In the first few days of the CHART course, our five day course on the basics of humanitarian relief, we teach big broad picture stuff - sovereignty, the security environment, and so on - and the question that is invariably asked is: "Why are we learning this?  I don't see how it's relevant to my job as a doctor, nurse, logistician, chaplain, veterinarian, etc." And the short answer we give is: You can plan for mission shift but you can't plan for mission creep.

'Mission creep' happens when a particular military mission is gradually expanded to include tasks, typically those that are external to traditional military operations, beyond the scope of the original mission. 'Mission shift' is a bit more ethereal, but the implication is that if you understand the larger context, you can understand why you may be asked to do additional or different tasks than those in the original mission plan, regardless of whether you agree with them, or even should be doing them within the context of modern civil-military operations.

Similarly, change happens, sometimes quite unexpectedly, and it can be a shock when you find you were unaware that change was going to take place. Transitions, however, at least imply a certain degree of planning; they are a positive response to change, or are planned in anticipation of changing circumstances. 

Transitions are at the core of our business, and the majority of the features herein deal with this topic, whether on a personal or organizational level, or from conflict to peace, and the roles that many of the responders play in the stages in between. 

The nature of the civil-military relationship is always changing. Every new crisis experience results in a larger number of people not just involved, but also advancing (sometimes even together!) with a collective appreciation of the complexities and challenges inherent in recovery of the whole society.

The Liaison will also be undergoing a transition. With the publication of this, the eighth edition, we have completed a survey of readers. While not exhaustive, it provides us with enough critical feedback to evolve and to improve the quality of this product. We were pleased to receive a proportionate number of responses from non-US readers and response agency representatives, as well as feedback we anticipated from military personnel, and in particular, the civil affairs community. For the greater part, the responses are from those who have been there, done that - the operators - and also those in planning, management and doctrine development - who affect the roles of operators and impact success or failure of a mission.

The responses were overwhelmingly positive. These are some of the words you have used to describe The Liaison: cutting edge, useful, current, informative, professional, interesting, appropriate, relevant, timely, trying, diverse, enthusiasm, encouraging, super, valuable, resource, a window, colorful, naiveté.

The Liaison has the broad appeal that we were hoping for. As to criticism we can put to good use, you have told us it is a valuable tool, frequently shared with colleagues, but is sometimes conflicted between being a public relations mouthpiece and a truly journalistic offering. In the future you are likely to see a separation of these two objectives by way of a more frequent, scaled- down public relations newsletter and a twice-yearly full-scale Liaison, devoted toward more in-depth analysis and opinion presented by a broader array of authors.

To enable us to realize this new vision, you are our first and best resource. We look to you for articles, book reviews, essays and useful advice gained from the field experiences, particularly those offering fresh, new - even controversial - perspectives. Consider this a personal invitation to submit your efforts for publication.

Sincerest thanks to those who responded. If you have not received the questionnaire and would like the opportunity to comment, please write to pr@coe-dmha.org to make a request for the survey questions.

COE Logo gets make-over
By Brian Miyamoto

The Center's own logo went through transition as well. After many years of service, it was decided the original logo needed a make-over. Many wanted a logo that was cleaner, more professional and more modern. Our resident graphics-guru, Eric Papayoanou, developed the new trademark adorning the cover of this magazine as well as other COE collateral.

The new logo says more with less. The handclasp signifies cooperation of all kinds, across all lines, among people and institutions of goodwill. The symmetry of the hands suggest an equality in unity. The blue background symbolizes the dominant color of our Area of Responsibility, the Pacific Ocean.

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