Plan,Organize and Train for SFA

[Rob Thornton]

One thing worth including in the document may be that of relative combat power, but with a twist on development. In one of the case study interviews the BSB SPO had referred to the transition teams as IBUs i.e. "Itty Bitty Units". At the time I had only thought of it in the context of his logistical problem and a concept of support for the outlying small units he had to sustain.

Recently though it popped up in a different context, a CDR saw the advisor teams he inherited as a supply burden and did not see them as a tool of influence or as a means to support the development of the FSF. Basically what he saw was 11 guys who he had to be responsible for and who he did not fully understand how to employ.

This got me thinking about how might a unit CDR "sees" his advisor teams. We have concepts for who "fights" what and for what is battle tracked - they are built around echelons. BDEs fight/employ & track companies, BNs fight/employ & track platoons and companies fight/employ & track squads and sections and while I know digital tracking allows a different perspective, in terms of admin such as senior rating, readiness, QTBs, etc. we are still conditioned to think along the two levels down model.

While in terms of "combat power" or the ability to accomplish a tactical task like seize, clear, defend, an advisor team is something akin to a section or a squad, in terms of the adviosr team's potential to influence and develop a FSF it may be the most important unit in the BDE CDR's organization, and as such the selection criteria for his advisor teams based on individual capabilities may be the most important organizational decision the CDR makes. This requires the CDR have an understanding of the fundamentals of SFA, and at least wrt to the LOE that includes developing sustainable capability and capacity in the FSF, that mission success equates to that partner's ability to generate, employ and sustain.

I think that until CDRs understand that, the advisor teams will often still be seen and resourced as something they "have to support" vs. "the organization that can best facillitate mission accomplishment" wrt to supporting the development of the FSF. This is true regardless I think no matter if a BDE falls in on advisor teams, or if it is organic to the BN. This is not a question of who owns what, but of relative value based on understanding the requirements of the mission. Providing guidance and action that clearly elevates the importance of the advisor team when conducting this mission to at least the level of the rifle/tank company/troop will probably help the CDR get the most out of his advisor elements. I know that in some cases CDRs have come to this conclusion in mid tour, but understanding it during planning, training and organization could put the unit on a better operational footing from day 1 in country.

Best, Rob