Ministry of Interior

Ministerial Development Process

August 2011

UNCLASSIFIED//REL TO NATO/ISAF
Ministerial Development Process
Overview Agenda

• Purpose

• Overarching Guidance
- System of Plans and Strategies
- MoI Policies
• Ministerial Development Cycle
- Assessments
• Advisor Lay-down and Guidance
UNCLASSIFIED//REL TO GIROA
 Purpose
• Purpose of the Ministerial Development Process

– Provide a formal forum for leadership to review and provide oversight of

the 27 Ministerial Development Plans (MDPs)

– Assess and approve MDP progress towards achieving CMs

– To monitor and reinforce actions necessary to eliminate impediments to

progress.

Last Updated: 24 May 2011

UNCLASSIFIED//REL TO GIROA
POC: LT Cauthen 237-0002 3
Afghan National Police Strategy & Plan
• Training and Education. NPS Signed by MININT JAN 2011
• Develop Police Leadership.
National Police • Anti-Corruption.
Strategy (NPS) • Improve the Living Standards and Working Conditions of the Police.
SY1390-1394 • Review and Modify the Tashkil.
•Develop a System of Rewards and Punishments.

• Incorporates Minister Mohammadi’s 6 new priorities. NPP Signed APR 2011

National Police • Restructures the police pillars from 6 to 4, with APPF and ALP as sub-pillars.
Plan (NPP) • Directs implementation of the Afghan Peace and Reintegration Program.
SY1390-91 • Embraces the Institutional Reform process (including differentiation of the political and operational activities
of the MoI, the establishment of effective IA and a code of conduct).
• Emphasizes the necessity to increase civil policing and drive down corruption during transition.
• Calls for a improvements aimed at increased professionalization including improvement of patrolman,
literacy and leadership training and implementation of the Senior Officer Rotation Policy.
• Directs the examination and implementation of practical measures to improve conditions for Police.
• Calls for implementation of ‘rewards and punishment’ procedures to ensure greater accountability.
• Calls for development of the ALP. APPF to replace PSCs disbanded under Presidential Decree 62.

• Afghan Uniform (Civilian) Police (AU(C)P) • Strategic Planning

27 Ministerial • Afghan National Civil Order Police (ANCOP) • Policy Development
Development Plans • Afghan Border Police (ABP) • Public Affairs
• Afghan Anti-Crime Police (AACP) • Anti-Corruption
• Afghan Public Protection Force (APPF) • Inspector General
• Afghan Local Police (ALP) • Legal Affairs
• General Directorate Police Special Unit (GDPSU) • Operations Planning
• Counter Narcotics • Force Readiness
• Intelligence • Logistics
• Personnel Management • Facilities
• Finance & Budget • Info, Comms and Tech
• Surgeon Medical • Force Management
• Procurement • Civil Service
• Training Management

Last Updated: 08 Feb 2011

POC: LT Cauthen 237-0002 4 4
 Org-Chart

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 5
 4 Pillars of the ANP
Afghan Uniform Afghan National Civil Afghan Border Police Afghan Anti-Crime
Civilian Police Order Police (ANCOP) (ABP) Police (AACP)
(AU(C)P) • Organized, trained
• Conduct
• Conduct law and equipped for the
• Organized, trained COIN fight
investigations,
enforcement and equipped for the surveillance,
activities for the COIN fight • Secures the border forensics, crime
community • Maintains security, • Enabled by scene investigation,
• Do not ‘Hold’ in protects the people technology and close tactical response
COIN. partnering with ISAF (special police), and
• ANCOP training is the
• Connect community key program for • FBD is the key specialized security
and government Gendarmerie developmental • Closely partnered
• Not from local area, program • Many branches of
• Requires 6th grade
less influence from literacy C2 – no one “pillar
local dynamics. chief”

Afghan Public Protection Force (APPF)

