MAGAZINE
FALL 2021 center of everything CFIT does . It was key that we were able to develop relationships with external command structures and individuals based on trust , respect , and honesty . These people would allow the MAA concept to be fully implemented . This was to be achieved by person to person , face-to-face , physical contacts . As CFIT took these early steps , it quickly became apparent that within two months of commencing the process of developing contacts with NFS , the limitations to travel arising from COVID would provide a severe challenge to any ambition for face-to-face contacts . This has undeniably slowed the process of the development of habitual relationships and , although other communication means have been used , the building of trust , developed through physical contact has suffered .
FOCUSED DEVELOPMENT The enforced reduction in movement has enabled a concentrated and sustained focus on the conceptual development of CFIT . The key outputs from this focused conceptual development in 2020 have been : The CFIT role has been refined for both the MC-LCC and TLC roles , SOPs and SOIs developed ; the Allied Land Domain Running Estimate has been established , Measures of Performance and Measures of Effect written , the basis for the Repository of Knowledge created , the road map to FOC developed , and the reporting structure , content , and format designed . This more traditional ‘ staff work ’ provides a bedrock on which CFIT activity can build . The architecture has been put in place to develop the links between LANDCOM , NFS , and Land Forces . The challenge of restricted movements means that CFIT remains in a conceptual state and this architecture is yet to be tested . The development of doctrine , procedures , and methods of evaluation has enabled only a very limited ability to test the concept through internal exercises , simulations , and wargaming to examine the validity of the progress made . So far this has occurred primarily through participation in the CREVALs . Although not focused on CFIT , these have enabled some minor experimentation and testing of the CFIT concept .
GRASSROOTS DEVELOPMENT The direction from SHAPE CFI was for CFIT development to be primarily a bottom-up , grassroots process . Therefore , the development of this staff work has involved regular contact with SHAPE CFIT and reaching out across NATO to AIRCOM and MARCOM . This useful exchange of ideas has been beneficial for all involved and we have all reached the same point in our development and face similar challenges to progress . The key challenge for 2021 across CFITs remains the often-painful progression for any new organization or team to move from the conceptual to the theoretical stage . The drive is to achieve FOC by the end of the year . This difficult next step in CFIT development requires the ability to repeatedly test the concept , gather data , participate in exercises , and establishment of face-to-face contacts . This will require the maximum level of exercise participation , resulting in a demanding travel and exercise schedule for the branch . At a minimum , in 2021 CFIT will participate in Exercises LOYAL VISION , LOYAL BONUS , STEADFAST JUPITER , STEADFAST JACKAL , LOYAL LEDA and DEFENDER , Crisis Response Planning , all developmental conferences , as well as scope the possibility of national exercise participation . A prioritized list of engagements has been established and set out in the 2021 Work Plan . There is very little ‘ white space ’ in the CFIT calendar and achieving a high level of ambition ( and results ) will be a demanding task for the members of the branch .
The enforced period of limited travel has also presented an opportunity to develop a team and organizational ethos , behaviors , and culture . With a clear command structure established and all within the team comfortable with delegated empowerment , this has been a challenging process . Moving into 2021 , CFIT is increasingly adept at responding to the dynamic situation , maintaining its tempo of activity through the cultivation of 360-degree communication within LANDCOM , but also increasingly with the NFS and other SSC as our network of contacts develops and grows . A battle rhythm has been established that supports our key outputs and our progression along the road to FOC .
THE CHALLENGES The initial team of three in 2019 has increased to a team of eight at the start of 2021 . Further positions will be filled throughout the year . The structures are now in place to incorporate new individuals into the teams aligned to NFS and nations . A challenge for 2021 will be to develop a CFIT training package , either bespoke to LANDCOM CFIT or from SHAPE CFI . There is currently no specific CFI training for individuals , which creates a lack of awareness across NATO about the roles and utility of CFIT , but also requires time on first arrival to train and assimilate individuals . Increasing the awareness and visibility of CFIT across LANDCOM and beyond is a key challenge of 2021 .
The second key challenge for the coming year , identified during internal training sessions , is the scale of the task and the generic challenge inherent to ‘ integration ’. There is no perfect plan to achieve Force Integration . Force Integration within NFS has been likened to assembling a 30,000-piece jigsaw puzzle where the picture changes every day and you don ’ t get all the new pieces . The development of the Repository of Knowledge and the software enabling it should develop a clearer picture . The steps taken in this ongoing work , in conjunction with ATC , will provide the basis for CFIT ability to have an impact on the decision-making process within LANDCOM .
CONCLUSION The level of ambition for LANDCOM CFIT remains high . The 2021 Work Plan has been approved and released . This outlines the division of labor across the branch and the further steps required . Some of the steps taken so far have been hesitant , some have been stumbles , some have been steps in the wrong direction , and some have been great strides forward . The commonality is that they are all steps on the CFIT journey , the journey that will lead to FOC by the end of 2021 . To achieve this mission there will be many more steps to take and , although the accomplishment of FOC still seems some way off , the work plan for 2021 is in place detailing how this long journey is broken down into its constituent parts , and the measures CFIT will take to achieve the destination of FOC . LC
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