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.
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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