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NEWS FROM THE FRONT

 October 2018

The 404th Civil Affairs Battalion

Counter Illicit Trafficking Training in Tanzania

(CJTF-HOA’S Component Support Plans (CSP) In Support of the Tanzanian Wildlife Authority)

Contributing Authors LTC Stefan Adamcik, CA Battalion Commander; MAJ Marc A. Lavoie, Company 

Commander; SGT Christopher M. Chicoine, Trainer; CPT Charles L. Reedy, CA BN CIM OIC; e-mail 

communication with and MISSION REPORT: CIT Training Rotation 18-03 from Major Kevin Jusza, CA 

Training Team Leader. CIM Cell and Way Ahead portion of the paper contributed by CPT Charles L. 

Reedy, CA BN CIM OIC.

Information consolidated and edited by LTC Julia M. Debold and Mr. Rick Averna

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INTRODUCTION. One of the missions of the 404th Civil Affairs Battalion (CA BN) of the 

Combined Joint Task Force-Horn of Africa (CJTF-HOA) is to conduct Counter Illicit 

Trafficking (CIT) training in Tanzania; it is one of their enduring and perhaps more interesting 

missions in Africa. Aside from the pure training aspect of it, the mission demonstrates suitable 

nesting with lines of effort (LOE) of the CJTF-HOA Campaign Support Plan (CSP), the benefits 

of multiagency contribution, specific properties associated with greater success in Building 

Partner Capabilities/Capacity (BPC) and finally the importance of using the CA BN’s Civil 

Information Management (CIM) cell to analyze information for situational awareness and to 

establish an assessments program to evaluate effectiveness in order to modify courses of action 

as needed.

The journey begins with a flight to 

Dar es Salaam, Tanzania, where the 

CA team members prepare for their 

three day journey west to the 

Ngwala Game Post, Lukwati/Piti 

Game Reserve. They rent safari 

vehicles, hire local drivers, and 

purchase enough supplies, gear, 

food and water to sustain them for 

the 21 days in the bush. The first 

two days of travel are along paved 

roads traversing lowlands, past 

stunning views of the Eastern Arc 

Mountain ranges and vast expanses 

of game parks. The third day is off 

road, described as “really in the 

bush” where travel is slow and 

arduous, yet adventurous. Upon 

arrival, the trainers set up camp at 

the game post, living in tents and 

using individual solar panels for 

power. Cooks from the nearby 

Ngwala village come and prepare local cuisine and in the evenings trainers spend time discussing 

events of the day while sitting around a fire. Outside of training, these moments offer occasion to 

socially interact with the indigenous population, to experience local culture in such a remote 

place and to form bonds that otherwise would not have been possible.1

Military members frequently find themselves during deployments measuring mission success by 

terrain owned and enemy killed. When missions present themselves where achievement can be 

measured in lives and animals saved, these are eagerly welcomed. One of these opportunities is 

the CIT training the CJTF-HOA CA BN conducts with the Tanzania Wildlife Authority 

 

1 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer ;Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.
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(TAWA) in Tanzania. Admittedly there are other subtleties related to desired outcomes of this 

training, however at the end of the day, “it just feels different than other deployments we have 

been on. We are in a positive place, working with good people, to make the world a better 

place.2”

TAWA is a sovereign public organization established by the Wildlife Conservation 

Establishment Order 2014 under the Ministry of Natural Resources and Tourism. The institution 

began operations in 2015 to augment other state wildlife conservation efforts. Tanzania ranks 

among the world’s top countries in protection of wildlife habitat with over one third of the total 

land base area declared as protected; TAWA is responsible for nearly 79% of this protected area. 

Their mission statement is to conserve and sustainably utilize wildlife resources and there are 

four sub-missions to this overarching goal. One of these sub-missions is Wildlife Protection

encompassing emphasis on law enforcement at entry and exit points, anti-poaching patrols, 

problem animal control and investigation and prosecution. TAWA collaborates with local 

communities and other national and international stakeholders for assistance, to include the 

Department of State (DoS) and Department of Defense (DoD) resources, particularly when 

addressing this subset.3 

BACKGROUND. The United States (US) military has been participating in CIT training in 

Tanzania since the dawn of TAWA and the program has been evolving since. Members of the 

US Marine Corps (USMC), followed by Special Forces (SF) were the early trainers focusing 

primarily on infantry skills. TAWA then expressed a desire to expand their competencies to 

include other disciplines such as medical, law enforcement and crime scene analysis. Active duty 

CA members subsequently became the trainers and finally the reserve CA. The civilian skill sets 

of the reserve CA BN soldiers, such as police officers, medics, crime scene investigators offered 

a wider scope of expertise, and they were able to fill some training gaps with a more robust 

training program. Since 2016, the CJTF-HOA CA BN has been managing this training, typically 

providing three 21 day iterations a year, usually averaging 21- 24 rangers per class from different 

game reserves.4 The program is governed by DoS’ African Contingency Operations Training and 

Assistance (ACOTA) Security Assistance Title 22 authority. 

