, people, and events(ASCOPE). However, at both the tactical and operational levels, PMESII-PTprovides a basis for looking at the OE. Figure 1-4. Operational and mission variablesEffects assessment assesses those desired effects required to affect the adversary'sbehavior and capability to conduct and/or continue operations and/or actions.Effects assessment is a much broader, more in-depth, and overarching analysisof the adversary, situation, and friendly actions than traditionally seen in combatassessment (see Figure 1-5).Rarely are military operations conducted in uninhabited areas. ASCOPE is amemory aid to organize civil considerations in Army planning. ASCOPE helpsto categorize the man-made infrastructure, civilian institutions, attitudes, andactivities of the civilian population and their leaders.6
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure 1-5. ASCOPE matrix example 7
CENTER FOR ARMY LESSONS LEARNEDThe results of effects assessment must be organized and measured so progress canbe tracked and trends and patterns determined over time (see Figure 1-6). Figure 1-6. Effects assessmentIt is important not to confuse task assessment (MOP) and effects assessment(MOE). The MOP is what the unit or agency does. The MOE is a measure ofthe effect the action has. Too often, effect and output are used interchangeably.However, they measure very different things. MOE indicators measure theeffectiveness of activities against a predetermined objective. MOE indicators arecrucial for determining the success or failure of stability programming. Well-devised MOEs and MOPs help commanders and their staffs understand the linksbetween tasks, end state, and lines of effort. MOEs and MOPs have four commoncharacteristics listed below: • Standards should be measurable. MOEs and MOPs require qualitative or quantitative standards or metrics that can be used to measure them. • Measurements should be distinct and discrete. MOEs and MOPs must measure a distinct aspect of the operation. Excessive numbers of MOEs or MOPs become unmanageable and risk the cost of collection efforts outweigh the value and benefit of assessment. The key is visualizing the goal and identifying the simplest and most accurate indicator of it.8
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS • Measurements should be relevant. MOEs and MOPs must be relevant to tactical, operational, and strategic objectives or the desired end state. • Measurements should be responsive. MOEs and MOPs must identify changes quickly and accurately enough to allow commanders to respond quickly and effectively.The three elements of effects assessment are listed below: • Effective effects assessment should ask "What happened?" This is the analysis of the collected data, and observations of MOEs. The data is collected and organized into presentable forms and formats. Trends and patterns are identified. • Effective effects assessment should ask "So what? Did it make a difference in the OE." This phase determines whether the stated goals are being met. • Effective effects assessment should ask "What do we need to do?" Options include: ○○ Continue current operations, actions, and programs if they are successful. ○○ Reprioritize operations, actions, programs, or resources. Make adjustments to current operations or programs to increase goal attainment or enhance success. ○○ Redirect operations, actions, programs or resources. Are major changes needed to meet goals (see Figure 1-7)? 9
CENTER FOR ARMY LESSONS LEARNED Figure 1-7. Assessment10
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSFor example, if the lack of support for the police is identified as the biggest sourceof instability in your AO, the stabilization objective would be to increase supportfor the police. MOE indicators could include improved public perception of thepolice, the population providing more actionable information to the police, andincreased police interaction with the population. With MOEs, outcome—notoutput—is the only measure of success. Figure 1-8 contrasts the differencebetween the task and effects assessments. Figure 1-8. Effects versus task assessment 11
CENTER FOR ARMY LESSONS LEARNEDThe entire process from the input of MOEs and MOPs is illustrated in Figure 1-9. Figure 1-9. The assessment processThe deficiency analysis is conducted when goals and objectives are not beingmet. The deficiency analysis is used if the task assessment and effects assessmentindicate failure of units doings things right (MOP), or are not doing the rightthings (MOE). The deficiency analysis will illustrate what is wrong and provideinput during the plan refinement stage.The next step is a recommendation for refinement of the plan based on theconclusions of the deficiency analysis. This recommendation will also considerif the current forces available have the required capability the adjusted plan willcall for. If not, other courses of action or a request for additional forces may benecessary.Note: Objectives and effects are illustrated in the sample stabilization matrix inAppendix B.12
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Chapter 2 Assessment Support to Military PlanningThe Tactical Conflict Assessment Planning FrameworkAssessment must be built into military planning and decision making in stabilityoperations. A method to integrate assessment into operational and tactical planningis to include the tactical conflict assessment and planning framework (TCAPF)from Appendix C, of the United States Agency for International Development(USAID) Principles for Reconstruction in Field Manual (FM) 3-07, StabilityOperations.Successful stability operations are predicated on (1) identifying and reducingthe causes of instability and (2) reestablishing or building community and statecapacity to diminish, manage, or prevent them in the future. To increase theeffectiveness of stability operations, USAID created the TCAPF. The TCAPF wasdesigned to assist commanders and their staffs identify the causes of instability,develop activities to diminish or mitigate them, and evaluate the effectivenessof the activities in fostering stability in a tactical-level (brigade, battalion, orcompany) area of operations (AO). The TCAPF should be used to create localstabilization plans and provide data for the interagency conflict assessmentframework (ICAF), which has a strategic- and operational-level (country,regional) focus.It is important to note, that while the TCAPF may appear to be a distinct processfrom the military decisionmaking process (MDMP) and the eventual operationplan or operation order, but the TCAPF is merely the socio-political input to thedecision making process. It provides input current intelligence methods/processesdo not produce, and should thus be seen as an important component of the MDMPbecause the TCAPF supports MDMP. 13
CENTER FOR ARMY LESSONS LEARNED Figure 2-1Tactical Conflict Assessment and Planning Framework Support to theMilitary Decisionmaking ProcessThe TCAPF supports the MDMP by providing what constitutes a mechanism forthe commander and his staff to see how their plan is achieving goals, objectives,and end state. The TCAPF can also help identify causes of instability and placepossible solutions against these causes.The TCAPF will also help determine the measures of effectiveness (MOEs) andorganize data into understandable formats to measure success. The TCAPF canalso do the same with measures of performance (MOPs).The TCAPF will measure the impact of programs and actions to assist theplanners by recommending required changes.To be effective, the TCAPF methodology must be integrated into staff processes.If it is only an "add-on," it will not be effective. The TCAPF has been successfullyused in various theaters to identify, prioritize, and target the causes of instabilityin a measurable and immediately accessible way. Since it makes maximum useof assets in the field and measures the effectiveness of activities over time and14
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSacross multiple unit rotations, it is an important tool for conducting stabilizationoperations.The TCAPF is an assessment tool based on the following theory: Perceptions of the population cause actions that instigate instability and foster insurgency. By carefully targeting the real causes of instability, perceptions of the population can be positively affected.The Causes of the InsurgencyRevolutionary situations may result from regime changes, external interventions,or grievances carefully nurtured and manipulated by unscrupulous leaders.Sometimes societies are most prone to unrest when the situation begins to improveand people's expectations rise. For example, when major combat operationsconclude people may have unrealistic expectations of the U.S.' capability toimprove their lives. The resulting discontent can fuel unrest and insurgency. Atsuch times, the influences of globalization and the international media may createa sense of relative deprivation contributing to increased discontent as well. FM3-24, Counterinsurgency, para 1-11, accepts that for an insurgency to exist, theremust first be a grievance or injustice felt among the people with the insurgentexploiting this perceived grievance by presenting himself as the viable solutionto the population's needs. The people therefore have to choose between trustingthe government and trusting the insurgent. If the people have more trust in theinsurgent, the insurgency will persist.Identifying the Cause—TheoryIt is important