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...... Mutual ignorance of organizational cultures and capabilities also contributed to interagency problems.[38] [xii]Non-DOD agencies did not have the same robust planning and expeditionary capabilities that the military possesses, a condition that probably will always characterize such operations.[39][xiii] Another key factor affecting interagency coordination was that not all agencies reacted to agreed [xiv]fundamental goals with the same sense of urgency. This led military planners to make some incorrect assumptions about mutual progress toward those goals.[40][xv] Military planners envisioned a scenario in which objectives would be met, missions completed, and military forces subsequently withdrawn. Some agencies did not share that vision; others lacked performance standards by which to measure progress.[41][xvi] Personnel from several agencies arrived in Haiti expecting the military to provide them a full range of support, such as food, shelter, transportation, and communications. In many cases the military eventually was able to meet some of these needs, but the lack of interagency understanding as well [xvii]as poor planning and coordination produced delays.[42][xviii] In the end, as usual, the absence of detailed operational coordination and planning was in many respects offset on the ground by the drive and initiative of operators working in harm's way (Interagency Operations Centers: An Opportunity

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