PROGRAM DESCRIPTION. The most recent training team from the 404th CA BN fell in on an 

already established Program of Instruction (POI) which they continued to use as a rough 

structure. The baseline POI answered the initial needs of the TAWA, but it is a living product 

and is continuously modified to best suit the trainers and trainees’ skills and knowledge, and in 

keeping with any TAWA requests. The current POI includes Physical Fitness Training, Drill and 

Ceremony, Crime Scene Investigation, Air and Ground Surveillance, Apprehension Skills, Field 

Tactics, Mission Planning, Weapons Training, Human Rights, Ethics and Use of Force, 

Information Collection and Reporting, Land Navigation and Medical Skills. Instruction is both 

classroom and practical exercises (PE). 

 

2

IBID.

3 Tanzania Wildlife Authority. http://tawa.go.tz (accessed July 11, 2018).

4 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.
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The training of TAWA rangers is an intra-agency, multi-organizational venture. TAWA staff 

provides host nation (HN) instructors directly to the CA class training. Members of the US Fish 

and Wildlife Service (USFWS) assigned to the US Embassy in Tanzania, assists the CA team in 

teaching poacher crime scene processing and investigation, as well as coordinating with other 

wildlife conservation engagements. There are numerous interested Non-Governmental 

Organizations (NGO) in the region; the World Conservation Society (WCS) is the most local to 

the CA training area. For instance many of the rangers receive wildlife conservation training 

through such organizations as WCS prior to attending the CA instruction. Other examples 

include the joint effort between WCS and US Embassy staff, surveying for improved relay 

stations to offset difficulties TAWA rangers experience with their line of site communication 

systems when operating in hilly terrain. WCS additionally supports TAWA with aircraft for airto-ground surveillance operations, providing the airplane, pilot and host nation co-pilot who 

handles the radio and speaks with range control on the ground. In addition to training TAWA 

rangers, other multi-national conservation partners support TAWA with infrastructure 

development, equipment and gear, and community education.5 

GAPS. Following several iterations of instruction, trainers have noted some shortfalls in 

capabilities and have identified them to US Embassy and TAWA representatives to consider 

modifying the current curriculum. There are shortcomings mentioned in other contexts in this 

paper, however the more prominent gaps in training and operations are highlighted below.

SUSTAINABILITY. A majority of the CIT training is conducted by non-PN entities and 

currently there is not a prospective agenda for a train-the-trainer program, which is imperative 

for long term sustainability. The CA instructors have been building a dossier of individuals from 

their classes based on language proficiency, interactions, written and practical exams, who they 

perceive will be capable of becoming instructors. Some of those identified have become 

assistants and class demonstrators. CA team leaders identified this shortfall to the Embassy’s 

Office of Security Cooperation (OSC) and TAWA officials are aware of the recommendation, 

however deliberate planning for a train-the-trainer program has not yet been initiated.6

NEED FOR OFFICER / STRATEGIC LEVEL TRAINING. The CA trainers have observed 

there is a distinct separation between TAWA officers and enlisted, both societal and geographic; 

they generally do not closely interact or train together. LTC Adamcik, the CA BN CDR, 

believes, the disparity between the enlisted and officer training and lack of direct collaboration 

between the two entities have highlighted the need for a dual-tract and/or strategic level program. 

In their highly structured society officers do not accept counsel or instruction from NCOs. As a 

result, a majority of the CIT training occurs at a tactical level with those on the ground, the 

enlisted/rangers/wardens who tend to deploy to the more remote operational outposts. The 

officers are located separately, principally at the TAWA staff headquarters and sometimes at 

larger satellite posts. The dissimilarity in training and geographical separation not only leads to a 

 

5 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

6 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.
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deficit in the officers’ knowledge and skills, but also impacts on their ability to influence and 

direct tactical operations from a strategic perspective.7 

Strengthening strategic capability could advance TAWA operations on several fronts. A strategic

level involvement for example may benefit the criminal prosecution process by engaging officers 

in the evidence collection and analysis phases and ensuring an officer is available at trial to 

knowledgeably speak to the state’s case. Critical tasks such as tracking trespasser locations, 

analyzing crime reporting and statistics, tracking numbers and locations of injuries by wildlife 

and animal type, and medical event mapping to assist in medical evacuation planning are 

currently taught to the enlisted, because these topics are significant to the TAWA mission. 

