Training and Professional Development Division

Training and Professional Development Division

Fundamentals of Global Health Engagement
25-27 October 2017 Army-Baylor Ft Sam Houston, TX Title Slide Design

Functional Planning James Reeves, CAPT 26 October 2017
Title Slide Design

Disclaimer The views expressed in this presentation are those of the author and do not reflect the official policy or position of the Uniformed Services University of the Health Sciences, Department of Defense, or the U.S. Government.

Participants will be able to:
Functional Planning Learning Objectives Participants will be able to: Identify the elements of a planning framework. Identify basic planning considerations for each element of the planning framework.

Plan Execute Report Analyze Mission
Receive Mission Plan Identify Program/Project Develop Concept of Operations Assessment, Monitoring, and Evaluation Execute Report Mission Analysis Analyze Mission US Context for GHE Partner Context for GHE After Action Report OHASIS GTSCMIS Pre- Daily Post- This planning structure has its roots in the Military Decision Making Process (MDMP). That said, it follows a standard process to plan for, conduct, and report on an individual engagement activity. As a course, FOGHE focuses on the Analyze Mission and Plan blocks. In most case, Strategic Planning is the purview of the Geographic Combatant Command and/or the respective supporting Service Components. A number of other organizations may also operate at this level…DTRA and DHAPP are two examples. ‘Receive Mission’ is a steady state position for the CCMD and Service Components. The GHE ‘mission’ exists steady state…these steady state activities then enable or shape or set the conditions for tactical level units to plan for an execute individual GHE activities. For the purpose of the participants in the FOGHE course and the small group activity in particular…Receiving the Mission occurs on the first day and coincides with the first small group activity. The small group will then work through the Analyze Mission and Plan blocks. Limited reference will be given to the Report block. Report: consider the requirements associated with the planning/operations authority and those associated with the funding source. Overseas Humanitarian Assistance Shared Information System (OHSASIS): A management information system supporting the OHDACA Authorization…may also be used for submission for other funding sources. Global Theater Security Cooperation Management Information System (GTSCMIS).

Functional Planning Analyze Mission (assumptions) Mission/Tasking
US Context for Engagement Theater Campaign Plan/Theater Campaign Order Security Cooperation Plan(s): CCMD, Country, Service Stakeholders/Customers/Partners Funding Monitoring and Evaluation (Reporting) Requirements Partner Context for Engagement Health Context Health Culture Health Communication Health Needs Assessment Assumptions…we hope these elements have been considered/addressed…and that the answers have been made known to the participants on the engagement mission/activity.

Plan: Identify Programs/Projects
Functional Planning Plan: Identify Programs/Projects US Interest US Parameters for Engagement (funding) Partner Interest How do we decide on a program or project? Where do the various interests intersect? Where is the US interest…and what can we do?/ What is the partner interested in? What can the receive/absorb?

Plan: Develop a Concept of Operations
Functional Planning Plan: Develop a Concept of Operations Tasking and/or Mission/Purpose Statement Agenda People Partner Considerations Logistics APRRP Example: Mission: Build Medical - UN Level II – Capability. End point: Able to manage, deploy, and operate. Major elements of functional planning framework.

Functional Planning Concept of Operations
CONOPS: clearly/concisely states what you intend to accomplish and how it will be done based on available resources. Concept of operations (CONOPS): statement that clearly and concisely express what you intend to accomplish and how it will be done using available resources.

