"Operations in Afghanistan in 2001-2002 revealed an aspect of military operations that is creating new conditions for operational commanders of land forces in combat theaters. Other United States government agencies are engaged in the same area of operations during decisive operations. Doctrine and practice currently delay meaningful integration of these other government agencies until the transition phase of joint operations. The "War on Terror" has most dramatically highlighted this as the lines between the roles of the Department of Defense (DOD) and variously the Department of Justice, State Department, intelligence agencies and others have become blurred and just as often intertwined. This condition reflects the intentional application of the elements of national power. It results from deliberate direction and coordination at the strategic level of national leadership. Joint Interagency Coordination Groups at the regional combatant command headquarters may be sufficient at times when other government agencies have the lead role. This monograph asks whether a lower operational level headquarters is more effective than the Combatant Command headquarters to coordinate interagency aspects of operations during campaigns and expeditions when the DOD has the lead role. The monograph presents case study analysis of the 1989 U.S. invasion of Panama and the 1994 U.S. invasion of Haiti. Each historical case describes the planning, execution, and interagency integration with military operations. Each case is examined according to the criteria of ends, ways, means, and risk to provide insights to answer the research question. Several topics are presented to provide background and frame the problem."
Defense Technical Information Center (DTIC): http://www.dtic.mil/dtic/