However, it would be more valuable if TAWA instituted such tracking and coordinated efforts at 

a HQ Operations Center. Furthermore, it would be more appropriate and possibly better received 

and implemented if the instructors were able to include this training at a strategic level with the 

officers, rather than solely with the enlisted. Since this class separation in particular is entrenched 

in the PN’s society, it may not be the US trainers’ business to direct combined training. 

However, the gap has been identified and there is a proposal to conduct a five to seven day 

strategic level program for officers only. The CA Officer-In-Charge (OIC) presented the 

proposed POI to US Embassy and TAWA officials, however it still requires Embassy approval 

and TAWA buy-in.8 

LOGISTICS. There is currently an issue identified with the supply system within TAWA. 

Although this is not necessarily a direct training gap, the results of inadequate inventory and 

accountability affect training and operations. US training teams at the end of a cycle sign over to 

TAWA the training equipment they used, e.g. Garmin GPS devices, digital cameras, binoculars 

to name just a few. Additionally, the USFWS provides tactical crime scene kits. The equipment 

is not properly inventoried or accounted for, so frequently rangers will conduct patrols without 

medical supplies, crime scene cameras or evidence collection materials. Without mapping or 

navigation capabilities available to them for operational use, it makes it nearly impossible to 

conduct any level of crime mapping, perform information directed patrolling, develop any level 

of intelligence collection and analysis or to develop any level of common operating picture. It 

would be reasonable to assimilate a centralized supply management system into TAWA HQ’s 

realm of responsibility, and incorporate this into the strategic level training for officers and 

policy-makers.9

 

7

IBID.

8 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

9

Jusza, Kevin, MAJ, Team Leader. “Mission Report CIT Training Rotation 18-03”, July 11-29, 2018, 17.
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BEST PRACTICES.

ALIGN TRAINING WITH PARTNER’S INTERESTS.

The CIT training program illustrates the benefits of utilizing local personnel to train, to bring 

different perspectives to the curriculum, but also to fulfill the requests of the host nation. TAWA 

considers drill and ceremony (D&C) an integral part of their training and a means to instill pride 

and discipline, therefore this was included into the training schedule per TAWA’s request. The 

PN military as well as TAWA conducts D&C by the British model so rather than shift a deeprooted custom in order to train to US standards, one of TAWA’s own leads the training, which is 

most appropriate for the PN.10 

TAWA identified medical and crime scene investigative (CSI) skills as two major deficient areas 

and wanted training focused to these two topics. The POI was therefore modified to 

accommodate this request. Currently medical and CSI blocks of instruction are the lengthiest to 

allow enough time to incorporate the complexities of these topics.11 

The core of the medical instruction covers administering self and buddy-aid for potential jobrelated injuries, and per the CA medical trainer, thankfully there have been very few of these 

‘combat related’ injuries thus far. However, in this environment medical responsibilities entail 

much more and this was considered in the medical POI.12 TAWA believes conservation of 

wildlife should benefit communities and appropriate programs should strive to mitigate harm or 

injury by problem animals. An essential component of the TAWA’s civic mission is not only to 

educate local populations but to respond to villagers when harm has occurred.13 Accordingly CA 

medical training also gears training towards animal-related injuries so that rangers can respond to 

medical incidents in local villages and treat and/or stabilize for transport.

Crime scene processing is another critical skill TAWA asked the CA trainers to assist in 

developing, so the training team developed an extensive instruction program to further the 

rangers’ understanding of not only the physical arrest at a crime scene but how to collect 

evidence, what to do with the information and evidence collected, and how to generate reports. 

It is one thing to detain and remove a suspected poacher from the reserve, it is another to 

successfully convict, as evidenced by the conviction rate of <10%. Rangers do not have arrest 

authority, they have detention authority. Once a poacher is detained, the rangers turn the suspect 

over to the police with the evidence packet. It is essential the evidence packets they build are 

flawless and transparent since the detaining rangers do not attend the court sessions. As this 

most important module of instruction for TAWA develops, standardizing required forms and 

 

10 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander,;Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

11 IBID.

12 IBID.

13 Tanzania Wildlife Authority. http://tawa.go.tz (accessed July 11, 2018).
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processes for information collection throughout TAWA would be beneficial, and again more 

suited to TAWA leadership and decision-makers.14

Training with and conducting land navigation with GPS devices has been well accepted and 

TAWA and U.S. trainers recommend it remain an integral component of the land navigation 

instruction. Land navigation training begins with the basics, utilizing maps, protractors and 

compasses to initially build upon the PN’s baseline capabilities. Once the essentials are taught 

and tested, the trainers supplement the navigational basic skills with GPS training. GPS training 

is conducted in groups rather than individually so that those who are not tech savvy can pair with 

and learn from those more technologically capable. This builds a stronger team understanding 

and has been successful in teaching the students a new concept and how to effectively apply it. 