• Security guards provide embassy security, government security, private sector security
• Replacing private security companies, Does not count against total ANP force structure
• Paid less than ANP

Afghan Local Police (ALP)

• Security guards provide embassy security, government security, private sector security
• Replacing private security companies, Does not count against 109k total ANP force structure
• Paid less than ANP

Last Updated: 13 DEC 10

POC: LCDR Farricker 237-0002 UNCLASSIFIED//REL TO GIROA 6
 Leader Development
Objectives Objectives
Endstate:
01 DEC 2010 31 OCT 2011 D A self-reliant and
ANP CP E professionally-led
L Develop Ministerial Systems C
ANSF which
I
N 2 generates and
E 0 sustains enduring
S 1 police, army,
Develop Enduring Institutions ANP CP 4 medical,
O
F infrastructure and
O logistics
E B capabilities with
F J
F ANP CP accountable and
Generate Capable Security Forces E
O C effective Afghan
R Ministries that
T
T
I are responsive
V and answerable
Sustain Fielded Security Forces ANP CP
E to the Afghan
S people.
Information Engagement
Continuous Progression Toward Afghan-led Security
Afghan-led
“For” “With” “By” Independent Ops 57
 Ministerial Development Cycle
MDB Meets
Last Saturday each month @ 1600 - 1730
1st Month 2nd Month 3rd Month

MDCMs MDCMs MDCMs

MDB MDB MDB

Members
•ACG-PD (Chair)
•EUPOL HoM
•Embassies (Police Representatives) Each MDP is
•Senior Advisors assessed once a
•MDP Advisors quarter by the
•Key Afghan Leaders (CoS, DcoS, Key MDP Leaders) MDTT.

Purpose
•Approve MDP movement to next CM level
•Adjust MDP future CM time line
•Help remove impediments to progress and self reliance

Last Updated: 02 Apr 11

POC: LT Cauthen 237-0002 8 8
Capability Milestone Ratings
• CM-4: The department exists but cannot
BY US
accomplish its mission.
• CM-3: Cannot accomplish its mission without
significant coalition assistance. BY US WITH THEM

Transition Planning
• CM-2B: Can accomplish its mission but requires
some coalition assistance.
• CM-2A: Ministries capable of executing functions
BY THEM WITH US
with minimal coalition assistance; only critical
ministerial functions are covered.
Transition Decision Point
• CM-1B: Ministries capable of executing functions
with coalition oversight only.
• CM-1A: Ministries capable of autonomous BY THEM

operations.

Decision point: COM NTM-A reserves the decision to move to CM-1B.

Last Updated: 27 Jan 2011
POC: LT Cauthen 237-0002
UNCLASSIFIED//REL TO GIROA 9
 Current Development Plans
Ministry of
Interior
Public Legal
Intel Affairs Advisor /
Legal
Chief of Staff / Affairs
Special Staff
Inspector Anti-
General Corruption

Counter Narcotics CN

Strategic Policy Force

Strategy and Planning Development Mgmt.
Policy

Uniform Border GDPSU Anti-Crime Afghan

Security Police Police Police Public
Protection
Force
Operational Force Afghan
ANCOP Planning Readiness Local
Police

Personnel Finance & Facilities & Surgeon

Admin and Mgmt. Logistics Budget Installation Medical
Support Mgmt

Info Training Acquisition. Civil

Comms & Mgmt. & Service
Tech Procurement

Last Updated: 17 June 2011

UNCLASSIFIED//REL TO GIROA
POC: LT Cauthen 237-0002 10
Overview – MoI Development
CM-1B Testing Phase
Capability Milestone Projections
Overall Actual CY2010 CY2011 CY2012 CY2013 CY2014
CM Rating CM 3 Rating 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qrt 2nd Qrt 3rd Qrt 4th Qrt
CoS/Special Staff
Public Affairs 2A
Inspector General 3
Anti-Corruption 2B
Legal Affairs/LEGAD 3
Intelligence 3
DM of Counter Narcotics
Counter Narcotics 3
DM of Strategy & Policy
Strategic Planning 2A
Policy Development 2A
Force Management 3
DM of Admin & Support
Personnel Management 2B
Logistics 3
Finance & Budget 3
Facilities & Installation
Mgmt 4