to understand the difference between symptoms and causes ofinstability. Quick impact projects and the like are presently initiated in responseto the wants or needs of the people. This equates to satisfying a popular butpotentially superficial request which may build consent but not tackle the cause ofinstability. For example, the people ask for a school. Based on this, under currentpractice, the provincial reconstruction team (PRT) would construct a school tomeet this need. However, the want for a school is only a symptom of instability;the cause is the local government has not effectively met the needs of the peopleby providing an effective education system. The priority of action, in this example,would therefore be to build government effectiveness so that it can deliver aneducation program that satisfies the people. This way the cause is tackled using asymptom as a backdrop.Identifying the Cause—PracticeTo identify the causes of instability, the TCAPF asks the people to explain theirgrievances and then prioritize them. This is accomplished by asking very simplebut standard questions to the people across the AO. All the responses are trackedand logged in a database so opinions can be grouped and quantified clearly.This way, the greatest grievances can be easily picked out and addressed first,generating a focused plan for targeted action using kinetic and nonkinetic effectsto resolve the grievances of the people. The TCAPF is a method of steering thecounterinsurgency (COIN) campaign. 15
CENTER FOR ARMY LESSONS LEARNEDHow to Measure EffectThe TCAPF continually asks the people the same basic four questions so, overtime, the changing opinion of the population can be tracked, compared, measured,and displayed. By not being subjective, the results of the questioning cannot bealtered by those who ask questions or analyze results. Thus a longer-term narrativeof the people is created that should ease situational awareness of new troops intotheater and provide continuity of analysis and action.Collectors must understand the importance of the TCAPF to the accomplishmentof their mission and should know the basic tenets and outline of the program.The TCAPF will provide the baseline and metric for stability within their AO. TheTCAPF is the agreed upon metric for assessing stabilization and will be used todetermine if progress has been made within a region. Activity and projects do nottranslate into progress unless it is verified through the TCAPF assessments.The TCAPF process will help identify the geographic regions and root causesof instability in the AO. When executed properly, the TCAPF process willgraphically represent potential areas of instability. Follow-up questioning willidentify key symptoms that should lead to root causes. Addressing those rootcauses is the basis for improving the stability of that region or segment of thepopulation.The TCAPF should not require a major change in the activities and processesthat are currently in place, but provide clarity and focus to them ensuring thatinstability and conflict are addressed. Note: The TCAPF questionnaire and sampleTCAPF spreadsheet are found in Appendix A.The Provincial Reconstruction Team Maturity ModelThe PRT program is a U.S.-led, civil-military effort to improve the capabilitiesof provincial and local governments to govern effectively and deliver essentialservices. Another term for PRT is the forward advanced civilian team. The PRTprogram provides integrated and multidisciplinary teams of U.S. and coalitionpersonnel to teach, coach, and mentor provincial and local government officialsin core competencies of governance and economic development. The PRT willconduct assessments in these areas and will track progress in their maturitymodels (see Appendix A).The PRTs and embedded PRTs (ePRTs) comprise personnel and subjectmatter experts from the Department of State, USAID, other U.S. governmentdepartments and agencies, the U.S. military, native born expatriates, contractors,and local nationals.The ePRTs are embedded with brigade combat teams (BCTs) and are responsiblefor providing advice, expertise, and program management to support the localCOIN strategy devised with their BCT.In the assessment process, the BCT and PRT must closely coordinate theircollection and reporting efforts to gather and portray useful and consistentinformation.16
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSThe Interagency Conflict Assessment FrameworkThe ICAF is a U.S. government interagency process; only military organizationsat the highest levels will participate in the ICAF. Assessments and collectionsdone by subordinate military units may be incorporated into the ICAF process.The ICAF is a strategic-level process that draws on existing conflict assessmentprocedures like the TCAPF, used by U.S. government departments and agencies aswell as international and nongovernmental organizations. The ICAF organizes allthese assessments into a common framework. This framework is used by all U.S.government departments and agencies to gain a common understanding of thecountry or region, and to conduct and coordinate planning.The ICAF does not duplicate or replace existing department or agency assessmentprocess. It brings together individual assessments and data.U.S. government departments and agencies are able to use the ICAF to leverageand share knowledge gained from their individual assessments and establish acommon interagency perspective on individual countries or entire regions.Applying the Interagency Conflict Assessment FrameworkThe ICAF is the first step in the interagency planning process by informing andclarifying U.S. government goals. The ICAF provides an informational frameworkfor the design of programs and adjustment of activities and resource allocation.The ICAF supports the interagency planning process by determining whichagency or department initiates and participates in an assessment, time and placeof the assessment, type and application of the products needed, and the level ofclassification.The ICAF is a flexible and scalable interagency tool for use in: • Steady-state engagement and conflict prevention planning. • U.S. government reconstruction and stabilization contingency planning. • U.S. government reconstruction and stabilization crises response planning.The TCAPF has been successfully used in various theaters to identify, prioritize,and target the causes of instability in a measurable and immediately accessibleway. Since it makes maximum use of assets in the field and measures theeffectiveness of activities over time and across multiple unit rotations, it is animportant tool for conducting stabilization operations. 17
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Chapter 3 Organize and Prepare for Assessments "Commanders and staffs also develop a standard or baseline against which they compare measures and trends." —Field Manual Interim 5-0.1, The Operations ProcessCommanders and staffs must plan, organize, and prepare to conduct assessmentsas a part of operations. The assessment/tactical conflict assessment and planningframework timeline illustrates how the assessment process supports thedeployment/transfer of authority timeline (see Figure 3-1). The assessment processbuilds on the success of the previous unit and clearly establishes a new baselinefor the next unit.Legend: MOE: Measure of Effectiveness MOP: Measure of Performance TCAPF: Tactical Conflict Assessment and Planning Framework Figure 3-1 19
CENTER FOR ARMY LESSONS LEARNEDThe Assessment CellOrganizing and training an assessment cell is critical to a successful assessmentprocess. Mission requirements and available staff resources will determineassessment cell membership.At division and above, the cell is staffed with available resources. At brigadecombat team and battalion levels, the assessment cell is not normally present;instead, an assessment working group (AWG) exists comprised from theintelligence, operations, and civil affairs staffs. Figure 3-2 is a template for corpsand division assessment cell membership.The assessment cell fuses data to provide assessment analysis, assessmentsummaries, and recommendations on how to achieve desired effects andassociated operational considerations. The assessment cell supports planning onall event horizons (long-, mid-, and short-range plans).The assessment cell produces a draft initial assessment and baseline of theoperational environment (OE) for cross-functional vetting in the AWG. Figure 3-2. Assessment cell membership20
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSThe Assessment Working GroupThe AWG is normally constituted at the division or corps level. Figure 3-3 isan assessment cell membership template. The AWG supports cross-functionalplanning and assessment across the staff. It supports planning teams by reviewingand refining desired and undesired effects developed by the staff planners anddeveloping MOEs, MOE indicators, and assessment criteria in support of thoseeffects (objectives). The AWG periodically validates existing effects hierarchy,and supports assessment by integrating internal and external inputs into a coherentholistic assessment of the OE. The staff lead for the AWG is the assessment cellchief. The AWG has the following characteristics: • The AWG is cross functional across the staff. • The AWG develops, refines, and validates effects metrics for plans and operations. • The AWG provides integrated assessment to the commander for directing planning efforts.Assessment products include an integrated joint task force-wide assessment ofthe OE for commander decision-making and guidance for staff planning efforts.Planning considerations include the following: • Validation of desired/undesired effects and supporting MOEs and MOE indicators. • Assessment criteria for inclusion in the campaign plan/order.Figure 3-3. AWG membership 21