CA instructors noted there is a constant struggle, even for the US personnel, to acquire maps of 

the areas in which TAWA rangers operate. There are maps to use for exercising map plotting and 

compass methods, however not enough to cover continuous operations in multiple locations, 

hence the importance of the GPS. Trainers and TAWA agree using GPS’ will strengthen 

operations long term, particularly in criminal activity tracking, medical situations and building 

evidence packets. There are a limited number of GPS’ available for sign out by the rangers at 

some of the outposts; they are treated as a sensitive item, like a weapon. The CA BN has 

provided some funding for additional GPS’ and they strongly recommend additional funding and 

continued education to ensure widespread availability and an enduring capability, especially in 

the role of crime mapping (discussed in GAPS).15 

Nonetheless, there are certain circumstances where “our way” is emphasized as the action of 

choice, and when presented diplomatically students can be receptive to the idea. For example, 

during medical training there were students who wanted to resort to their deep-rooted practices. 

The training team did not admonish the practices. Instead, they taught and encouraged alternate 

means of treatment, while simultaneously respecting the PN’s ideas and incorporating them into 

the treatment process as a calming mechanism rather than a stand-alone treatment.16 The CA 

instructors also spent a day discussing medical and law enforcement ethics. Per one of the 

instructors, “they were surprised when we brought up the fact that as a US police officer, we are 

required to render medical care to an injured suspect.” The concept taught was certainly adapted 

from the US Police force model and not from a host nation model, but there are times when the 

opportunity to ‘plant the seed’ should be taken.17 

 

14 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

15 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

16 Jusza, Kevin, MAJ, Team Leader. “Mission Report CIT Training Rotation 18-03”, July 11-29, 2018, 10.

17 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.
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ALIGN WITH PARTNER’S BASELINE CAPABILITIES AND CAPACITY.

The CA medics conducting training this past year fell onto a medical POI, which was basically a 

Combat Lifesaving Course (CLS). The medics recognized the shortcomings of organic medical 

equipment available to the rangers, such as Needle Chest Decompression (NCD) kits, combat 

gauze or CAT tourniquets, understood the difference in rapid response time capabilities between 

US standards and PN standards, and adjusted the class accordingly. The team took the more 

appropriate portions of CLS, parts of the M.A.R.C.H. (M - massive hemorrhage, A – airway, R –

respiratory, C – circulation, H – hypothermia) algorithm from Tactical Combat Casualty Care 

(TCCC), selections from Wilderness First Aid learned on the civilian side and shaped a new 

medical model more suitable to the PN’s capabilities. The CA medics did demonstrate to the 

rangers their equipment for reference purposes, for example CAT tourniquets, but then also 

demonstrated how a stick and cloth can get the same results.18

The crime scene processing block of instruction is another example of the importance of 

understanding the audience. USFWS assisted in teaching this class. They donated some 

wonderful gear to the TAWA, but unless the same equipment is continually donated, maintained 

and accounted for, it cannot be sustainable for use long term. During the classroom portion, 

topics such as DNA analysis and other similar complex topics were taught and it was difficult to 

teach at an appropriate level for the rangers. However, during the practical exercise, the USFWS 

and CA team members were able to break it down into more simple terms and during the mock 

scenarios, crime scenes were actually laid out where the rangers could process them step by step, 

and the instructors were better able to get their points across.19 

In all blocks of instruction, the teaching team agreed it is paramount to use audio-visuals and 

pictures during the classroom portions and to reinforce classroom lessons with hands-on 

demonstrations and practical exercises. Listening to the spoken word and then physically seeing 

and touching seemed to bring the entire concept together very nicely, especially with the medical 

and crime scene processing modules.20

 

18 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

19 IBID.

20 IBID.
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OTHER BEST PRACTICES. 

The current training team had the luxury of owning a small drone to use as a training aid during 

the air-to- ground surveillance instruction and this piqued the interest of the students and 

enhanced the practical exercise portion. Future teams may not have a drone at their disposal and 

while the team can still conduct training, it will be limited in scale and scope. The CA trainers 

have recommended WCS become the proponent for this training module, since they own the 

aircraft supporting TAWA operations.21

The CA training team recommends increased use of other agency instructors. Per the training 

team leader, the continued use of USFWS crime scene instructors is a necessary step in 

advancing CIT training, with perhaps some adjustments for audience level of expertise. It would 

also be beneficial to bring in additional agencies to instruct as an enduring mission. This would 

further enhance cooperation between multiple organizations with the same interests, would allow 

the CA element to gradually transition from training execution to training management and 

coordination and could provide CA an opportunity to focus on teaching TAWA leadership and 

developing capacity building at a strategic level.22

There was testing after each module of training to ensure initial and short-term comprehension; 

at the culmination of training, there were final practical exercises and written tests incorporating 

all of the modules. Although testing can be stressful, the training team strongly supports 

continuation of this practice, in order to check for initial and short-term proficiency. Post-testing 

by TAWA would be required to confirm longer-term retention.