Surgeon Medical 2B
Info, Comms &
Technology 3
Training Management 3
Acquisition &
Procurement 3
Civil Service 4
DM of Security
Afghan Uniform (Civ)
Pol 3
Afghan Border Police
(ABP) 2B
GDPSU 2B
Anti-Crime (CID) 2B
ANCOP 3
APPF 4
ALP 4
Operations Planning 2A
Force Readiness 2B
CM4 CM3 CM2B CM2A CM1B CM1A
Last Updated: 15 August 11
UNCLASSIFIED//REL TO GIROA
POC: Perry Hoskins 237-0123 11
Capability Pentagon Explanation
The sections of the pentagon in the middle of the assessment slide should be colored in
in accordance with the CM rating scheme assessment for each area listed below:

Is the function trained to the Does the function have the

necessary levels as dictated in the necessary tools to accomplish its
MDP and overarching guidance? mission? What equipment is
Does the function have the basic outlined in the MDP for success?
level of training? Are objectives Equipment includes desks,
being accomplished in the MDP? Equipment
computers, internet, etc.
Train

Man Facilities
What is the manning of function Does the organization have the
compared to Tashkil authorization facilities in place to accomplish its
and requirements? Is it enough to mission?
effectively accomplish the mission? Stewardship/
Sustainment

Are the function leaders taking the

necessary actions to ensure long term
success of the staff? Is additional (M) Manning
professional education being (E) Equipping
conducted? Is the function organized
to sustain the standards of basic level (T) Training
training? Is the leadership developing (F) Facilities
beyond current standards? More
subjective than the other sections. (S) Sustainment

Last Updated: 04 Apr 11

UNCLASSIFIED//REL TO GIROA
POC: LT Cauthen 237-0002 12
ALP HQ
CM 4
Overall Strategic Assessment: On Track
The ALP is a rapidly growing organization that continues to increase
in capacity and capability. This growth is characterized by the
increasing number of ALP districts assigned during this reporting
period. Currently, ALP districts are at different capability milestone
(CM) levels. MoI ALP Headquarters and the district ALP capabilities
development is critical to the achievement of CM1A/B . ALP priorities
and their associated objectives are grouped into the following
functional areas: Administrative, Logistic, Finance, and Leadership,
The ALP must be able to implement these functional areas in order to
achieve CM2 A/B and CM1A/B:
Current
4 3 2B 2A 1B 1A
T E
July11 Dec11 Mar 12 July12 Sep 12 Jan 13
M F
Strengths, Weaknesses, Opportunities and Threats
• S: BG Ahmadzai is a career policeman with four months leading
Afghan Local Police
• S: The staff is capable of taking on more responsibility for the ALP in
terms of logistics, administrative, and finance with the Districts.
• W: The HQ staff are not functional enough to assume the total
responsibility of running the Afghan Local Police program due to lack
of resources and space allocation within the ALP compound.
• O: To seek promotion to reign in PCoPs and DCoPs.
• T: Watch Unilateral ALP (UALP) sites .
. personnel on hand.
Requiring Command Attention/Partnering
• O: ALP required continuous partnering with MoI Recruiting Command.
• O: ALP requires continuous partnering with MoI Finance and Budget
Office.
• O: ALP requires continuous partnering with MoI Logistics Department.
Transition Objectives to Next CM Rating
Administration:
Core Task 3.1.4: Track ALP members, their position, location, and pay.
MOP: Develop ALP operating procedure (SOP) to ensure ALP members receive
identification cards.
MOE: System tracks 50% of ALP employee
Finance:
Core Task 3.5.2: Implement a sub-payroll system to ensure timely and accurate
payments for all personnel.
MOP: Develop ALP SOP to manage the payroll system.
MOE: 95% of payroll system in place to support timely and accurate payments of
all ALP members.
Logistics:
Core Task 3.3: Logistics personnel are trained. Begin development on logistics policies
and procedures and develop implementation plan in coordination with MoI.
MOP: Logistic system in place to identify requirements at all levels.
MOE: Logistics requirement system are 40% operational and units effectively use SOPs.
S2 Current Quarter Objectives OCT – DEC 2011
Leadership:
Ensuring the ALP Chief is capable and has the resources to coordinate with
ALP Commanders and led the HQ to support operational requirements for
ALP Districts.
Administration:
ALP personnel are filled at no less 95% of the authorization of 10K and and
filled no less than 50% of leadership positions.
Logistics:
ALP has equipment i.e.: uniforms, replacement VZ-58 sufficient for assigned
Finance:
All ALP Districts are on ASFF funds, the objective to ensure no bulk draw and
the time & attendance is method of ensuring timely and accurate pay for ALP
members.