Functional Planning US Considerations Intent/purpose
Rules/Parameters for engagement Team Member Responsibilities Access to Health Care Education Ethical Considerations Cultural Considerations Communication Considerations Interpreter/Cultural Advisor Strategic Messaging

Functional Planning People Who Skill sets Experience Language/Culture
Sourcing Unit Individuals Formal Tasking Informal

Partner Considerations Geographic Location Venue Timing
Functional Planning Partner Considerations Geographic Location Venue Timing People to be engaged Rank Position Specialty JAMAICA

Functional Planning Logistics Air Transportation Local Transportation
Lodging Supplies Contracting Mechanism Theater/Country Clearance (APACS) Force Protection Force Health Protection Access to healthcare APACS = Aircraft and Personnel Automated Clearance System

Other things to consider…
Functional Planning Curricula Standardized PACOM Basic First Responder, Medical First Responder Established curricula (e.g. ACLS/PALS/etc.) Playbooks (USARPAC) Translation / Interpretation Important to plan early Quality control Other things to consider… Powerpoint Style Avoid wordy slides Foreign Disclosure - even for UNCLASSIFIED Culture Timing (holidays, prayer breaks, etc.) Gifts / Certificates Food Names

Functional Planning Plan: Assessment, Monitoring, and Evaluation
Mission/Purpose Statement Who is interested? Desired/Intended end point ** AME is the next lecture APRRP Example: Mission: Build Medical - UN Level II – Capability. Who is interested: DoS, AFRICOM, US Embassy, Partner. End point: Able to manage, deploy, and operate. The AME lecture follows this lecture. The purpose in this lecture is to highlight the need to consider AME early in the planning process. To enable AME…we need a clear and concise mission statement or purpose statement. We need to understand who is interested…whose eyes/perspectives are we answering to. A CCMD Commander has a different perspective than the Command Surgeon who has a different perspective than the leader for the engagement activity.

Functional Planning Execute Pre- Daily Post-
Major elements of functional planning framework.

Functional Planning Reporting After Action Reports
Overseas Humanitarian Assistance Shared Information System (OHASIS) Geographic Theater Security Cooperation Management Information System (GTSCMIS) Reporting is important and could/should contribute to enabling good/effective global health engagement activities. Identify any/all reporting requirements…some are linked to funding. Some may be linked to the planning authority. OHASIS belongs to (is operated by) DSCA as a management tool for the OHDACA program. GTSCMIS is associated with a given Geographic Combatant Command and serves as a master data base of security cooperation activities. Often, entry in either OHASIS or GTSCMIS will be required to access funds.

Functional Planning Thoughts?

Functional Planning Back Up Slides

Functional Planning Elements
What is required to conduct a single engagement activity? What is required for personal travel? Ask about engagement activities/missions…what needed to be planned for? Consider personal travel…what is required for a vacation…it is maybe the same questions? Consideration and planning for personal travel are very similar to the things we need to put in place to execute an engagement mission.

Functional Planning Functional Planning Elements
Money (legal/funding authority) People Location (venue) Logistics (travel, lodging, supplies) Concept of Operations (agenda) This slide depicts various components that must be considered/addressed to actually conduct the planned engagement activity.

Functional Planning Funding – Title 10 and Title 22 Title 10:
Armed Forces Established Dept. of Defense Authorizations to enable DoD Global Health Engagement Title 22: Foreign Relations and Intercourse Established Dept. of State Authorizations to enable Foreign Assistance According to Section 634(b) of the Foreign Assistance Act of 1961, as amended: (b) For purposes of this section— "foreign assistance" means any tangible or intangible item provided by the United States Government to a foreign country or international organization under this or any other Act, including but not limited to any training, service, or technical advice, any item of real, personal, or mixed property, any agricultural commodity, United States dollars, and any currencies of any foreign country which are owned by the United States Government; and "provided by the United States Government" includes, but is not limited to, foreign assistance provided by means of gift, loan, sale, credit, or guaranty. In simpler terms, official foreign assistance is the unilateral transfers of U.S. resources (funds, goods, and services) by the U.S. Government to or for the benefit of foreign entities (including international and regional organizations) without any reciprocal payment or transfer of resources from the foreign entities. Foreign assistance is not just confined to funds or commodities, it also includes the provision of technical assistance, capacity building, training, education, and other services, as well as the direct costs required to implement foreign assistance. The designation of foreign assistance is based on whether foreign entities receive direct benefits from programs supported by U.S. Government resources without paying for them. U.S. transfers to international or regional organizations where the U.S. reaps direct benefits from the operation of the organization do not qualify as foreign assistance. While authorized primarily under the Foreign Assistance Act of 1961, as amended, U.S. Government foreign assistance is also authorized by other legislation. Consider…From Patchwork to Framework – A Review of Title 10 Authorities for Security Cooperation (Rand Corporation – 2016)