WHY THIS TRAINING. 

Despite continuing 

changes to the CJTF-HOA 

CSP, maintaining 

influence and enhancing 

partner capabilities have 

been a mainstay 

throughout the CSP 

revisions. The CIT 

training promotes LOE 1 –

Maintain Influence 

through military 

engagements, seek to

expose, counter and 

constrain malign 

influence, and remain a 

preferred security partner; 

 

21 Jusza, Kevin, MAJ, Team Leader. “Mission Report CIT Training Rotation 18-03”, July 11-29, 2018, 35.

22 IBID, 38.
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and to a greater degree LOE 2 - Enhance Partner Capability through support to the 

embassies/OSC’s, cooperation in training and unity of effort with other USG agencies and 

NGOs.

LOE 1. The training program and what it hopes to accomplish demonstrates an alignment of 

security interests between Tanzania and the US, and through information sharing can aid in 

exposing malign influence and activities. Illegal wildlife trafficking is no longer just a 

conservation problem, it is now estimated to generate more than $10 billion USD annually and is 

closely connected to organized crime, drug trafficking and terrorism. Illicit wildlife trade has 

fueled poaching of some of Africa’s most iconic species, robbed communities of revenue, 

endangered citizens’ lives and has financed some of Africa’s most brutal terrorist groups.23 

Legally, this CIT training is a mil–civ program, but functionally it is mil-mil. The TAWA is a 

paramilitary organization and in addition to their wildlife conservation activities, they serve as an 

adjunct to national and border security. Networks and pathways used to smuggle poached goods 

are often used for moving weapons, narcotics for funding terrorist activities and even human 

trafficking.24 If any potentially related activity is observed during training, it would be reported 

to the CA’s Civil Information Management (CIM) Cell for analysis and further dissemination to 

J2. Subsequently through the CIT training, the CA trainers and CJTF-HOA strive to strengthen 

Tanzanian law enforcement efforts to curtail such malign activity and engage with partners and 

policy makers to ensure broad support in combating these related issues.25

LOE 2. BPC is a principal effort of DoD activities overseas, as it is for CJTF-HOA in support of 

the CSP. As available funding for these endeavors varies depending on fiscal availability, it is 

vital to understand what approaches to BPC are most apt to lead to success. The RAND 

Corporation conducted research for the DoD to answer the question “what can history of US 

BPC efforts tell us about which approaches to capacity building are likely to be more or less 

effective under different circumstances?”26 And the following is a summary of the results: “if 

BPC is consistently funded and delivered, supported and sustained, well matched to partner 

capabilities and interests, and shared with a partner that supports the effort and is healthy 

economically and in terms of governance, prospects for effective BPC are very good.

27” Some of 

the topics already discussed above illustrate how the CIT program meets some of those criteria. 

Consistently funded and delivered: The program has been enduring since 2015 and is expanding. 

Uganda, through the US Embassy/OSC has now requested a similar CIT training package in 

their country. This training program will involve infantry soldiers from the CJTF-HOA Task 

 

23 Reedy, Charles L., CPT, “Assessment of Counter Illicit Training in Tanzania Challenges of T.A.W.A.”, July 

24, 2018.

24 Adamcik, Stefan E., LTC, CA BN Commander; Christopher M. Chicoine, SGT, Medic Trainer; Marc A. 

Lavoie, MAJ, CA BN Company Commander; Charles L. Reedy, CPT, CIM OIC. “CIT Training in Tanzania”. Interview 

with Julia M. Debold, LTC. Personal Interview, Djibouti, July 7, 2018.

25 Reedy, Charles L., CPT, “Assessment of Counter Illicit Training in Tanzania Challenges of T.A.W.A.”, July 

24, 2018.

26 Christopher, Paul, Colin P. Clarke; Beth Grill, Stephanie Young; Jennifer D.P. Moroney; Joe Hogler, 

Christine Leah; “What Works Best When Building Partner Capacity and Under What Circumstances”: RAND 

National Defense Research Institute (2013): xiii.

27 IBID, xviii. 
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Force Alamo as well as SOF. Well matched to partner capabilities and interests: The ongoing 

program curriculum is continuously modified to make allowances for TAWA input, to better 

align as students’ capabilities and capacities change and so that it is conducted to meet the PN’s 

interests as closely as possible. 