Last Updated: 09 July 2011

UNCLASSIFIED//REL TO GIROA
POC: LTC D. Garner 237-1443 13
 Purpose
General Department of Policy
Afghan POC: BG Raoufy
Manageable Transition to 1B
• Explain howChallenges
NTM-A/CSTC-A tracks the progress Enduring ofCapabilities
transition for
• Facilities: CoS just signed authorization to rent three • Policy Development Guidance: Proven track record of
roomsthe various
downstairs, departments
street side; already moved intowithin
one ministries.
adhering to the spirit and intent of the explicit guidance
spacious office there. signed by the Minister.
• Printing: New printers ordered; MOI print shop capable of • Proven track record: Five major polices signed since the
printing hundreds/thousands of document copies. new Solar Year, when last advisor departed (all policies
• Document dissemination: Hiring of employees for new available on SharePoint in English and Dari.)
directorate almost complete; new directorate will place • “Cross-pillar” consensus: Working groups routinely
employees in each Regional Zone to ensure policy established when a policy is directed to gain consensus
dissemination, explanation, and feedback. across MOI and among SMEs.
• Training: Computer and English training continuing • Legal review: Policy review by Legal Advisor ensures
apace; will partner on MOD programming training (MOD 1- T E
law-based policy development.
2 years ahead of MOI).
M F
S2
Development Sustainment
• Leadership: BG Raoufy recently returned from NESA • The IPPD Organizational and Functional Steering Group,
course, and is relied on heavily by the DM WRT a range of co-chaired by BG Smith and DM Sediqi, will likely
substantive issues. challenge the Policy Department in unique ways and
• Near term training objectives include: Advanced serve to strengthen its capability to develop effective
computer skills training, training in-house and via DFID of policy focused on desired effects; should impact MOI
the new directorate employees, and specialized training through 2014 and beyond.
(continuing education) at the Afghan Civil Service Institute. • This steering group is led by BG Raoufy’s strong
• Development of a data base capability: Although policy deputy and his team, for example, clearly manifesting
documents can easily be retrieved from a simple and building upon depth already in place.
WINDOWS folder system, there is a need to be able to • The other two IPPD steering groups (Admin and Ops)
access data-intensive information from a variety of internet- are also expected to generate new policy development.
based systems that we are addressing. • New advisor team has filled the recent gap and should
• Organizational review: We are also reviewing the mission provide fairly robust capability in foreseeable future.
statements of each directorate and job descriptions.
Last Updated: 04 Apr 2011
Last Updated: 30 July 2011 UNCLASSIFIED//REL TO GIROA
POC: LT Cauthen 237-0002 UNCLASSIFIED//REL TO GIROA 14
 MoI Policy Update
POLICIES BEING DRAFTED
POLICY SUMMARY MOI POC ADVISOR STATUS
Operational Conduct of routine tasks at tactical level; police Col Sayghani Col Bell, CAN Working Group
Policy response; expectations of service LtCol Hadid Supt Mullen, UK