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Chapter 4 Execute Assessments Figure 4-1The Importance of CollectorsAssessment is a bottom-up process. Collectors at the squad and platoon levelgather and organize ground-truth data (see Figure 4-1). Human terrain teams(HTTs), psychological operations teams, civil affairs teams, and provincialreconstruction teams (PRTs) will contribute helpful ground-truth data also.Battalions and brigade combat teams (BCTs) organize, analyze, and presentassessment data to provide accurate and timely input to the planning process.Patrols and key leader engagements provide opportunities to gather informationwith assessment tools like the tactical conflict assessment and planning framework(TCAPF) questionnaire. This information is consolidated and collated at thecompany level and forwarded for further consolidation in the TCAPF basicassessment and analysis at higher headquarters. 23
CENTER FOR ARMY LESSONS LEARNEDBattalion and BCT staff elements provide assessment updates in their specialty. Example: Civil affairs staff officer for civil-military operations, engineer for infrastructure, and so on. The particular staff element integrates information from coalition partners, nongovernmental organizations, and interagency partners. The deputy commander drives the integration process.Measure of performance (MOP) criteria are maintained by staff elements andreported in battlefield updates.Staff leads refine information requirements and input through a collectionmanagement plan which deconflicts collectors and has a specific task and purpose.Impacts are measured by periodic assessment (monthly or quarterly) and arepresented to the commander by analysts for plan refinement.Collectors must understand the importance of their role and how they fit into theoverall TCAPF process. The collector is responsible for assessing, identifying thecauses of instability and conflict, and implementing an activity (as depicted onthe TCAPF wheel diagram). These are three critical steps in the overall 10-stepprocess.These steps must be integrated into the overall planning (military decisionmakingprocess or Marine Corps planning process) and execution processes of the unit.TCAPF should not be a separate process or program. It is a way of ensuring weare focused on what is most important for stabilization.Information is gathered from all segments of the population and at various levelsversus relying on just government officials or key leaders. The collector's initialinput serves as a baseline which is used to measure improvement. Because it is thepopulation's perspective and not a personal assessment, a shift in the metric willnot be seen every time a unit rotates (there is a tendency to want to show progressover each tour). Ideally, the outgoing unit's assessment becomes the incomingunit's baseline.Input is gathered through the mechanism of a the TCAPF questionnaire. Thisquestionnaire was developed over time and the words were carefully chosen to getthe best unbiased responses, so it is important to ask them in exactly the mannerwhich they were intended. Input from the questionnaire will be collected at thecompany level and entered into a TCAPF database. The database will be used bythe analyst to and may result in follow up interviews or more targeted questioning.Collectors are a cornerstone of an assessment program. The quality of input willgreatly affect the analysis of instability and conflict in the area of operations(AO) and subsequently, the design and planning of the programs that are put in24
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSplace to address the root causes. Platoon, squad and team leaders must be trainedto successfully interact with the local population and gather accurate data usingTCAPF tools. TCAPF is a bottom-up assessment process that gets to the groundtruth from the population's perspective.Collectors must be trained to execute the following steps: • Establish a rapport with the individuals chosen for interview. • Gather information from government officials and the local population. • Understand the local situation. • Create a baseline. • Monitor impact over time.Collectors can be trained using the TCAPF questionnaire. This is a standardizedquestionnaire designed for use at the tactical level to facilitate discussions withlocals to identify the causes of instability and conflict in an AO. Each answercreates a data point the staff can use to statistically measure local perceptionsof the causes of instability and conflict. The four key questions on the TCAPFquestionnaire are: • "Have there been changes in the village population in the last year?" • "What are the most important problems facing the village?" • "Who do you believe can solve your problems?" • "What should be done first to help the village?"Interviews should be conducted with the following: • Key informants. • Traditional leaders (tribal and religious). • Government officials to include police and army. • Leading merchants. • School headmasters/mistresses. • Clinic director. • Women.Note: When conducting interviews, triangulate the information obtained. 25
CENTER FOR ARMY LESSONS LEARNEDInterviewing basics include the following: • Listen. • Ask questions. • Identify interviewee's agenda. • Realize that interviewers can negatively affect responses. • Interview should be conducted in a secure, covered area allowing Soldiers conducting the interview to remove body armor, helmet, and ballistic glasses before addressing the interviewee. • Interpreters should be from the same ethnic group as the interviewees and should be employed in pairs if possible. • Rehearse with interpreters/interviewers. Figure 4-2Assessment DataAssessment data (MOPs and MOEs) and survey data are directly used in updatingstaff estimates and provide the commander with updated information. Thisprovides a clear common operating picture of the AO and the status of programsand activities.Correlation of TCAPF data is determined by a primary point of contact on the unitstaff. Analysis is maintained in the running staff estimate.26
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSThe data feeds into the planning process for all planning horizons and is also usedto keep higher headquarters (HQ) informed of changes and the status of the AO.Assessment at company/troop levelAt company level, the major assessment actions using the TCAPF are: • Designated patrols interact with the local population and get the ground truth by collecting survey data, MOP data, and MOE data. • The company also collates, formats, and quality controls survey data to send to the battalion HQ. Quality control is very important as the TCAPF is a bottom-up assessment process that gets to the ground truth from the population's perspective. • The company also evaluates and tracks MOP data. The company forwards MOP and MOE data to the battalion. • The company proposes activities based on survey data and requests additional resources as required.Figure 4-3 27
CENTER FOR ARMY LESSONS LEARNEDAssessment at battalion/squadron level • At battalion level, the major assessment actions using the TCAPF are: • The battalion HQ collates, formats, and quality controls survey data to send to the BCT HQ. The battalion also provides a basic analysis of its area, proposed activities, and resource requests to the BCT. • The battalion also evaluates and tracks MOP and MOE data, and forwards MOP and MOE data to the BCT. • The battalion validates proposed activities and resource requests as required. Requests are sent to the BCT as required. Activities and resource requests within the authority and capacity of the battalion may be approved by the battalion commander (see Figure 4-4). Figure 4-428
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSAssessment at BCT levelAt BCT level, the major assessment actions are: • The BCT HQ coordinates with PRTs to produce an analysis of the AO. • The BCT HQ sets collection priorities for the HTT and incorporates HTT collections into the BCT's analysis. • The BCT HQ consolidates and forwards MOP and MOE data. • The BCT HQ approves activity and resource requests and codifies these approvals in the planning/orders process. (see Figure 4-5). Figure 4-5 29
CENTER FOR ARMY LESSONS LEARNEDAssessment at division levelAt division level, the major assessment actions are: • The division HQ consolidates and endorses the analysis of the AO. • The division HQ sets allocates for the HTT. • The division HQ consolidates, evaluates, and forwards MOP and MOE data. • The division HQ approves activity and resource requests and codifies these approvals in the planning/orders process. Denied requests are returned through the BCT to the originating HQ (see Figure 4-6). Figure 4-630