Shared with a partner that supports the effort. Thus far, weapons training has not included a livefire range. The criteria to conduct live-fire training was provided to TAWA and included having 

an aircraft available (from WCS) and developing the unusable nearby airstrip. During the most 

recent training iteration, the training team inspected the Ngwala airstrip and noted the airstrip 

was cleared, marked and appears ready to accept small aircraft. This is an example of a partner 

investing its own resources to support the training effort and confirms an ongoing commitment 

from TAWA.28 

This mission additionally supports SDO/DATT/OSC objectives and is a good example of the 

need to build multi-organizational cohesion. Tackling the multibillion-dollar illegal wildlife trade 

and its associated malign activities requires interagency cooperation within government, NGOs, 

law enforcement, legislation and educational departments, as well as the private sector, 

communities and local citizenry.29 A final note, although CA has no influence on governance, of 

note per the Ibrahim Index of African Governance 2016 (latest data available) Tanzania is above 

the African average governance index and holds the third highest index out of the East African 

countries (higher is better). 

CIVIL INFORMATION MANAGEMENT (CIM) Cell and ASSESSMENTS. 

 “However beautiful the strategy, you should occasionally look at the results.” 30

 

Assessments should be conducted at all levels of operation and training, whether it is at a JTF 

level to evaluate achievement of intermediate objectives of a campaign plan or at unit level to 

examine the effectiveness of a specific training program. Assessments in any circumstance, are 

intended to make operations and training more effective by determining progress, and identifying 

opportunities to correct, readjust and refine planning and execution if needed.31 The CIM Cell is 

the epicenter for the CA operational assessments process. 

Doctrinally, assessments is an integral part of the CIM six-step process - Plan, Collect, 

Consolidate, Analyze, Produce and Share. The assessments practice begins in the Plan phase 

with the development of measures of effectiveness (MOE) and measures of performance (MOP) 

 

28 Jusza, Kevin, MAJ, Team Leader. “Mission Report CIT Training Rotation 18-03”, July 11-29, 2018, 12.

29 Reedy, Charles L., CPT, “Assessment of Counter Illicit Training in Tanzania Challenges of T.A.W.A.”, July 

24, 2018.

30 Joint Chiefs of Staff, Joint Publication (JP) 3-57, Joint Operations, (Washington, DC: Government Print 

Office, 16 Jun 2017); VI-I.

31 IBID, VI-I.
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integrated into a collection plan, continues through the Collect phase with identifying data 

trends, and subsequently in the Analyze phase, evaluating those trends for future operations. 32 

CIM Cell analysts provided the following information discussing lessons identified, current unitlevel assessment practices, and recommendations that could further develop assessments for the CIT 

Training program.

ISSUE. There is a lack of raw data collection and difficulty obtaining data that has been 

collected. This issue is a major deterrent to conducting in-depth analysis. Analysts cited the

following as reasons for these difficulties:

• Data is maintained by multiple sources and is not consolidated into one database. This 

limits analysts’ ability to efficiently cross reference data entries.

• There is minimal data collected on training and when recorded, many fields are limited to 

who, what, when and where. Even within the CA BN CIT Training program, data 

collection and analysis is sporadic, depending on the CA unit on ground. The previous CA 

BN did not collect and analyze any training programs, therefore it is challenging to 

identify and analyze trends beyond what is compiled by the current BN. 

• There are obstacles to data sharing. Some sources are unwilling to share their data even if 

there are no classification issues. Data is sometimes over classified limiting ability to share 

or release to those that require it for their analysis, to include our military coalition partners. 

Evaluating change requires a starting point or baseline measurement, otherwise it is impossible 

to evaluate change and to determine whether an activity has a desired effect. As a result of lack 

of a data pool, continuity and consistency of data collection for the CIT Training program, the 

CA BN is still in the process of establishing an applicable baseline measurement.33

ISSUE. Establishing specific metrics for measuring effects of training is challenging and therefore 

long term execution of assessments towards a particular set of metrics has been minimal. In the 

past and even still today, we tend to use MOPs, such as the number of schools and clinics we 

built, or the number of soldiers we trained as the assessment score for training missions, but in 

truth output does not necessarily measure achievement or effectiveness. CIM Cell analysts 

understand the need to create MOEs for this purpose and agreed that a non-kinetic environment 

does not always lend itself to uniform or quantifiable MOEs. Additionally operations assessment 

in this type environment often relies on non-military factors and factors outside the unit’s direct 

control.34

 

32 Joint Chiefs of Staff, Joint Publication (JP) 3-57, Civil-Military Operations, (Washington, DC: Government 

Print Office, 9 Jul 2018); C6-C8.

33 Christopher, Paul, Jessica Yeats, Colin P. Clarke, Miriam Matthews, Lauren Skrabala, “Assessing and 

Evaluating Department of Defense Efforts to Inform, Influence, and Persuade, Handbook for Practitioners”: RAND 

National Defense Research Institute (2015): xii.