Functional Planning Funding (Title 22)
Foreign Military Financing (FMF) DoS allocates as grants and loans DoD executes To purchase US defense articles, services, & training Foreign Military Sales (FMS) Program to process FMF purchases Uses DoD acquisition system International Military Education and Training (IMET) Grants to fund professional education Military Management Technical Training Other: developing peacekeeping capability Foreign Military Financing (FMF) chapters 32, 39 Foreign Military Sales (FMS) chs 32, 39 International Military Education and Training (IMET) ch 32, II, V -- promotes mil-mil contact and exposure. Foreign Military Financing Program (FMFP) [§23, AECA (22 U.S.C. 2763)] Administered by DoD/DSCA in consultation with DoS/FA and USD(C) to fund the purchase of defense articles and services [DoDD M (SAMM)] Foreign Military Sales (FMS) Authorities DoD/USCG Inventory [§21, AECA (22 U.S.C. 2761)] DoD Procurement [§22, AECA (22 U.S.C. 2762)] Military Design and Construction Services [§29, AECA (22 U.S.C. 2769)] IMET is about $90K per yr. Originated from Chapter 5, part II, Foreign Assistance Act (FAA) 1961 IMET = The IMET program exposes students to the U.S. professional military establishment and the American way of life, including amongst other things, U.S. regard for democratic values, respect for individual and human rights and belief in the rule of law. Students are also exposed to U.S. military procedures and the manner in which our military functions under civilian control. They may receive as examples of types of training: Professional Military Education (PME) as well as technical training. Additionally, our program, a significant part of the overall IMET program, exposes students to the civilian community and its important democratic institutions. E-IMET = Expanded IMET is not a separate program, it is a part of the overall IMET program. A certain percentage of a country’s IMET program must be selected from the approved Expanded IMET courses contained in the Expanded IMET Handbook . This percentage of the overall IMET program will vary by country and is subject to approval by the Defense Security Cooperation Agency. For a country whose international military training program is very politically sensitive, the entire IMET program may consist of Expanded IMET training only.

Functional Planning Funding Unique to… Geographic Combatant Command or Region Asia Pacific Regional Initiative Latin America Cooperative Funds Wales Initiative Funds A Specific Purpose Only HIV/AIDS Biological Counter Terrorism Counter Narcotics Exercises Disaster Response/Relief Examples of funding sources unique to a COCOM or Region: Asia Pacific Regional Initiative (APRI): Authorizes the use of $15M in FY12 Navy O&M to enable USPACOM to execute theater cooperation activities. May include humanitarian assistance, payment of incremental and personnel costs of training and exercising with other countries. Latin America Cooperative Funds: SecDef, or the applicable mildep, may pay the travel, subsistence, special compensation, and other expenses of officers and students from LATAM count. - Wales Initiative Fund: Funds 16 developing countries to participate in the Partnership for Peace Program. Enhances partner capacity and advances democratic reform of defense establishments and military forces. Focuses on identified Defense Institution Building (DIB) efforts in Partner countries. Increases U.S./NATO-Partner interoperability to enhance Partner contributions to coalition operations. Supports further Partner integration with NATO. Continues to support aspirant accession to NATO of select countries. [The Partnership for Peace (PfP) is a programme of practical bilateral cooperation between individual Euro-Atlantic partner countries and NATO. It allows partners to build up an individual relationship with NATO, choosing their own priorities for cooperation. - Counter Terrorism (CT) and Counter Narcotics (CN)