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Chapter 5 Best Practices and InsightsCollector Best PracticesActivities or projects are only products that foster a process to change behavior orperceptions. Measure of effect indicators identify whether change has occurred oris occurring.The local population is the best source for ideas to measure impact because theyknow "what change looks like" and it's their perception that counts!Good indicators show how close you are to convincing people their life will bebetter under the government rather than anti-government forces.Good deeds are not the same as effectively targeted stabilization programming.Take away the anti-government forces talking points.Each brigade combat team should have a civil affairs (CA) company supportingthem, consisting of five CA teams and a headquarters element. CA teams aretrained in civil reconnaissance and cross-cultural communications. Consider usingthem to conduct tactical conflict assessment and planning framework (TCAPF)data collection/collation and to train designated infantry platoons to conductTCAPF data collection.Positive collection techniques include the following: • Respond to priority issues of the local population. • Focus on cross-cutting issues as they are usually the bottleneck (corruption can affect political, economic, and security lines of operation). • Identify and support key actors early to set the stage for later collaboration.Collection practices to avoid include the following: • Think "if you do good things, good things will happen." • Think "something is better than nothing." • "Americanize" the activity. • Focus on quantity over quality of activities. • Over survey—this can create expectations that you and the host nation government cannot meet, and reinforce instability and conflict. 31
CENTER FOR ARMY LESSONS LEARNEDTCAPF lessons/best practices include the following: • The TCAPF can identify the causes of instability in a measurable and immediately accessible way. • The TCAPF is a significance improvement on current targeting practice. • The TCAPF is more than a development targeting tool. It has wide utility as it can direct the prosecution of a counterinsurgency campaign whilst remaining flexible enough to foster stabilization at the local level. • The TCAPF links directly into the provincial reconstruction team's logical frameworks and can therefore feed/shape development of integrated stabilization plans. • The TCAPF makes maximum use of patrols to provide intelligence and does not demand a significant staff effort to work well. • For maximum effectiveness, collectors must be trained.Assessment Working Group Meeting Best PracticesBefore the meeting: • Identify the membership. • Prepare an agenda and send it well in advance to the committee members. ○○ Identify for each agenda item inputs required and outputs. ○○ Identify lead for each item. ○○ Identify whether it is for information, for discussion, or for decision. • Identify and promulgate dates, times, and locations of meetings. • Obtain information about the status of the tasks that have been assigned from members who cannot attend. • Arrive early, set up the meeting room, and arrange handout materials.At the beginning of the meeting: • Start on time; conduct a roll call. • Review agenda. • Set clear time limits. • Assign a note taker. • Review taskings from the last assessment working group (part of agenda).32
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSDuring the meeting: • Take minutes and identify attendees (should be accomplished by the note taker). • Identify taskings—include names (points of contact), dates, and expected products. • Close the meeting on time (schedule micro-meetings if necessary). • Don't politic or pontificate, use data.After the meeting: • Prepare the products/tools for the next commander's assessment/decision venue. • Follow up on action items (coordinate with other staff members as required).Working With Interpreters, Best PracticesThe use of interpreters is an integral and critical part of the information collectioneffort. Use of an interpreter is time consuming and potentially confusing. Properuse and control of an interpreter is a skill that must be learned and practiced tomaximize the potential of collection.Perhaps the most important guideline to remember is an interpreter is essentiallyyour mouthpiece; he or she says what you say, but in a different language. Thissounds simple, but for those who have never worked with interpreters, problemscan quickly develop.Upon meeting an interpreter, it is important to assess their proficiency in English.An interpreter with a firm grasp of English and the terminology that may beencountered is necessary.The following are several useful tips for working with an interpreter: • Placement: ○○ When standing, the interpreter should stand just behind you and to the side. ○○ When sitting, the interpreter should sit right beside you but not between you and the individual. ○○ Body language and tone: ** Have the interpreter translate your message in the tone you are speaking. ** Ensure the interpreter avoids making gestures. 33
CENTER FOR ARMY LESSONS LEARNED • Delivery: ○○ Talk directly to the person with whom you are speaking, not the interpreter. ○○ Speak as you would in a normal conversation, not the third person. Do not say, "Tell him . . . ." Rather say, "I understand that you . . ." and instruct the interpreter to translate as such. ○○ Speak clearly; avoid acronyms or slang and break sentences uniformly to facilitate translation. ○○ Some interpreters will begin to translate while you are still speaking. This is frustrating for some people. If so, discuss the preference of translation with the interpreter. ○○ The most important principle to obey while using an interpreter is to remember that you control the conversation, not the interpreter. • Security: ○○ Beware of foreign intelligence services speaking to your interpreter. ○○ Always assume the worst. ○○ Avoid careless talk. ○○ Avoid giving away personal details. ○○ Avoid becoming emotionally involved. ○○ Use the interpreter checklist for patrolling: ** Tell the interpreter exactly what you want translated. The interpreter should translate all conversation between you and the individual. ** Do not discuss information requirements to include commander's critical information requirements, friendly force information requirements, and priority intelligence requirements with the interpreter. ** Brief the interpreter on actions to take in the event of actions at the halt or contact. • Tell the interpreter what you expect of him, and how you want him to do it.34
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure 5-1 35
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Appendix A Tactical Conflict Assessment Planning Framework Tool KitThe tactical conflict assessment planning framework (TCAPF) tool kit on thefollowing pages assists units in implementing the TCAPF methodology. Itconsists of the basic four question questionnaire; progresses though the advancedquestionnaire cards A through D; the political, military, economic, social,information, infrastructure (PMESII) matrix; collection planner; prioritizationmatrix; sample TCAPF spreadsheet; and stability matrix. This tool kit is thebasis for a successful assessment program. A numeric scale is provided for manyanswers to assist in recording the degree of the responses. This scale (higher isbetter) is used to provide a numeric measure for responses and highlight problemareas.The first page of the tool kit is the basic four question questionnaire. It is simpleto fill out and easy to use. It should be checked for completeness by the collectorand supervisor. Handle these documents with care and do not share them withunauthorized personnel.Card A is the advanced assessment questionnaire dealing with governance. Thisquestionnaire measures how much trust is in national and local institutions suchas national government, provincial government, local government, civil courts,criminal courts, police, army, coalition forces, tribal leaders, religious leaders,local social service organizations, and news media.Card B is the advanced assessment questionnaire dealing with security. Thisquestionnaire captures the population's perspective on the security situation.It is important to follow the directions on every heading, especially question5—"Whom do you think can effectively address the threats you identified."Follow up questions may be needed to determine the strength of the answer.Card C is the advanced assessment questionnaire for rule of law. It will provide ameasure of how the population perceived its judicial system. It also measures theperceived fairness and corruption of the judicial and law enforcement systems.Card D is the advanced assessment questionnaire for essential services. This cardmeasures what services are available to the population and which services aremost needed. This card can be tailored to specific situations and the operationalenvironment. Rural villages and cities have different needs and priorities.Card E is the advanced assessment questionnaire for livelihoods. This measuresthe economic reality of the population. It also measures the perception of whethersome groups are financially better off than others. 37
CENTER FOR ARMY LESSONS LEARNED Figure A-1. TACPF questionnaire38
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-2. Advanced assessment questionnaire card A 39
CENTER FOR ARMY LESSONS LEARNED Figure A-3. Advanced assessment questionnaire card B40
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-4. Advanced assessment questionnaire card C 41
CENTER FOR ARMY LESSONS LEARNED Figure A-5. Advanced assessment questionnaire card D42
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-6. Advanced assessment questionnaire card E 43
