MAGAZINE
SPRING 2020
of effort through collaboration and synchronization of displaced civilians moving in the battlespace , working through civilian partners to provide aid to these civilians moving away from the fighting . Such experimentations illustrate new possibilities from broken silos to anticipating not only practical knowledge gained from assisting with IO , but also expecting a lot of growth from learning how to operate in a battle space area where LANDCOM temporarily owns the ground . In this space , G9 will learn how to operate in enemy territory , whether or not an adversary ’ s civilian government portrays the willingness to cooperate , thus providing options to the Commander to take decisive actions .
Phase IV : Run ( April 2 – May 30 , 2020 ) This phase will include evaluation of the system , enabling other teams ( Divisions and member nations ) to enhance their CIMIC capabilities and their readiness to implement a similar training plan . Post TRJU 19 , G9 will conduct a thorough review of the good , the bad , and the ugly , documenting the training path and its subsequent outcomes . Such documentation provides a base of knowledge and transparency that other teams can build on . The goal of G9 is to improve the Division ’ s foxhole through improved internal SOPs , SOIs , support plans , and planning products to ensure that institutional knowledge is not lost when personnel change . From these phases , G9 ’ s teams remain empowered to accomplish the commander ’ s intent — to get better . Together , G9 ’ s teams will not only deepen their relationships of trust , but also have a better understanding of how to support each other . Below is an example of G9 ’ s six month training plan .
G9 ’ s Team of Teams — The Branches Each phase empowers the individual branches to move beyond identifying gaps to strengthen the connections between the other teams ( e . g .: G2 , G3 , Counter- Improved Explosive Device ( C-IED ), Fires , STRATCOM , PAO , etc .). So far , collectivelly the Divisions have shared the civilian picture , enhanced communication , and spoke in a unified voice . Branch heads reached out , building new and deepening existing relationships of trust among the LANDCOM staff , subordinate units , and higher headquarters . Such links proved vital to developing a complete picture of the civilian environment . However , G9 found some critical gaps . For instance , we still lacked visualization of civilian logistics base locations or locations of international communities within the enemy ’ s territory , both of which could have aided G9 with more informed conversations concerning CIMIC possible actions . Often uncomfortable dialogue produced more questions than answers , which is not always a bad thing . In our case it created a stronger bond among teams . It was through each branch head ’ s initiative and forward thinking that what was unknown became clear . Canadian Army Lieutenant Colonel Julie Johnson ( CAN , A ) led the Coordination ( COORD ) Branch effort . The COORD focused on information flow and maintained overall oversight of the training plan . Some lessons identified from LOBO 19-2 preparation were SOP / SOI improvement , knowledge management accessibility , and training-focused on exercise tasks . In Phase I , COORD implemented weekly updates on the status of problem areas . One result of identified lessons was development an electronic battle box to enhance G9 ’ s ability to contribute to the fight . From the review of the critical documents , members of the COORD and other branch heads identified outdated SOPs and new SOPs that required creation . During Phase II , Lieutenant Colonel Johnson lead the discussions and TTE . Beyond helping develop the information picture , she challenged the TTE participants to think
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