Use of Force When and how much force is appropriate for LtCol Hadid Col Bell, CAN Working Group
given law enforcement situations. Supt Mullen, UK

Biometrics Adjudication of ANSF whose biometrics match LTG Yarmand Cdr Flatt Request rec'd by Policy Directorate.
against a criminal database Lt McMillan
Network and Info Guidance for use of MoI ICT Network. Includes Col Sayghani Maj Weide Legal review 20110507
Assurance passwords, user agreement, consent to CJ6
monitoring.
National & Provides guidance on ministerial holidays Col Sayghani Afghan led Returned by MININT for minor changes 20110507
Religious
Holidays
“How to Deal with Guide for senior officers Col Sayghani Afghan led Working Group
Subordinates”

Intl Foreign Advertisement/vetting/selection for foreign Col Sayghani N/A Working Group Draft Complete. Waiting for 1390 Tashkil.
Edu & Training training & education.

POLICIES AWAITING APPROVAL POLICIES APPROVED/2011

1. Afghan Border Police Policy: Sent to MININT on 20110315 Medical Support / 201103
2. Security Protection of MoI Officials: Sent to MININT on 20110507
3. Uniforms: Sent to MININT on 20110507
DECREES APPROVED / 2011
None
Last Updated: 21 May 2011
UNCLASSIFIED//REL TO GIROA
POC: Mr. W. Lewis 237-0002 15
15
MDP Revision
– Purpose:
• Execute BASEORD guidance
• Gain Afghan buy-in
• Prioritize “must do” and “can not fail” tasks to provide basic ministerial and headquarters capability by 2014
• Lay the foundation for follow-on mission (long term change and modernization requirements)

– Objective: Assist MoI departmental and pillared police leadership and staff to develop their plans to attain basic self
sufficiency.

– Steps:
• Provide basic process improvement training for advisors and data requirements to feed assessment framework
• Review Inherent Law, NPS and NPP and identify specified and implied objectives
• Determine must do and can not fail objective and tasks
• Determine objectives and tasks that lay a foundation for follow-on mission, long-term change and modernization
• Identify and record functional support requirements and tasks
• Develop action plans for each task
• Develop in Dari – translate into English

– Restraint / Constraints:
• Time
• Participation
• Critical Thinking

– Linkages:
• BASEORD – DCOM-P and NTM-A timelines

Last Updated: 6 August 2011

POC: Mr. Kearley, 237-0121 16
Outcome Based Monitoring & Evaluation
– What: Outcome based monitoring and evaluation focuses on measuring results or impacts. Sets up a results chain that
links inputs, process, output, outcomes and impact.

– Why: Add outcome oriented analytical rigor to MoI Ministerial development toprovide confidence in capability milestone
ratings and track progress over time

– Proposed Method: Logical Framework (Logframe)

• Identify data sources – provides baseline data and helps to define problems
• Develop nested MOI Logframe - Overall and sub-frame for each MDP (impact, prioritized outcomes, inputs, outputs,
indicators, risks, assumptions)
• Populate a tracking tool to progress over time

– Recommended Participation:
• Overall Logframe Workgroup - ACG-PD Advisors, CJ 5, P5, selected MoI, EUPOL, CANADEM & DFID
• MDP subframe - ACG-PD Advisors and others as appropriate/desired

– Linkages:
• BASEORD Revision, MDP Revisions, NTM-A & IJC Assessments, IC assessment data

Time Line
MDP Revision
Training , NPS & NPP Review , ID assumptions, risks, inputs, outputs, outcomes indicators for subframes

Develop overall Logframe , set up tracking tool , prepare presentation format MDB Rollout
Assessment Framework Development