CENTER FOR ARMY LESSONS LEARNED Figure A-7. Political, military, economic, social, information, infrastructure- physical environment, time (PMSEII-PT) matrixFor Army planning, the suffix PT (physical environment, time) can be added tothis matrix form to create the PMESII-PT framework. This tool helps commandersand staffs analyze the operational environment.44
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-8. Sample TACPF collection plannerThis sample TCAPF collection planner is helpful to companies and battalions inorganizing their collection efforts. The information in the right-hand column isentered by the unit. The information in the left-hand column can be adjusted bythe unit to suit the situation. After collection, this planner should be used to checkthe TCAPF questionnaires to ensure they were collected in accordance with thecollection plan. 45
CENTER FOR ARMY LESSONS LEARNED Figure A-9 Sources of instability matrixThe sources of instability chart lists the population's grievances (sources ofinstability) as discovered in the TCAPF questionnaire and assessment process.This information is used to fill out the TCAPF prioritization matrix. Figure A-10. TACPF prioritization matrixThe priority matrix lists the identified causes of instability and conflict gatheredthrough collection and analyzed. Causes are listed and assigned a priority. Thismatrix can be used at the tactical level and higher echelons. This matrix is helpfulin targeting the most important causes of instability and conflict.46
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-11. Sample TACPF spreadsheetThis sample spreadsheet used to compile TCAPF questionnaire data. This aid canbe used to organize data for further analysis. This spreadsheet can be tailored toindividual unit needs. For example, village names can be substituted for provincenames. There is no set format for this spreadsheet and it can be locally created bythe unit. 47
CENTER FOR ARMY LESSONS LEARNED Figure A-12. Stability matrixThe stability matrix and program activities should form the basis for thestabilization plan. The plan should target the least stable areas and ensureinstability does not spread.The stabilization plan should be nested with the higher headquarters plan andinclude tactical details on how stabilization activities will be implemented andsynchronized.The causes of instability and conflict are gathered in the assessment process usingthe TCAPF as a tool.The TCAPF data should also be collated at the next higher level to develop and/orvalidate stability assessments at the sub regional, regional, and national levels.The assessment process supports the stability matrix by providing quality inputand supporting its usefulness as a planning/tracking tool.Note: The notes marked by an asterisk (*) at the bottom of the matrix assistin understanding the relationship between the stability matrix and measures ofeffectiveness with affects attainment and measures of performance with taskaccomplishment.48
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure A-13. Sources of stability matrixThe sources of stability matrix lists strengths that can potentially be built on tofoster stability as discovered in the TCAPF questionnaire and assessment process. 49
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Appendix B Provincial Reconstruction Team Maturity ModelLines of ActivityEach provincial reconstruction team (PRT) assesses its province in five areas orlines of activity (LOAs). The LOAs include the following: governance, politicaldevelopment, economic development, political reconciliation, and rule of law.The five LOAs and key objectives are derived from the joint campaign plan andmission plan that the PRTs/embedded PRTs are tasked to assess: • Governance. Assist in the development of sub-national governments that are self-sufficient, transparent, accountable, and capable of identifying, prioritizing, and servicing the needs of their citizens. • Political development. Promote the development of an engaged local population and effective political parties, institutions, representatives, and officials that respect rights of individuals and groups, promote pluralism, and peacefully transfer power. • Reconciliation. Assist conflicting parties resolve their differences by engaging in direct and peaceful dialogue to identify and pursue shared aims and interests. • Economic. Help sub-national governments and the private sector to establish and implement broad-based and comprehensive economic development strategies that promote equitable and sustainable growth. • Rule of law. Enhance the quality of justice enjoyed by the populace by improving the accountability, effectiveness, and consistency of services administered by policing, corrections, judicial and other legal institutions. • Security is the responsibility of the relevant military units operational within the each province.Maturity Model AssessmentThis section describes how to use the maturity model to make an assessment ofthe provincial council or other institution together with worked examples andblank templates that can be copied and used.The modelThe maturity model is an internationally recognized tool for assessing the progressof major change management programs. The assessment will be completed byreading generic statements (provided as appendices to this handbook) and makingan objective assessment of where the local government organization best fits thedescriptions. 51
CENTER FOR ARMY LESSONS LEARNEDFor example, when considering the development of governance it is decided thestatement "Provincial Distribution System delivered on an ad-hoc and limitedbasis" best fits the description of the delivery of services. If so, place an X in thebox marked "Beginning." Continue making assessments throughout all of the keyobjectives. Figure B-1. An example of a maturity model assessment statement (Beginning)Referring to Figure B-2, if the best description that fits the legal institutionis, "Traditional systems support legal process through legal institutions withoccasional intervention" then place an X in the "Sustainable" box as shown.Importantly, provide some concise statement of evidence to support theassessment—in this case supporting the improvement in performance from"Developing" to "Sustainable." Note that the red X is the previous rating and thegreen X is the current one. This can be added on a separate sheet attached to thematurity model. Figure B-252
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSIn Figure B-2, three of four areas have shown improvement (three of the areas arethe completed assessments for the component elements of the maturity model canbe used as a basis to adjust the PRT's work plans). Figure B-3. An example of the maturity model for the governance LOA 53
CENTER FOR ARMY LESSONS LEARNED Figure B-4. An example of the maturity model for the political development LOA54
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure B-5. An example of the maturity model for the economic development LOA 55
CENTER FOR ARMY LESSONS LEARNED Figure B-6. An example of the maturity model for the political reconciliation LOA56
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSFigure B-7. An example of the maturity model for the rule of law LOA 57
CENTER FOR ARMY LESSONS LEARNEDAfter a PRT assesses its provinces for all five LOAs, it summarizes the results inan overview chart called the behavior statement (see Figure B-8).Assessments for both the maturity model and the behavior statement fall withinfive capacity levels: beginning, developing, sustainable, performing, and self-reliant.The assessments provide brief comments about each objective that describe howthe province is performing and highlighting any resource issues that would enablethe objective to be moved towards self-reliance or major blockers to achieving anupward trend. Figure B-8. An example of a provincial assessment behavior statement58
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Figure B-9. A sample of a PRT assessment cycle calendar as of a specific date (DD MM YY)(Note: Depending on information requirements and other factors, the PRT mayhave a different assessment reporting cycle from the reporting cycle of the militaryunit in the operational area.) 59
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Appendix C Internet Resources and Research TechniquesInternet ResourcesListed here are Web sites that can be accessed on the Internet to providebackground and understanding on governments, leaders, infrastructure, andregions. Research of the operational area and its populations and infrastructureare necessary in understanding the problems that cause instability. The followingunclassified resources are available online:The World Factbook • The World Factbook provides information on the history, people, government, economy, geography, communications, transportation, military, and transnational issues for 266 world entities. Its reference tab includes: maps of the major world regions as well as flags of the world, a physical map of the world, a political map of the world, and a map of the standard time zones of the world. • The Web site is