34 Joint Chiefs of Staff, Joint Publication (JP) 3-57, Civil-Military Operations, (Washington, DC: Government 

Print Office, 9 Jul 2018); D-5.
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RECOMMENDATION. 

• Efforts should be continued to standardize database management. As efforts prove 

themselves to correct the aforementioned difficulties associated with data, they should be 

documented into the CA annex of the OPORD so that it becomes an enduring process. 

• Every analyst must take an active role in correcting any issues with database management

and should consider this role as part of an ongoing effort. Analysts must also understand

and communicate the sources of data, the limitations on the analysis based on the sources,

and possible lack of completeness of that source.

• The assessments process of the CIT training must continue to be developed and 

incorporated into a standard operation so as different CA BNs rotate in and out, the 

process remains in place. First, a set of measurable effects must be established in 

conjunction with the Influence Working Group, indicators coordinated with J5 

Assessments and then data collection must occur on a consistent basis, otherwise a true 

assessment of the effectiveness of this training program will be difficult to attain.

CURRENT AND PROPOSED ANALYSIS OF TRAINING. 

As previously mentioned, it can be very challenging to design MOEs for training programs so we 

often resort to either ignoring assessments or using output and performance measures to 

accommodate for this shortcoming. Consequently, there has been no lasting effort to assess the 

effectiveness of the CIT training in Tanzania. The current CA BN has recognized this deficiency 

and the CIM Cell has been developing a unit-level assessment plan. It currently consists 

primarily of measuring output and performance but the data can assist in establishing a baseline 

measurement.

The CIM Cell analysts propose using the following Four Pillars Model to evaluate the training 

program, taken from the Kirkpatrick Four Level Evaluation Model. This model was developed 

by Donald Kirkpatrick in the late 1950s and is the most well-known and most frequently used 

model for measuring the effectiveness of training programs.35

 

35 Return on Investment for Training, https://www.business-case-analysis.com/return-on-investment-ROIfor -training.html. (accessed August 18, 2018).
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By using the four pillars to evaluate training, a simple formula can be developed as depicted in 

the chart below. Each score is calculated against a pre-determined weight for each pillar to 

determine a total score. 

Presently, two pillars are collected against – Learning and some aspects of Application.

Participation and Feedback. It is important to measure participation, reaction and feedback, 

because it helps you understand how well the training was received by the students. This 

information helps identify means to improve the curriculum for future trainees, to include 

determining important areas or topics that are missing from the current training. Surveys should 

be conducted at the student and command level during each rotation to determine gaps in 

training and execution in the field. Surveys should be taken two to three hours prior to the last 

examination so that responses are not rushed. Some questions to consider when identifying how 

we can survey (measure reaction) are:

• Did the trainees feel that the training was worth their time?

• Did they think that it was successful?

• Did the training meet their expectations and training needs?

• What were the biggest strengths of the training, the biggest weaknesses?

• Did they like the venue and presentation style?

• Did the training session accommodate their personal learning styles?

Surveys should also be taken from prior students to assess the strength of the course and its 

application in the field. 

Learning. Testing and then assessment of the testing results is vital in that it lets you know what 

your trainees are learning and what they are not comprehending, which will help improve future 

training. Currently pre-and post-course tests are given, however a second post-course exam for 

longer term retention is not done. 

• Pre-course testing should be conducted at least one week before the first training day.

• Post-course exam, on the day after the final training day.

• Scores from these pre- and post-course exams are compared to measure learning.

• A second post-course exam, completed in the fifth week after the final training.

Pillars Weight(W)

Test and 

PE 

Score(S)

W(x)S

Participation/Feedback 10%

Learning 5%

Application 25%

Impact 25%

Total 100%
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CIM analysts track pre- and post-course test scores and if there is a variance greater than a set 

two point deviation or scores dip below the lower control limit, then they would discuss findings 

with the trainer to determine possible causes and corrections.

 

 x axis – over time (21 day class) 

 y axis – number of test questions answered correctly.

 By calculating a lower control limit the analysis of the control chart indicates that the process is currently 

 under control (i.e., is stable, with variation only coming from sources common to the process), at this time no

 corrections or changes to process/ or testing should occur.

Application. This pillar is used to evaluate how the students’ behavior has changed as a result of 

training and how the trainees “apply” their new knowledge and skills on the job. It is important 

to determine why the students may not be learning and then proceed with creating the right 

environment for students to apply their learning. The CIM Cell has limited data at this time to 

ascertain application. There are students in the class who have received prior training from the 

US and from other agencies. The analysts do look at test scores and previous training experience 

for any correlation. Evaluating behavioral change, relevance and sustainability of change cannot 

be done in a snapshot and requires continual monitoring over a period of time, so at this time it 

may be difficult to establish significance of these findings.

