made aware of , or introduced to , a single representative from the PRT . In fact , our perceptions and understandings of the PRT at this point mirrored those of the battalion we were replacing , because their perspective was the only perspective we had , and it wasn ’ t a positive one . We didn ' t meet a single representative from the PRT for nearly four months after the completion of our RIP , and the first introduction of a single member was merely to provide the agriculture representative with a security patrol , so that he could inspect a grain project within our AO . Over the next month or so , our only interactions with the PRT were through project inspection security patrols , and these were limited to the platoon level . PRT representatives would fly to our outlying forward operating base ( FOB ), be met on the helicopter landing zone ( HLZ ) by one of our platoon leaders , and then they ’ d depart for the inspection after a short patrol brief . Once the inspection was complete , the platoon leader would ensure the PRT representative was safely onboard his / her return flight , and then the platoon leader would submit his patrol outbrief to the battalion operations officer . Our battalion received no official outbrief from either our brigade or the PRT with regards to the support provided or the project inspected . At this point in the deployment , the only feedback we ’ d receive was through the platoon leader who provided the security and who engaged the PRT representative .
As our battalion began understanding our AO , our GoI representatives , and the needs of our local populace , we began submitting development project requests through our brigade . Unbeknownst to our staff , a number of the project requests had to be routed through the PRT for approval and feedback . This wasn ' t known or anticipated until the PRT began rejecting projects because they countered objectives and development projects the PRT was either leading or developing . As a result of our battalion ' s frustration with the PRT ' s oversight into our AO and the fact that we had yet to actually meet and collaborate with members of the PRT , our battalion commander demanded a meeting with representatives from our region ' s PRT .
As a result , it took our battalion nearly 6-8 months to fully understand the roles , functions , goals , objectives , campaign plans , constraints , limitations , resources , caveats , timelines and priorities of each development contributing organization within our AO and understand who could provide , fund , approve or support our development efforts . It ’ s worth noting that our battalion served as our brigade ’ s decisive effort for resources , funding and support . Although our brigade was applauded for eventually establishing “ What Right Looks Like ” with regards to development unified action , it could have been accomplished much earlier .
Recommendations .
1 . Conduct a joint , combined , JIIM and multilateral operations and intelligence ( O & I ) briefing each time a new organization or task force ( TF ) is brought together or replaced within a specific area of operation or region . The briefings should include the following at a minimum : each organization ' s roles , functions , goals ,
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