Functional Planning Funding
Operations and Maintenance (O&M) Traditional COCOM Activities/Asia Pacific Regional Initiative/Warsaw Initiative Fund Mil-Mil contact…not training Can be used to fund conferences and Subject Matter Expert Exchanges (SMEEs) Exercise Programs Training Exercise Related Construction (ERC) Traditional COCOM Activities (TCA) ch 6, sec 166 O&M – operations and maintenance TCA - Authorizes mil-to-mil programs, to be managed by the Joint Staff, designed to encourage a democratic orientation of defense establishments and military forces of other countries for the following types of activities: Travel contact teams Military liaison teams Exchanges of personnel Seminars and conferences Distribution of publications DoD personnel expenses DoS must approve any such activities with a foreign country, and the country must be IMET-eligible

Functional Planning Funding Defense Threat Reduction Agency
Proliferation threat reduction projects Cooperative Biological Engagement Program (CBEP) Humanitarian Assistance Excess Property (HA-EP) Denton Program (Space-A Transportation) Funded Transportation Program (FTP) Humanitarian Assistance, ch 152, sec 2561 OHDACA - Humanitarian Assistance (HA) – point in time projects, us military to civilian population - Humanitarian Mine Action (HMA), ch 20, sec 407 – demining activities - Foreign Disaster Relief/Emergency Response (FDR/ER), ch 20, sec 404 Denton – Space A transport for NGOs FTP – funded transport for NGO relief CCDR has to request, paid via DSCA

Functional Planning Funding OHDACA
Humanitarian Assistance Projects Delivered at a point in time US Military to civilian population Disaster Relief Rapid response Non-lethal supplies Services/transportation Humanitarian Mine Action Demining activities Humanitarian Assistance, ch 152, sec 2561 OHDACA - Humanitarian Assistance (HA) – point in time projects, us military to civilian population - Humanitarian Mine Action (HMA), ch 20, sec 407 – demining activities - Foreign Disaster Relief/Emergency Response (FDR/ER), ch 20, sec 404 Denton – Space A transport for NGOs FTP – funded transport for NGO relief CCDR has to request, paid via DSCA

Functional Planning GHE Funding lines commonly used in USPACOM OHASIS
Asia Pacific Regional Initiative (APRI) OHDACA Humanitarian Assistance (HA) Title 10 Personal Expense (PE) Humanitarian and Civic Assistance (HCA) Humanitarian Mine Action (HMA) Humanitarian Assistance – Excess Property (HAP-EP) O & M / Component Security Cooperation funds Global Peace Operations Initiative (GPOI) Defense Threat Reduction Agency (DTRA) programs Defense HIV/AIDS Prevention Program (DHAPP) International Military Education and Training (IMET) Foreign Military Sales / Foreign Military Finance OHASIS OHASIS = Overseas Humanitarian Assistance Shared Information System. The Overseas Humanitarian Assistance Shared Information System (OHASIS) is used by the Defense Security Cooperation Agency (DSCA), COCOMs and implementing personnel to manage worldwide humanitarian efforts.

Functional Planning Coordination: From Proposal to Approval
Leadership / Staff Support at Component Level PACOM TSC Battle Rhythm Component Engagement Resource Plan (ERP) – Oct Capabilities Development Working Group (CDWG) – Nov OHASIS/G-TSCMIS Proposals – Jan / Feb Prioritization Process – Feb – Apr Execution FY – Oct - Sep Security Cooperation Office (SCO) Coordination Interagency Country Health Team Coordination (as needed) Partner Nation Coordination Bilateral Discussions Planning Conferences

CCMD Planning Battle Rhythm
Functional Planning CCMD Planning Battle Rhythm Sz: the CCMD planning cycles/battle rhythm will be presented during the strategic planning session…so not necessary here other than to reinforce that the tasking the have received to plan/conduct a mission fits within this cycle. Each CCMD has their own planning cycle. Although different, their concepts are similar, they just use different terminologies and timelines.