CENTER FOR ARMY LESSONS LEARNEDUnited States Agency for International Development (USAID) • USAID plays a vital role in promoting U.S. national security, foreign policy, and the fight against terrorism. It does so by addressing poverty fueled by lack of economic opportunity, one of the root causes of violence today. As stated in the President's National Security Strategy, USAID's work in development joins diplomacy and defense as one of three key pieces of the nation's foreign policy apparatus. USAID promotes peace and stability by fostering economic growth, protecting human health, providing emergency humanitarian assistance, and enhancing democracy in developing countries. These efforts to improve the lives of millions of people worldwide represent U.S. values and advances U.S. interests for peace and prosperity. USAID mission press releases provide insight and updates for USAID activities in countries and regions. • USAID's Web site is
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS • Federal Depository Library Program (FDLP). ○○ The FDLP desktop serves as a centralized resource for disseminating U.S. government information to the American public through libraries across the nation. Stay up-to-date with the latest innovations and progress of the program and utilize various tools to enhance public services. ○○ The Web site is
CENTER FOR ARMY LESSONS LEARNEDRefine the search by the following means: • Compare the relevance of the results to the objective and indicators. • Compare the accuracy of the results and to search parameters (key words, phrase, date or date range, language, and format). • Compare results from different search engines to identify missing or incomplete information (for example, the results of one search has news articles and the other does not). • Modify keywords/search terms as required. • Search within results (to save time and effort). • Search by field. • Search cached and archived pages. • Truncate suffixes from the uniform resource locator; this will bring up the home or main page and access to other pages on the site.Recording results should include the following: • Record results for the search. Print relevant material for a back-up file. • Bookmark Web pages for further research and access. • Save and organize content. • Download files for access and archiving. • Record citations for use in completed products. • Identify intellectual property.Assess results in the following way: • Evaluate source reliability. • Evaluate information accuracy.Important considerations include the following: • Searching the Internet can compromise operations security (OPSEC) by leaving "footprints" on visited sites. Searches should be coordinated with the OPSEC plan. • Internet sites can compromise computer and network security by downloading malicious software. • Search engines vary in how they search and display results.64
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS • Search engine results build only an index of Internet sites and files. • Save research for information sharing with other U.S. government departments and agencies, coalition partners, or deploying units.Sources of cultural knowledge include: • The Center for Intercultural Learning, Canadian Ministry of Foreign Affairs,
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Appendix D Key TermsAcronym or term DefinitionASCOPE Areas, Structures, Capabilities, Organizations,actions People, and EventsAO These are the six civil considerations in Armycountry team planning. An activity that enables a mission or function to beCA accomplished Area of OperationsCALL Country teams in embassies are made up of key figures from the Department of State and other agencies who work under the direction of the ambassador and meet regularly to share information and coordinate their actions. The mission includes not only Department of State and Foreign Service personnel, but also the representatives of all other United States (U.S.) agencies which have programs or activities (in the country). Depending on embassy size and the nature of U.S. interests in a country, each country team may be configured differently—and some may include more than 40 agencies. Civil Affairs Note: Each brigade combat team (BCT) normally has a 32-man CA company directly supporting it with five 4-man CA teams trained in civil reconnaissance, cross cultural communications, and the use of interpreters. The remaining 12 Soldiers support the teams, the BCT civil affairs staff officer, and assist with civil information management and, if established, the civil-military operations center operations. Center for Army Lessons Learned 67
CENTER FOR ARMY LESSONS LEARNED Acronym or term Definition DIME Diplomatic, Information, Military, and Economic Actions on political, military, economic, social, effect infrastructure, information–physical environment and ePRT time (PMESII–PT) systems attain desired effects and achieve objectives. HNG The physical and/or behavioral state of a PMESII–PT HTT system that results from an action, a set of actions, or another effect. ICAF Embedded Provincial Reconstruction Teams Embedded provincial reconstruction teams maturity model are embedded with BCTs and are responsible for providing advice, expertise, and program management to support the local counterinsurgency strategy devised with their BCT. Host Nation Government Human Terrain Teams HTTs consist of five to nine personnel deployed to support field commanders. HTTs fill the socio- cultural knowledge gap in the commander's operational environment and interpret key events in his AO. Interagency Conflict Assessment Framework The ICAF is a strategic and regional level assessment tool used to give U.S. government departments and agencies a common picture using input across the inter agency spectrum. The maturity model is an internationally recognized tool for assessing the progress of major change management programs. Specifically, it covers governance, political development, economic development, political reconciliation, and rule of law.68
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSAcronym or term DefinitionMETT-TC Mission, Enemy, Terrain and Weather, Troops and Support available–time available and civilMOE considerations These are considered mission variables within theMOP Army's tactical planning framework. Measure of Effectivenessobjective MOE is a criterion used to assess changes in systemPMESII-PT behavior or capability that is tied to measuringPRT the attainment of an end state, achievement of an objective, or creation of an effect.stability Measure of Performanceoperations MOP is a criterion used to measure if a task is performed to a necessary standard. A MOP measures output, that is, were actions done correctly. A clearly defined and attainable goal towards which every operation is directed. Political, Military, Economic, Social, Infrastructure, and Information–Physical Environment and Time Provincial Reconstruction Team The PRT program is a U.S.-led, civil-military effort to improve the capabilities of provincial and local governments to govern effectively and deliver essential services. Also see ePRT. Stability operations encompass various military missions, tasks, and activities conducted outside the United States in coordination with other instruments of a national power to maintain or reestablish a safe and secure environment, provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief (Joint Publication 3-0, Joint Operations). 69
CENTER FOR ARMY LESSONS LEARNED Acronym or term Definition SWET Sewage, Water, Electricity, [and] Trash SWET are several essential services tracked in the tactical stability PRT maturity model. matrix The tactical stability matrix tracks and organizes TCAPF activities and should form the basis for the stabilization plan. task Tactical Conflict Assessment Planning Framework The TCAPF is an assessment tool used across U.S. government departments and agencies. An event or action that causes systemic change.70
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS Appendix E ReferencesJoint Publication 3-08, Interagency Coordination During Joint Operations,Volume I.Field Manual 3-07, Stability Operations.United States Agency for International Development (USAID) Office of MilitaryAffairs, Tactical Conflict Assessment Framework, 10 March 2008.USAID Office of Military Affairs, Tactical Conflict Assessment FrameworkCollectors Training, 1 September 2009.USAID Tactical Conflict Assessment Planning Framework Tool Kit.Center for Army Lessons Learned Handbook 07-34, Provincial ReconstructionTeam Playbook.SIGIR-09-013, Provincial Reconstruction Teams' Performance MeasurementProcess Has Improved, Office of the Special Inspector General for IraqReconstruction, 29 January 2009.Guiding Principles for Stabilization and Reconstruction, United States Institute ofPeace Press, November 2009,
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONS PROVIDE US YOUR INPUTTo help you access information quickly and efficiently, Center for Army Lessons Learned(CALL) posts all publications, along with numerous other useful products, on the CALL Website. The CALL Web site is restricted to U.S. government and allied personnel. PROVIDE FEEDBACK OR REQUEST INFORMATION
CENTER FOR ARMY LESSONS LEARNED PRODUCTS AVAILABLE "ONLINE" CENTER FOR ARMY LESSONS LEARNEDAccess and download information from CALL's Web site. CALL also offers Web-based accessto the CALL Archives. The CALL home page address is:
MEASURES OF EFFECTIVENESS IN STABILITY OPERATIONSCombined Arms Doctrine Directorate (CADD)CADD develops, writes, and updates Army doctrine at the corps and division level. Find thedoctrinal publications at either the Army Publishing Directorate (APD)


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Commentary | Mary McKenzie | Oct 5 2022
This article is part two of a three part series.