0

5

10

15

20

25

CLASS MONITORING SYSTEM 

for CIT Classes 1-3

Class I Class II Class III

Medical Test 88% first time Go’s

CSI 92% first time Go’s

Land Navigation 100% first time Go’s

Medical P/E 88% first time Go’s 

Patrol P/E 70.9% first time Go’s

Wpns P/E 88% first time Go’s

CSI P/E 100% first time Go’s

- 3 other Rangers received various 

training and 2 of the them 

received first time Go’s

- The only failure was weapons 

PE.

- 11 of the 13 rangers from the RRT/ 

specialized unit had first time Go’s. 

This demonstrates their advanced 

training over the other rangers.

- 6 of the 7 rangers that were 

previously trained by the US Army 

in 2017 and 2016 received first time 

Go’s.
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Impact. This pillar examines the degree to which operations have improved as a result of job 

performance following the training. Developing information requirements is critical for 

evaluating the effectiveness of the training received. Below are examples of types of

information requirements that could help provide metrics for impact analysis. Some 

information requirements may be important only during certain times as needs change

depending on operational environment.

• Number of successful anti-poaching operations and specific reasons for success (e.g.,

were skills taught in class used for operations planning and execution).

• Types of interventions at operational and administrative level that will best deter future 

poaching activities in the region. Number of times interventions have been deployed 

over specific time related to decrease in number of poaching activities.

• Current Ranger Station locations and number of poaching activities in the Reserve. 

Correlation between station location and poaching activity. 

(Note: There is also a variant of this four pillar model, Kirkpatrick/Phillips Five Level Education Model, where the fifth pillar 

scrutinizes return of investment in terms of dollars. Although the fifth pillar is important, it is not relevant at the CA BN 

training level).

The success of evaluating these pillars, particularly Application and Impact, is incumbent upon 

participation by all involved parties, not just CJTF-HOA. 

WAY AHEAD.

In terms of training programs, the CIT program is a relatively young program, especially for the 

CJTF-HOA CA BN, which has been supporting the DoS training requirement only since 2016. 

Even so, the CA trainers and CIM Cell analysts over the past nine months, have identified 

adjustments to the program they feel would further advance the program and benefit TAWA. 

These mainly concern recommendations to expanding the roles of other non-military 

contributors into the training curriculum and the necessity for designing a workable assessment 

plan.

The training POI should no longer be the sole responsibility of the CA BN, however the BN 

would remain closely tied to the program through a coordination and management role. 

Committed instructors from other agencies, to include TAWA, would allow the CA personnel 

to focus on critical strategic level tasks, training, and assessments, which presently are 

inadequate. It would provide opportunity to explore, with DoS and TAWA support, such 

concepts as a coordinated national and regional approach to criminal justice education and 

processes, and to providing a legal framework in order to improve arrest and conviction rates. 

Neighboring countries of Uganda and Kenya also have wildlife conservation programs and 

Kenya owns a facility with superior evidence analysis capability. There is great potential for a 

unified effort in pursuance of a tri-country regional program. 

In the near future, TAWA should take a more active and aggressive role in the post 

management of the program as they are in the best position to observe post-training benefits in 

job performance and would have the means to collect information required if for the 

assessments process. In fact, a functioning assessments program is dependent on their 
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participation and contribution, as well as the participation of DoS and other participating 

entities.

The need for assessments to prove the worthiness of a program is not a new concept, especially 

in the world of fiscal responsibility and scarcity of non-monetary assets such as personnel and 

time. In order to have a valid assessment process, desired outcomes must be clear and goals must 

be measurable; assessment design must ensure assessments will provide useful information and 

will have stakeholder buy-in; there must be a baseline against which to measure change; and 

there must be consistency and continuity because measure of changes in behaviors and attitudes 

requires time.36

In theory or on paper if you will, goals of the CIT Training program support the October 2019 

CJTF-HOA Campaign Objectives, and features of the training program are very consistent with 

attributes identified with successful BPC, but at some point proof of ‘Return of Investment’ will 

be required. The current CA BN has started the assessments framework design and data 

collection to establish a baseline. However to successfully move forward, the assessments 

process initiated in 2018 should continue to be developed and used long term; all participating 

organizations’ leadership must commit to providing input and support into the process; once an 

assessments process begins, directives and orders should be issued to ensure sustainability; and 

with any CSP revisions, the objectives must remain clear and measurable.

 

36 Christopher, Paul, Jessica Yeats; Colin P. Clarke; Miriam Matthews; Lauren Skrabala; “Assessing and 

Evaluating Department of Defense Efforts to Inform, Influence, and Persuade, Handbook for Practitioners”: RAND 

National Defense Research Institute (2015): xii.