Functional Planning Communication: From Proposal to Post-Execution
OHASIS / G-TSCMIS Formal, required mechanisms Lines of communication (US) Each country is different; learn the internal culture / ROEs Partner nation communication Follow guidance of SCO / country team , social media Strategic Communication PA plan Leadership awareness

Functional Planning Operational Environment
A composite of all that affects the use of military forces and shapes the decisions of the commander. Permissive (mature): Stable Peace Partner/friendly forces have control Uncertain (permissive/non-mature): Unstable Peace Partner/friendly forces do not have effective control Hostile (non-permissive): Combat Operations Hostile forces have control Consider health as a component of this environment - health context. Applicable to an operation in its entirety. Also applicable to components of the operation, e.g. health. See JP 3-29. The operational environment will drive Force Protection requirements. How might we describe an operational environment as it relates to health? Reinforce the idea of the Health Context of a given country. The ‘health context’ is defined as the result of the interaction of the collective body of organizations, structures, geopolitics, education, culture, language, health determinants, diseases, and beliefs that are present in a specific country or region. Each of these elements shapes the health of the population and the provision of health and health services to that population. These elements may be unique to a single country, or may be representative of a larger group of countries. The analytical framework described in the following pages is intended to provide a means of organizing information to gain understanding of the health context for the purpose of developing and conducting meaningful and effective health engagements. The health context will drive force health protection requirements.

Functional Planning Things to consider… Policy Considerations – countries, topics China Thailand Burma (Myanmar) Sri Lanka Fiji Other countries require Leahy vetting “Training” Considerations Know the rules for your funds; training vs. exchange Preparing those who will engage Consider FOGHE course Share resources on the country/region An overview of the Leahy Vetting Process: Consistent with U.S. law and policy, the Department of State vets its assistance to foreign security forces, as well as certain Department of Defense training programs, to ensure that recipients have not committed gross human rights abuses. When the vetting process uncovers credible information that an individual or unit has committed a gross violation of human rights, U.S. assistance is withheld. The obligation to vet Department of State (DoS) assistance and Department of Defense (DoD)-funded training programs for foreign security forces units is in section 620M (a.k.a., the Leahy amendment) of the Foreign Assistance Act of 1961 (FAA), as amended, and a comparable provision in the annual DoD Appropriations Act. While the DoS legislation applies to all “assistance” under the FAA and the Arms Export Control Act, the DoD law is specific to “training programs” funded under Defense Department Appropriations Acts. Security forces units subject to Leahy vetting generally include foreign militaries, reserves, police, homeland security forces such as border guards or customs police, prison guards, and other units or individual members of units authorized to use force.

Functional Planning Manpower (people) – Requirements and Sourcing
Identify the Requirement Requirement Review/Validation Thru COCOM to Joint Staff/J31 JS pushes requirement to services for a solution JS selects the best solution and tasks the service Service identifies person(s) or unit Pre-deployment processing/training Dependent on COCOM reporting/training requirements Movement The starting point for all engagements (deployments) is the identification of a need or requirement. This need is vetted and approved at multiple levels before being forwarded to the services to develop a sourcing solution. Once sourcing solutions are submitted to the Joint Staff, a selection is made, the service is tasked, and pre-deployment activities begin. Identifying the requirement: - A person - A unit - A capability

Functional Planning Manpower (people) – Requirements and Sourcing
Major Operation (Joint Task Force) Process - as described Disaster/Emergency Response Process - as described…but faster Global Health Engagement Process - depends on the task…but often less defined/structured In relation to the previous slide, different operational scenarios follow the same process but at different speeds. The more urgent the need the quicker the process moves.

