INTRODUCTION:
The National Guard's long-standing State Partnership Program (SPP) is much more than just an initiative to accomplish the State Departments ambiguous foreign policy goals. It is, in its own right, the premier global cornerstone to establishing and strengthening international security. The DoD, Army, and Congress have failed to exploit this unique strength and seize the infinite opportunities that only a National Guard SPP can provide.
DISCUSSION:
Personal relationships build trust over time; mutual trust
begets mutual understanding; and mutual understanding can prevent war. However,
simply saying a partnership exists does not constitute a relationship.
The National Guard’s State Partnership Program is a
pre-existing soft infrastructure of personal and professional relationships. This
creates, for Army and Joint Staff leadership, a global level of predictive
situational awareness unmatched by any other DOD initiatives.[i]
It is a degree of certainty in the so often misquoted uncertain future.
The Regionally Aligned Forces Concept introduced as a result
of General Martin Dempsey’s Joint Vision 2020 Capstone in 2012 failed to
recognize this existing superior capability. It ignored over two decades of
global presence by National Guard Brigades and Divisions throughout the
Combatant Commanders’ various Areas of Responsibility (AOR).[ii]
While the Capstone readily recognizes the military as only
one element of national power, the National Guard engaged in State Partnership
Programs with not only their Army and Air Force units, but also by leveraging
their internal state, municipal, industrial, agricultural, and technology
relationships as well. The JCoS boldly envisioned a future of
international presence to advance new concepts for joint operations.
Simultaneously, the Guard was quietly and effectively playing match-maker
between talent and experience to multi-dimensional complex nation-state
problems with far reaching positive consequences, as they had for decades,
demonstrating a unique capability already in existence. The civilian skill sets of the National
Guard’s citizen Soldiers and Airmen, along with the relationships with state
government and industries makes for a unique and potent asset to DOD’s
international security cooperation efforts.
More importantly, the Capstone specifies a key shift in
defense strategy to prevent war, calling for more consistent presence via
relationships around the globe. This strategy relies entirely on the total Army
and total force. No time, like the present, has mutual cooperation been so
critical to the future security of our country. Despite acknowledgement by
national level strategic planners, all narratives are strangely silent
regarding the National Guard’s historical strong and well-received mentoring presence
in over 70 countries world-wide through their State Partnerships.
The National Guard BCTs are cross trained in joint
operations mission command as subordinate maneuver Task Force headquarters to a
JTF or JFLCC. During predictive readiness models, a BCT could easily accept the
mission of an initial JTF-HQ in an SPP country. This provides a scalable
solution on the low end of the JTF headquarters requirements cited in the
viability study as a challenge.
The March 2015 Concept Viability and Implementation guidance
admits that the National Guard played a major part in the first successful RAF
missions in AFRICOM.[iii]
Despite that, and additional admissions of by General Carter Ham, there follows
no further recommendation on how to synchronize the National Guard’s undisputed
strengths demonstrated over 20 years as a foundation to building the RAF
concept.[iv]
CONCLUSION:
The National Guard establishes high payoff quality
relationships that demonstrate continuity which is impossible to replicate in
the active components. National Guard units have the entry level personnel that
later become E9s, COLs, or GOs within the same state thus developing balanced relationships
with cohorts in their partnership countries over decades; the same
relationships which develop in perpetuity for deeper understanding and mutual
trust. The more the Geographic Combatant Commands employ National Guard forces
in support of security cooperation, the more they reinforce a positive feedback
loop by fostering enduring relationships and expertise. If the RAF emerges absent
of an SPP foundation or leading role, it cannot and will not replicate the
successes that are highly revered, globally, within the National Guard’s State
Partnership Program. Most importantly, if the end state is to prevent war, it
is hard to accept that simply DOD manning and resources committed to a region
will alone achieve that end state. The success criteria lies in the deeply
nourished long term quality relationships developed by the Guard over the
decades.
RECOMMENDATIONS:
1. Integrate T32 National Guard State Partnership subject
matter experts into capability planning for future RAF Global Force Management
(GFM) estimates.
2. Conduct no RAF Operations without pre-synchronization and
full integration of the long-established National Guard States in their
respective geographic areas of strategic relations.
3. Approach scalability continuum models for RAF in the same
context as domestic operations planning; the National Guard already has the
existing relationship and influence, and therefore should be the foundation for
building a JTF-HQ.
[ii] Capstone Concept for Joint Operations: Joint
Force 2020, JCOS, accessible from http://www.dtic.mil/doctrine/concepts/ccjo_jointforce2020.pdf
[iii]
Regionally
Aligned Forces: Concept Viability and Implementation, Carlisle Compendia, March 2015, p.146, accessible at
http://www.strategicstudiesinstitute.army.mil/pubs/carlislecompendia/Issues/mar2015/full.pdf
[iv]
Jim Greenhill, “Ham: National Guard Essential to Africa Command,” National
Guard News, September 13, 2012, http://www.africom.mil/newsroom/article/9155/ham-national-guard-essential-to-africa-command