Mergers and acquisitions prove to have implications for both operations and data. It is vital to have good communication on both sides for the entire process from beginning to end. The stages of the Offer to Purchase Agreement are always stressful. These stages are fully dependent on Due Diligence and open communication by both sides. Assume everything will be like taking a new job where you learn the culture, workflows, and politics by listening and keeping an open mind.
Both sides can influence the onboarding of new employees by providing an understanding of the culture, reporting structures, and people. HR and execs should meet to welcome new staff as the acquisition closes to describe the new culture and values. New employees at all levels should ask questions and engage with this group. Make sure both sides have managers and support staff onsite the first few weeks to take advantage of the training and meet and greets scheduled. New staff should be welcomed after purchase to ease them into the new relationship.
For the side of the acquired agency, communicate what tools you need throughout the transition to keep the lights on, such as quoiting tools, agency system, phone copier machines, and more. Ask for an understanding of what this process is and how long it may take and what your role might be.
Ask for an open and safe forum for your staff to review issues including culture issues or concerns due to the changes occurring. Remind your staff that change is hard and to try to go with the flow. Also, remember the new structure and how managers are trying to help get you settled into the new but existing culture.
Integrating your staff into the new culture and moving the client and policy data into the new agency is essential and often the most likely place for breakdowns. The key is to develop a strategy to integrate the new group into the current organization. Consider size the number of staff to onboard and prepare technology accordingly. This includes everything from laptops, user sign ins on phones, among others. In addition to explaining short and long term goals, ensure that all employees have the tools they need to carry out their daily tasks. It's also important to consider the time required to move new users to your agency systems and processes.
Additionally, it is helpful to have interim processing methods in place for all while operations get sorted. This includes:
1. Phones
2. Quoting tools
3. Servicing of brand new and current business
4. Takeover of Agent codes and downloads
5. Accounting interim close and support.
Consider the agency system currently in use and the workflows in use, and devise a plan to cleanup data before and after based on knowledge of the agency data. Never stop communicating with them until everything is in place. Keep them updated on the transition and include them in transitional discussions. Consider the following:
1. Review Companies, Brokers against new production system
2. Review activities, status codes.
3. Review current downloads.
4. Manage the transition for old rating systems to new.
5. Manage the email transition
6. Website transition.
Stay tuned for the final part of this series.
Tags: Commentary , Mergers and Acquisitions
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Socket Weld Fittings
Welding a socket Fittings are a type of pipe attachment that entails putting a pipe into a depression in a valve, fitting, or flange. Socket-weld flanges are commonly used on smaller diameter high-pressure pipelines. These Socket Weld Fittings are attached by inserting the pipe into the socket end and applying fillet weld around the top. This produces a smooth bore and better fluid or gas flow within the pipe. Carbon Steel Forged Socket Weld 90 Degree Elbow is built to be incredibly durable. These fittings are corrosion and oxidation resistant in a variety of media.
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As a means to promptly message any person in your company, Slack has actually made interaction as well as cooperation exceptionally simple. However, it's done the very same for laziness as well as obtaining sidetracked, as well. With every "ping" having the possible to toss your day off-course, it is essential to approach your Slack usage in a calculated method. While it's enjoyable to talk regarding your weekend break strategies or the most recent viral newspaper article, these continuous disturbances can have a significant influence on your performance inSlack
In this article, we'll describe why it's so difficult to remain efficient when making use of Slack, supply you with 6 Slack performance tips as well as methods, as well as discover just how the ideal combination can make it all less complicated.
Staying efficient in Slack
If you consider just how you make use of Slack, you could not be amazed that it can seriously decrease your performance degrees.
One of the largest limitations to your performance? Context changing. Context changing is what takes place when you promptly go from one job to the following. For instance, state you're creating a comprehensive task quick in a Google Doc and afterwards see a Slack alert turn up from a colleague with an unassociated inquiry. When you leave that initial job as well as button to the following, it can take as high as 25 mins to come back on the right track with your initial job.
Slack's State of Work record discovered that greater than 56 percent of understanding employees from around the globe state that changing in between various applications makes it tougher to obtain job done. Not just that, however 68 percent claimed that they invest a minimum of half a hr daily simply changing in between various devices. That's a great deal of threw away hrs.
Context changing can be such a concern with Slack due to the fact that of the regarded feeling of seriousness related to instantaneous messages. When somebody sends you a message in real-time, there's a certain stress to react as quickly as you can. There's additionally the basic (incorrect) feeling that by replying to a Slack message or string promptly you're confirming that you're resting at your computer system as well as striving.
Not just does this tinker your performance, however this kind of stress can additionally produce unneeded


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Fake Laughs and Forced Smiles
Many people are almost incapable of masking their emotions. Letting it roll off them like waves crashing against a shore. Curiosity drives us to wonder why that person smiles, why that one cries, why that one person sits in the corner and stares blankly at the floor and why others seem jaunty all the time.
It was years of silence that drove our kind to communicate with creased eyebrows, watery eyes and dimply smiles. It's definitely a habit hard to break.