Monitoring and Evaluation - After Action Report
Functional Planning Monitoring and Evaluation - After Action Report To who and for who? Mission/Activity focused After Action Reporting Funding Authority requirement Approval Authority requirement

Functional Planning Application (ref Group Activity)
Tasking: Conduct GHE to build military capacity. Guidance - Lines of Effort: Operational Medicine. Public Health/Force Health Protection. Health System Strengthening. Strategic Planning Process: Assess (understand). Plan (execute). Monitor. Evaluate. Learn. At whatever level…it is important to build an understanding (assess) of these components. All planning should therefor be based on this understanding…to include acknowledging what is not known. Money (legal/funding authority) People Location (venue) Logistics (travel, lodging, supplies) Concept of Operations (agenda)

Functional Planning Application (strategic level (+) example)
Level: CCMD - Command Surgeon. Tasking: Engage Uzbekistan. Guidance - Lines of Effort: tbd. Process: Assess (understand) – no/limited contact…provide a start. Plan (execute): Senior Leader visit – Uzbekistan. Money (legal/funding authority) = TCA People = Command Surgeon + Location (venue) = Uzbek Military Hospital Logistics (travel, lodging, supplies) = DTS travel, Hyatt Regency Concept of Operations (agenda) = 3-days: presentations, discussion, and tours.

Functional Planning Application (multi-engagement example)
Level: Program Manager (subordinate to CCMD). Tasking: Build Medical - UN Level II - Capability – be able to manage, deploy, and operate. Guidance: DoS Funding – peacekeeping related. Multiple lines of effort to include health. Process: Assess (understand): guidance – standards/requirements, funding, identified lines of effort (x 13 health), stakeholders, country needs/interest, resource to train, training methodology, proof of competency, etc. Plan/Execute: in process. Monitor/Evaluate/Learn: methods in process.

Functional Planning Application (multi-engagement example)
Plan (execute): Field Sanitation – Rwanda. Money (legal/funding authority) = DoS; PKSO People = Environmental Health Officers/Specialists Location (venue) = Rwanda Military Health venue Logistics (travel, lodging, supplies) = DTS travel, US Embassy approved lodging and local transportation, etc. Concept of Operations (agenda) = 5-day train the trainers course + 5-day training course co-taught by newly trained trainers.

Functional Planning After the Engagement… AAR/Trip Report
OHASIS/G-TSCMIS Contribute to institutional memory – share! Maintain relationships

Functional Planning Principles
Natsios Ownership Capacity Building Sustainability Accountability Assessment Results Partnership Flexibility Selectivity Hubner Stop - Listen - Learn Review development plans ID issues/goals What has been/is being done ID levels of interaction ID partners Develop Program Execute Evaluate Revise Andrew Natsios: former director of USAID, former Army Civil Affairs officer. ‘Nine Principles of Development and Reconstruction’ Col Mark Hubner: former Chief JS Support to Strategic Health Engagement. This slide depicts basic planning principles that should be considered and incorporated into the health engagement development and planning process.

Functional Planning Assumptions
Strategic Planning Authority: Combatant Command Theater Campaign Plan / Theater Campaign Order Security Cooperation Plan w/Health Lines of Effort Component Service: Army/Navy/Air Force/Marines Identified support health programs and projects Country Specific Security Cooperation Plan All informed by assessments: Strategic Guidance Health Context Health Needs Stakeholders/Customers/Partners Monitoring and Evaluation Requirements Assumptions…we hope these elements have been considered/addressed…and that the answers have been made known to the participants on the engagement mission/activity. -- We are assuming that these elements are have been provided and readily available to planners. sz: If our assumption is wrong, effort should go into getting this information.

What are the requirements for group/individual travel?
Functional Planning Group/Individual Travel Requirements What are the requirements for group/individual travel? Ask students for examples of group or individual requirements to facilitate class participation and discussion.

Functional Planning Group/Individual Travel Requirements
Official passport Visa requirements Defense Travel System/ Government travel card Individual Anti-Terrorism Plan, Aircraft and Personnel Automated Clearance System, Foreign Clearance Guide Associated training requirements Personal affairs (will, power of attorneys etc.) Medical requirements Training Discuss travel requirements for group or individual.

