Military Review English Edition November-December 2013 | Page 8

Building Relationships The regionally aligned force at division and corps level can provide a valuable asset for the combatant commander’s use in shaping operations (Phase 0). By keeping hands on the problem, the aligned force can enhance the combatant commander’s shaping efforts. The force can build relationships with the lead federal agency (normally the Department of State), which will pay dividends when and if operations transition to deterring operations (Phase 1) and beyond. Additionally, designating a regionally aligned force in Phase 0 makes transitioning to Phase 1 easier, with the regionally aligned force headquarters prepared to set up the core of a joint task force or a combined joint task force. Phase 0 activities focus on developing ally capabilities, improving information exchange, and intelligence sharing—all things the regionally aligned force does through mission command. The regionally aligned headquarters can be the consistent face of the U.S. military for the members of the partner nation’s military and can establish long-term relationships to aid in building the capacity of our key allies. Such relationships are one of the ways the regionally aligned force can provide value to the combatant commander in the human dimension. The 1st Armored Division established these relationships with members of the Jordanian Armed Forces, from general officer down through staff level at Exercise Eager Light in November 2012. The relationships proved valuable when the division fulfilled the regionally aligned concept by filling a majority of the positions in a CENTCOM forward-deployed command post. The relationships also led to the Jordanian military leadership specifically requesting 1st Armored Division to participate in Exercise Eager Lion in June 2013. Exercise, Exercise, Exercise (Politics, Perceptions, Tribes, and Money) 1st Armored Division also participated in two other partnered exercises: Earnest Leader Phase I (a seminar with Saudi Arabian partners at Fort Bliss, Texas) and Earnest Leader Command Post Exercise (in Saudi Arabia). Such exercises are tremendous opportunities and provide a venue for the regionally aligned force to meet the combatant commander’s intent of forming teams across his operating environment. 6 Joint exercises also provide the opportunities for training within a fiscally uncertain environment, as there is significant funding at the combatant command level to conduct partnered training and to participate in relationship-building exercises. With the Army force generation programmed training reduced by budgetary constraints, this joint and partnered training environment is a great place in which to find additional opportunities to train. Exercise management involves politics, however; the Army is in competition with other services to take advantage of these training opportunities, and there are sensitivities about who does what and who contributes where. Other services have built enduring, deep relationships with the combatant commandlevel action officers who plan and direct partnered training exercises, which makes getting the Army’s foot in the door difficult. The regionally aligned force must become fluent in joint exercise language. Establishing relationships in both the geographic combatant command and Army service component command should be a priority for every regionally aligned corps or division headquarters. Doing so can keep the force nested in the supported command’s decision cycle and keep it responsive to the needs of the supported combatant commander. The regionally aligned force staff must also become conversant in, and comfortable using, the Joint Operation Planning Process. Although exposed to this during Intermediate-Level Education, few Army majors know it well. Training for regional alignment should therefore include staff exercises using this process. The Regionally Aligned Force Community of Interest The regionally aligned force must also be “comfortable being uncomfortable,” by reaching out to others to challenge staff ideas, encouraging venues that expose the headquarters to different perspectives, and retaining enduring contact with partners across the joint, interagency, intergovernmental, and multinational environment. There are many nuances, key players, and narratives to consider when integrating into a region; therefore, we cannot afford to limit perspectives to those contained at Fort Bliss or any other installation. Academic outreach is therefore crucial for a regionally aligned force. November-December 2013 • MILITARY REVIEW