That's why it's interesting to sit back and simply watch the bodies moving around you. The way she flips her hair when that boy comes up to her; the way he inches forward, almost unnoticeable, to be just a few degrees closer to her; the way she smiles and nods and the way he ruffles his hair and looks down slyly at his feet.
It's the way that kid across the hall stares at the beauty that never glances his way; the way his eyes cloud with the pain knowing she is way out of his league; the way he knows he's been defeated when he hasn't even tried.
It's an everyday thing, so no one really pays attention to the way she walks down the hall, swishing her hips in confidence, but how her nails dig into her sweaty palms. The way he looks after her longingly and stares as she walks past, her perfume sweeping him off his feet.
But behind her confident façade there's a broken girl that can barely manage a smile. You see it in the way she bites her lip in class and seems to look into the past when she looks up at the teacher as he speaks with his mock authority.
But those little inconceivable things are the things that defines a person's true spirits. The way she casually retouches her eyeliner, when in reality she's checking if her eyes hadn't turned red from the tears she's suppressing.
The most important thing to a person has become their image and their mental strength. The strength to hide their emotions and bury them so deep, it's almost as if they weren't there.
The world is filled with fake laughs and forced smiles; and sometimes, ignoring the truth that lies clearly before us is easier than admitting to how broken you really are.


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How to Turn off Mac's Built in Camera?
When you're using your iMac, you may find that your green indicator light for your iSight camera is often on, even when it appears that you don't have any applications open. The green light is an indicator that the iSight camera is turned on, so if it's on, you must have either Photo Booth, iMovie or iChat enabled.


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Officially, Jokowi Supports KPU Appeals Decision of Central Jakarta District Court Postponing Elections
Jakarta – Indonesian President Joko Widodo (Jokowi) emphasized that the government supports the efforts of the General Elections Commission (KPU) to appeal the decision to postpone the 2024 elections by the Central Jakarta District Court.
Jokowi said that his party remained committed so that the 2024 elections would still be held as scheduled. Moreover, the government has prepared funds for the implementation of the five-year political party.
"I have conveyed it back and forth, the government's commitment to this election stage is going well, the preparation of the budget has been well prepared, I think we hope that the election stages will continue," Jokowi said in Bandung, West Java, as quoted from the Presidential Secretariat's YouTube channel.
Jokowi admitted that the Central Jakarta District Court decision had caused controversy and pros and cons. Regarding this decision, Jokowi emphasized that the government supports the KPU in appealing.
"Indeed (the decision to postpone the election) is a controversy that raises pros and cons, but the government also supports the KPU to appeal," said Jokowi.
Previously, the Central Jakarta District Court decided to postpone the 2024 election stage after granting all the lawsuits filed by the Just and Prosperous People's Party (PRIMA) against the KPU.
In its lawsuit, the PRIMA Party feels disadvantaged by the KPU because it was stated that it did not meet the administrative verification requirements for political parties as candidates for the 2024 Election, so they cannot take part in the 2024 Election.
Meanwhile, in its decision, the Central Jakarta District Court considered that the KPU had violated the law and was ordered to pay compensation to PRIMA Party in the amount of IDR 500 million.
"To judge, punish the defendant [KPU] not to carry out the remaining stages of the 2024 General Election since this decision was read and carry out the stages of the General Election from the beginning for approximately two years and four months and seven days," said the verdict.
After receiving support from President Jokowi, the Indonesian KPU finally officially filed a memorandum of appeal against the Central Jakarta District Court decision on Friday (10/2/2023).
"Apart from declaring an appeal against the Central Jakarta District Court decision, the KPU has also submitted a memory of appeal against the Central Jakarta District Court Decision Number 757/Pdt.G/2022/PN.JKT.PST," said KPU member, Mochammad Afifuddin, in a written statement.
Afifuddin added that the appeal statement made by the KPU against the Central Jakarta District Court decision is a form of the KPU's seriousness in facing and responding to the lawsuit filed by Parta PRIMA.
"Furthermore, the KPU is waiting for a decision from the Jakarta High Court Judge on the appeal filed," Afifuddin added.
Previously, the KPU submitted the memory of the appeal through the Head of the Legal Advocacy and Dispute Resolution Bureau (AHPS) of the General Secretariat of the KPU, Andi Krisna, at the Central Jakarta District Court. Andi explained that the KPU as a whole has submitted the entire appeal process and documents.
"We submitted the documents earlier, we have also received the Deed of Appeal," said Andi.


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text: Graves' AnatomyAdam Gierasch, Jace AndersonPublication date: November 17th 2020Genres: New Adult, Urban FantasyMonsters. They're just make believe…or are they? Luna Graves is a tattoo artist who specializes in dark and foreboding designs. The creatures are a product of her imagination…or are they? When her estranged father dies, Luna must re-evaluate everything she thinks she knows… Continue reading 'Graves' Anatomy' by Adam Gierasch & Jace Anderson Cover Reveal & Book Giveaway with Pine Enshrined Reviews.


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Prashant Kishor lashes out at Chandrababu Naidu for 'Bihari dacoit' barb
Team Udayavani, Mar 19, 2019, 10:35 AM IST
Patna: Poll strategist-turned-politician Prashant Kishor Tuesday lashed out at Andhra Pradesh Chief Minister Chandrababu Naidu for reportedly calling him a "Bihari dacoit". He charged the TDP chief with having displayed "prejudice and malice" against the eastern state fearing an "imminent defeat" at the hustings. Kishor, who is also the national vice-president of Bihar Chief Minister Nitish Kumars JD(U), was reacting to a news report wherein Naidu had also blamed him for deletion of lakhs of voters in Andhra Pradesh besides giving "criminal advice" to his main rival the YSR Congress. "An imminent defeat can rattle even the most seasoned politicians. So I am not surprised with the baseless utterances of @ncbn (Naidus twitter handle). Sirji, rather than using derogatory language that shows your prejudice and malice against Bihar, just focus on why the people of AP should vote for you again," Kishor tweeted while sharing the link to the news item.
Assembly polls are being held in Andhra Pradesh alongside the parliamentary elections. Naidu had last year pulled out of the BJP-led NDA of which the JD(U) is a part. Although now formally associated with the JD(U), Kishor is earlier known to have worked closely with many political figures cutting across ideological affiliations. He achieved fame after having handled Narendra Modi's election campaign in 2014 Lok Sabha polls, which was followed by his association with the Grand Alliance in Bihar, which saw arch-rivals Nitish Kumar and Lalu Prasad joining hands to inflict a crushing defeat on the NDA in the assembly polls next year.
He thereafter worked with the Congress during assembly polls in Uttar Pradesh and Punjab which, achieved mixed results. In September last year, he was inducted into the JD(U) and elevated to the number two post within a few weeks, leading to speculations that he was being seen as a successor to Nitish Kumar. The speculations were laid to rest when Kumar made it clear that his party was "not a monarchy" and hence there were no successors. Kishor, nevertheless, has helped the partys students wing to achieve unexpected victories in some university polls and is working on transforming the JD(U) into a platform for youths with aptitude for politics.
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