What are some of pre-deployment logistics requirements?
Functional Planning Pre-deployment Logistics and Coordination Requirements What are some of pre-deployment logistics requirements? Ask question to facilitate class participation and discussion.

Functional Planning Pre-deployment Logistics and Coordination Requirements Lodging Local transportation Communication system Medical and emergency support Point of contacts Other functional planners Embassy/USG interagency Host nation (mil-mil/mil-civ) Discuss logistic elements that should be coordinated prior to departure. Where are you going to stay? How are you going to go from A to B? How are you going to communicate? Where are you going to get medical support when needed? Who are you traveling with, who do you need to talk to get your job done?

Health Engagement Planning
Functional Planning Health Engagement Planning What are the functional elements that should be considered when planning health engagements? Ask the question to facilitate student participation and discussion.

Health Engagement Planning
Functional Planning Health Engagement Planning Funding Sources Concept of Operation Manpower/personnel Logistics Communications Identify the different major elements of health engagement planning.

Functional Planning Funding Sources
Understand the funding sources for health engagements: Legal and policy requirements Coordination requirements Shapes your health engagement Integrated funding sources sz: this looks good. funding will be discussed briefly in the strategic planning session. for the purposes of this course, the participants will be in the receiving end of a tasking that is funded…so presumable no need to search for money…but a great need to understand the money they receive and what it allows and or prohibits…so differences betyween HCA and OHDACA or formal Training vs informal training/subject matter expert exchanges. Reinforcing the need to know her is adequate. Funding will be discussed in – what session. Briefly discuss the importance of understanding the funding source for health engagement -- What are the legal and policy requirements for each funding stream. Use OHDACA as an example. -- Who do you need to coordinate? Each funding source is managed by different section/program managers. -- Shapes your health engagement (what you can use the funds for, who you can use it for, where you can use it for, when you can use, why you can use it, how you can use it) -- Integrated funding sources: identify ways to integrate, synchronize, prioritize, and target fiscal resources and capabilities across USG, multinational partners, and NGOs – why is this important? - Minimize duplication of efforts, maximize limited resources - minimize the possibility of resources/capabilities inadvertently diverted or misused

Functional Planning Concept of Operation
Factors that may influence CONOPS: Strategic, operational, & tactical guidance Legal and applicable policies Host nation requirement/inputs Integrated efforts Key GHE principles Intelligence Sz: suggest your discussion on how we accomplish what was identified in the previous slide. Is it a single event or a sequence of events? Does the venue matter? Who are the key stakeholders (stakeholder presentation delivered on Day 1). Is senior leader participation needed? Etc…. What you address above/below I applicable. Concept of operations (CONOPS): statement that clearly and concisely express what you intend to accomplish and how it will be done using available resources. 1. Engagement has to be aligned with key USG/DoD strategic, operational, and tactical guidance. Should also be consistent and complements the Embassy’s integrated country strategy and USAID’s country development cooperation strategy. Talk to your country team POCs. Integrated country strategy: serves as a “single, multi-year, overarching strategy that encapsulates USG policy priorities, and objectives, and the means by which diplomatic engagement, foreign assistance, and other tools will be used to achieve them” Country Development Cooperation Strategy: Internally, it serves as a roadmap for decision-making throughout the strategy implementation period–from project design and learning and adapting–and brings all relevant stakeholders to a common understanding of priorities. Externally, the strategy development process creates opportunities to engage local stakeholders and partners and harmonize United States Government efforts with other actors. Legal and applicable policies (OGC guidance – legal read, DODIs, HA policies, etc) Host nation requirements or inputs. What do the host nation really need? It has to balance what the USG wants/needs to get out of the engagement. 4. Integrated efforts – interagency and international coordination (unity of efforts/whole of government approach) 5. Key principles: health equity, build capacity/capability, facilitate AME, sustainable engagements (facilitate future engagements to maintain lasting partnerships), needs-based considerations, issues to consider when providing direct care (standards of care, credentialing, liability, ethical dilemmas, patient hand-off/follow up, economic displacements, discrediting host nation government or discrediting USG. 6. Intelligence: operational environment, force protection, country-specific (geographic, venue, timing, culture, language, people, health context, etc.

