Lack of unity of effort prevents effective employment of TPS
capabilities. There is inadequate unity of effort across the JIM
community to fill the strategic gap.
As a result of the various discussions, we derived the following
recommendations/way ahead:
• Policy: A review of the TPS policy statement in 3000.05
highlighted the need to:
• Include “consolidation of gains” in the TPS effects para-
graph
• Designate a proponent for TPS development: Joint –
OSD, Service (executive agent) – Army
• Concept to integrate capabilities. A central idea and
expanded understanding of TPS, which returns an
operational environment to relative normalcy. This
concept must include:
• Expanded definition and discussion about the
meaning of the term transition
• Emphasis on building confidence and legitimacy of
host nation competence, capability, capacity
• Concurrence of TPS activities enabling sustainable
security outcomes and stability
• Strategy for unified action. Following concept develop-
ment, create a strategy that includes:
• Defined roles, professional credentials and stakeholder
responsibilities
• Articulates who is doing what to whom, where and when
• Drivers of collaboration, planning, executing
• Links and synchronization between USG and NATO
stability policing and strategy
• Entrepreneurial approach to JIM partnering. Create
MOUs to identify and establish JIM working group key
steps,transitions, key stakeholders and trip wires for the
entire process in order to provide flexibility at different
echelons.
As a result of comments and observations from the senior panel,
others that attended, as well as from policy makers, PKSOI is
working with JIM partners to develop a JIM working group in
addition to an internal DOD working group. Similarly, PKSOI
is in the process of contracting a strategist to develop a compre-
hensive strategy for unified TPS action in coordination with the
JIM working group, with specific attention to those organiza-
tions who have responsibilities for police reform.
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