Augus September October November December

t

Last Updated: 6 August 2011

POC: Mr. Kearley, 237-0121 17
Advising

• What you do depends on what they need

• Advisor is not:
– Aide, Mailman, Supply Officer, Punching Bag
• Building relationships is important
• Develop systems, not personalities
• Reinforce – not circumvent – chain of
command and established processes
• Unity of Effort between advisors/partners
• Advisor education

UNCLASSIFIED//REL TO GIROA
18
Understand Your Area

• Know the responsibility and purpose of the advised

directorate and what functions are performed
• Determine what guidance is used in the office
– Are there any written instructions regulating how
these functions have to be performed?
– Is there a common/shared understanding how
these functions have to be performed?
• Understand the plan
– Read the required objectives and tasks to
progress capability
• Determine the people you will mentor and who else
is advising with you (contractor and military)
• Contact/coordinate with the Senior Advisor
UNCLASSIFIED//REL TO GIROA
19
Understand Your Professional Environment

• Low literacy in the field

• Lack of professionally trained officers
• Rigid / hierarchical decision process
• Tribal concerns
• Shura decision process
• Decree process
• Immature systems – informal master system
• Former communists / Mujahedeen / Taliban
• Russian system - initiative
• ISAF / NTM-A / MOI – varied speed of action
• Cultural norms – authority, chai, temper
• Pashtun wali

UNCLASSIFIED//REL TO GIROA
20
 Working with Interpreters

• Due to translation and new

concepts, expect conversation to
proceed at 25-33% of normal speed
– Plan meeting times accordingly

• Pre-brief the interpreter on topics;

the more the interpreter
understands, the better he will
translate
– Provide slide read-aheads

• Don’t allow your interpreter to take

control of the conversation and
leave you behind
– Establish expectations and get to
know one another

• Focus eye contact on person you’re

speaking with, not the interpreter
UNCLASSIFIED//REL TO GIROA
21
Summary

•Purpose

• Overarching Guidance
- System of Plans and Strategies
- MoI Policies
• Ministerial Development Cycle
- Assessments
• Advisor Lay-down and Guidance

UNCLASSIFIED//REL TO GIROA
22
Just when you think your on the in…

UNCLASSIFIED//REL TO GIROA
23
Back-up

24
UNCLASSIFIED//REL TO GIROA
24
Ministerial Capability Pentagon Explanation
The sections of the pentagon in the middle of the assessment slide should be colored in
in accordance with the CM rating scheme assessment for each area listed below:

Does the organization have the Does the organization have the
trained personnel necessary to necessary equipment and tools
accomplish its mission? to accomplish its mission?
Is the function trained to the Does the function have the
necessary levels as dictated in the necessary tools to accomplish its
MDP and overarching guidance? Equipment
mission? What equipment is
Train
Does the function have the basic outlined in the MDP for success?
level of training? Are objectives Equipment includes desks,
being accomplished in the MDP? computers, internet, etc.

Man Facilities
Is the organization manned to
accomplish its mission? Does the organization have the
What is the manning of function facilities in place to accomplish
compared to Tashkil authorization Self-Reliance/ its mission?
and requirements? Is it enough to Sustainment
effectively accomplish the mission?

Is the ministry capable of sustaining this

function without help from others? Are key
leaders taking the necessary actions and (M) Manning
publishing sufficient policy to ensure long term (E) Equipping
success of the staff and police pillars? Can the
MOI sustain the required level of manning, (T) Training
training, equipping, and facilities without help? (F) Facilities
Is the leadership developing and monitoring
performance standards? (S) Sustainment
(NTM-A/CSTC-A Transition Guidance)
Last Updated: 5 JAN 2011
UNCLASSIFIED//REL TO GIROA
POC: LT Cauthen 237-0002 25
 Scope and General Remarks

http://moinocsps01:81/sites/anp/departments/micc/default.aspx?RootFolder=%2fsites%2fanp%2fdepartments%2fmicc%2fMICC%20
Documents%2fMoI%20Advisor%20Laydown&FolderCTID=&View=%7b68824922%2d0420%2d4CE5%2dB9DE%2dF1E1F19B03
DF%7d

https://cstca.oneteam.centcom.mil/sites/dcgpd/Advisor%20Guidebook/Forms/AllItems.aspx