Understand your manpower/personnel availability
Functional Planning Manpower/Personnel Understand your manpower/personnel availability and requirements. sz: focus on the unique requirements/skill sets for the specific mission. The small groups will be tasked with identifying resources to include people…and how each will be utilized. Manpower/personnel will be discussed in details in strategic planning. Why is it important to understand who will be a part of the mission You need to understand who is in the mission because that will drive what type of engagement you will be planning. You need to make sure that you have the right people to execute your plans (skills, knowledge, abilities)

Functional Planning Logistics
Troops health service support/force health protection Troops logistical support Transportation and movement Engagement locations/venues Equipment, supplies, communication tools Contract support Host nation logistical support requirements Point of contacts Troops health service support (medical treatment, host nation support availability, MEDEVAC) Troops logistical support (lodging, food, packing list – appropriate uniform, sun block, water, etc- safety briefs)\ Transportation and movement (means of transportation – air/ground, reception, staging, timelines, integration of forces) Engagement locations/venues (appropriate, safe, accessibility, host nation support etc) Equipment/supplies (what do you need to complete your mission); communication tools (pamphlets, power points, computers) Contract support (who will provide contract support requirements for your engagements) What do you need from the host nation? Who do you need to call if you need logistical support?

Functional Planning Communications Strategic/DoD messaging
Risk communication plan Communication systems support Interpreter support Public Affairs support Communications/Reporting requirements sz: strategic messaging for the CCMD will be referenced in the strategic planning session. Strategic communication will be discussed on the third day. Having a prompt here is good…link it to the other presentations. Communication systems support: adequate, secured and supportable. Facilitate ability to manage, store, manipulate, and transmit information. What do you do when things go wrong? Who do you call? Do you need interpreters – how are you going to coordinate? Public Affairs – very important for Pacific Partnership or foreign engagements, there are protocols to follow, rules, requirements. Communications/Reporting requirements: up and down the chain. How and what are you going to communicate to your chain of command and your medical personnel? Who do you need to report to? Incident reporting requirements.

Health Engagement Project Planning Cycle
Functional Planning Health Engagement Project Planning Cycle Identify requirements Project development Coordination process Submission Approval Execution Assessment, Monitoring, &Evaluation sz: suggest you put this in the context of the new planning framework…and outside the context of a CCMD planning/engagement cycle. Discuss each of the major elements of health engagement project management: There has to be a requirement (don’t do an engagement just for the sake of doing an engagement) You have to develop your concept, make sure it makes sense, have all the information required to move the project forward. Who do you need to talk to staff the project? CCMD, Interagency, Country Team, Host Nation etc How do you submit projects? (OHASIS, GTSMIS, etc) Project approval Execution AME

Functional Planning Planning Tips
What are some best practices, lessons learned or tips you could share to the group about planning and executing health engagement ? If there is time, facilitate discussion on best practices, lessons learned, and tips in planning and execution of health engagements. Standardize check list Understand the identified requirment Understand the country Understand the CCMD process and coordination

Discussion Questions

Which of the following is an example of an information system used by a geographic combatant command to manage security cooperation processes and activities? Geographic Information System (GIS) Global Theater Security Cooperation Management Information System (GTSCMIS) Security Assistance Management Information System (SAMIS) Health Metrics Network (HMN)

A GHE Concept of Operations is important because it states your intent in a partner country and how you will use your available resources to improve health/build capacity. (True or False) True False

What US Government organization is a critical enabler for the conduct of a global health engagement activity? Centers for Disease Control and Prevention (CDC) Food and Drug Administration Peace Corps US Embassy

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