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As the 21st century emerges, the U.S. will face threats that are more ambiguous and regionally focused than those found in previous years. This monograph seeks to determine if the U.S. military would be better prepared to conduct ...
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As the 21st century emerges, the U.S. will face threats that are more ambiguous and regionally focused than those found in previous years. This monograph seeks to determine if the U.S. military would be better prepared to conduct contingency operations if each geographic combatant commander established regionally-focused, contingency-based standing JTF headquarters. After analyzing the current political and military environments, the author highlights the doctrinal guidance concerning JTFs and identifies the circumstances surrounding their formation. The three methods used to form JTFs in contingency operations are then analyzed, citing historical examples of each, and the advantages and disadvantages of each method are identified. The initiative of standing JTFs is then dissected through a similar analysis. The author determines that standing JTFs are more effective when considering staff synchronization, responsiveness, regional knowledge and understanding, interoperability, service biases, resources, and commander/staff expertise. The author concludes by making recommendations to mitigate the disadvantages found with the standing JTF initiative.
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The National Commission on Terrorist Attacks Upon the United States, or the 9/11 Commission, recommended that tracking terrorist financing must remain front and center in U.S. counterterrorism efforts (see The 9/11 Commission Repo...
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The National Commission on Terrorist Attacks Upon the United States, or the 9/11 Commission, recommended that tracking terrorist financing must remain front and center in U.S. counterterrorism efforts (see The 9/11 Commission Report: Final Report of the National Commission on Terrorist Attacks Upon the United States, U.S. Government Printing Office, July, 2004. p. 382). As part of these efforts, the United States plays a leading role in the Financial Action Task Force on Money Laundering (FATF). The independent, intergovernmental policymaking body was established by the 1989 G-7 Summit in Paris as a result of growing concerns among the summit participants about the threat posed to the international banking system by money laundering. After September 11, 2001, the body expanded its role to include identifying sources and methods of terrorist financing and adopted nine special recommendations on terrorist financing to track terrorists funds. The scope of activity of FATF was broadened as a result of the global financial crisis, since financial systems in distress can be more vulnerable to abuse for illegal activities. More recently, the FATF added the proliferation of financing of weapons of mass destruction as one of its areas of surveillance. In April, 2012, the member countries adopted a remodeled set of Forty Recommendations and renewed the FATFs mandate through December 31, 2020. This report provides an overview of the task force and of its progress to date in gaining broad international support for its recommendations.
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The Air Force was ready to run with a plan when Better Buying Power (BBP) 2.0 was released on April 24. The 34 initiatives are in seven focus areas. Each focus area represents a broad, top-level, best-practice approach to an effic...
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The Air Force was ready to run with a plan when Better Buying Power (BBP) 2.0 was released on April 24. The 34 initiatives are in seven focus areas. Each focus area represents a broad, top-level, best-practice approach to an efficient and more effective way of strategically managing acquisition processes. It is a challenge to manage, track and ensure the Air Force is implementing these concepts. We first identified the tasks assigned directed to the Services in the Memorandum. In 29 of these tasks, the Service Acquisition Executive (SAE) is responsible for providing a final product to the Under Secretary of Defense for Acquisition, Technology and Logistics (USD ATL) by a specific due date. The other tasks are led by various Office of the USD (AT&L) staff offices.
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This thesis is a historical study to determine the effect General Order Number 1 and the Force Protection Measures had on Task Force Eagle operations during the deployment of the NATO Implementation Force between December 1995 and...
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This thesis is a historical study to determine the effect General Order Number 1 and the Force Protection Measures had on Task Force Eagle operations during the deployment of the NATO Implementation Force between December 1995 and November 1996. The study examines the effects the measures had in particular on faction liaison and morale during the operation. The study also examines whether the two blanket orders nested with the concept of mission type orders. The study draws heavily on interviews and lessons learned from individuals who took part in the operation, including those who were not subject to the Task Force Eagle measures. The study concludes that both measures had a noticeable impact on operations resulting in exemptions and exceptions being granted to both orders. Whilst the impact on morale was significant it did not detract from the overall mission accomplishment. The force protection measures, however, had a more noticeable impact and the continuation of such a robust approach potentially undermined the intended effect on the factions. The thesis also concluded that the application of blanket orders did not fit well with mission type orders and recommends a more flexible approach in the future.
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Joint Interagency Task Force East (JIATFE) is an example of a multiagency, interdisciplinary approach that uses various elements of national power to accomplish an objective. This process is necessary to our country in a time when...
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Joint Interagency Task Force East (JIATFE) is an example of a multiagency, interdisciplinary approach that uses various elements of national power to accomplish an objective. This process is necessary to our country in a time when the military is shrinking and the world changing. In order for a JIATF to be successful in achieving the operational or strategic objectives there must be cooperation and coordination among all its supporting agencies. A JIATF can also enhance cooperation at the operational level by enhancing trust and understanding among the federal agencies. This paper will address several options that a commander/director can use to get different organizations with distinctly different goals and philosophies to work together efficiently and eliminate competition.
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In 1991, a Task Force on Cooperative Education began a study on improving thecooperative education system in the United States. In this joint study by USDA's Agricultural Cooperative Service (ACS) and National Council of Farmer Co...
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In 1991, a Task Force on Cooperative Education began a study on improving thecooperative education system in the United States. In this joint study by USDA's Agricultural Cooperative Service (ACS) and National Council of Farmer Cooperatives (NCFC), information and opinions were gathered from cooperative educators, organizations, and institutions throughout the Nation. For this report, cooperative education is defined as teaching that emphasizes understanding of the cooperative form of business enterprise. Cooperative education is the process by which we affect the relationship between the individual and the cooperative organization in a way that supports and advances the success of the cooperative endeavor. It is a set of activities, actions, and programs designed to enhance an individual's knowledge of and attitudes toward cooperatives and the use of a cooperative approach to solve economic, business, and social problems.
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Recent regional contingencies involving Marine Air-Ground Task Forces (MAGTF)have increasingly pointed to the need for the Fleet Marine Force (FMF) to embrace the concepts and fundamentals related to not only the tactical level, b...
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Recent regional contingencies involving Marine Air-Ground Task Forces (MAGTF)have increasingly pointed to the need for the Fleet Marine Force (FMF) to embrace the concepts and fundamentals related to not only the tactical level, but the additional capability to assimilate the tenets of the operational level of war. The concepts and doctrine related to the MEF headquarters fully embellishing the notions of operational art remains in the formulative stages. General Gray's primer on the subject, in the form of FMFM 1-1 Campaigning, was the opening shot related to this initiative. It was a good point of departure, but a long way from resolving the thorny issues which currently inhibit the MEF full implementation of interactive skills at the operational level.... Operational Art, MEF, MAGTF, Operational Design, JTF, Warfighting, Functions Integration Synchronization.
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