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 26
 Org-Chart

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 27
 Minister and Executives

POC: Capt. Marco De Martino, MICC Action Officer –

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 28
 Chief of Staff

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 29
 Deputy Minister for Strategy and Policy

POC: Capt. Marco De Martino, MICC Action Officer –

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 30
 Deputy Minister for Security Part I: Police Pillars

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 31
Deputy Minister for Security Part II: Plans, Ops, MCTF

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 32
Directorate of Intelligence
Director
of
Intelligence : US Military
5000 (9)
: Contractor
Chief of Staff Deputy
Measures of
Executive Director : LEGACY
Effectiveness
Office 5020 (7)
5010
5010 (13)
: Other US Government
Mitchell

Legal Nat’l Intel SAG

Advisor 5040 (3)
5000 (2)

NTEC Intelligence Afghan Personnel

Investigations Support Training
5600 (17) Operational Analysis Security
5100 (3) 5200 (2) Management
Intelligence 5400 (6) Service
5500 (5)
5300 (4) 5030 (83)
Roman
Finance Busby Kenoyer
5210 (6) Afghan Operational Reports
Operational Intelligence and NPCC Watch
CI Intelligence
Investigations Zone 606 Dissemination 5410 (4)
Media OPS Operations 5310 (8) 5320 5370 (7) Compliance
and Operations Officer
5610 (4) 5650 (68) 5110 (25) Personnel
5220 (17) 5510 (1)
Operational Operational Statistical
Source
Paul Intelligence Intelligence Analysis and
Registration Doctrine,
Zone 101 Zone 707 Fusion
Targeting NTEC Analysis Stanley 5380 (4) Policy, and
5320 5320 5420 (12)
5620 (37) 5660 (32) Procedures
DI Facility 5520 (1)
Operational
Security ANCOP CRIMINT
Intelligence CM/D
5120 (58) Communication Support Section 5430 (27)
Zone 202 5330 (9) University
5230 (10) 5391 (57)
Investigations 5320 Accreditation
Surveillance
5670 (12) Criminal 5530 (1)
5630 (108)
Investigations Operational Informant
5130 (5) vacant ABP DOMEX
Technical Intelligence Recruiting Negron
Surveillance NTEC Comms Zone 303 Management
Support Section 5440 (5) Other Mentored
5392 (41)
Support 5680(6) 5320 5340 (5) Organizations
TBD
5640 (4) Maintenance Mobile
and Logistics Operational Training
5240 (41) Requirements Kabul Security BDE OSINT
Intelligence Teams Kabul
Management Support Section 5450 (2)
GDPSU Zone 404 5540 (12) Surveillance
Security 5350 (8) 5393 (8)
Support Section Bothwell 5320 System (KSS)
Investigations
5690 (40) Course
5140 (6)
Operational MOI
vacant Design and
HUMINT
Intelligence Support Section Curriculum Kabul City
Operations
Polygraphs Medical Zone 505 5394 (36) 5550 (11) Police Center
5360 (6)
5150 (6) 5250 (4) 5320 (KCPC)
Collier

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 33
 Deputy Minister for Administration

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 34
 Deputy Minister for Support

POC: Capt. Marco De Martino, MICC Action Officer –

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 35
 Logistics

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 36
 ANP Training General Command

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 37
 Surgeon General

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 38
 Deputy Minister for Counternarcotics

POC: Capt. Marco De Martino, MICC Action Officer

070 224 5153 Last Updated: 6 August 2011
UNCLASSIFIED//REL TO NATO/ISAF 39