Regionally Aligned Forces Europe Produce Long-Term Readiness

By LTC Dan Hodermarsky, MAJ Bren nan Speakes and MAJ Oliver Davis After the third rotation to Europe of 1st Armored Brigade Combat Team (ABCT), 3rd Infantry Division, in sup port of the Regionally Aligned Forces (RAF) Europe mission, the BCT’s S-3, the BCT’s support-operations officer (SPO) and the BCT executive officer sat down to try to codify what 1st ABCT ac complished over nearly 12 months’ deployment. 1 This was in Winter 2016, so Objective-Twas the unit-readiness standard that focused primarily on collective live-fires as a key indicator of a unit’strain ing status. Our BCT deployed across 17 countries, mostly down to the company level, so there were limited opportunities to conduct large-scale collec tive live-fires. Examining the training events we executed, we realized RAF Europe produced a readiness at eche lon in both the long and short term. We will walk through a visualization of how the BCT built readiness in the short term at small-unit level (platoon/company), at times at the higher collective level (battalion/brigade) and, in the long term, when consid ered a real-world leader-development laboratory.

Situation The European environment was per missive, but we were concerned that foreign forces were monitoring and testing the BCT’s security posture. At the time, Russia was overtly partici pating in military action in Ukraine, so we were aware of the potential hybrid threats. 2 Hybrid threats capture the complexity of the RAF Europe opera tional environments, the multiple actors involved and the blending among traditional elements of conflict. This is especially relevant in multi-domain operations, and we assumed that we were in the “competition” phase of operations and that the brigade’s role included demonstrating credible de terrence.

Building readiness at platoon, company level The platoons and companies/troops/ batteries of 1st ABCT, 3rd Infantry Division, likely had the best training expe rience over the ABCT’s rotations in 2015-2016. The brigade executed 24 Gunnery Table VI3 iterations, 12 platoon and company/troop/battery live-fires for each unit in the BCT. Opportunities for squads, platoons and companies to execute small-arms qualifications and situational-training exercise (STX) lane training were countless. Most units were able to train at echelon daily, normally in con junction with their allied counterparts. We often conducted physical training with our allies across obstacle courses and foot marches as combined-team-building competitions. If mastery comes through repetition, the number of reps provided by small units that aggressively train in a European RAF environment are able to produce high ly trained small units.

Building readiness at battalion, brigade level Achieving a T- or higher by the current Objective-T standards at battalion and brigade level is meant to be difficult. It requires teams at these levels to ex ecute STX and live-fire exercises train ing in day and night conditions at ech elon.

During our European RAF rotations, there were limited opportunities for battalions and brigades to execute these types of events with all their own organic subunits. Battalions often commanded multinational companies during exercises (Saber Strike, Iron Sword), and the brigade commanded multinational battalions during Combined Resolve exercises at Joint Multi national Readiness Center (JMRC). The 7th Army Training Command (ATC) re sourced these exercises well, but they did not result in bringing every battalion or the ABCT above P ratings. Where the battalions and the brigade made up ground was staff training at command-post exercises (CPXs). The 7th ATC at Grafenwoehr resourced bri gade-level CPXs during each rotation. The 7th ATC also resourced a cavalry squadron rotation at JMRC. These CPXs allowed the brigade and battal ion staffs to get well-resourced repeti tions in the operations process, allow ing the brigade and battalion commanders excellent opportunities to train their staffs.

Sustainment experience The disposition of the European RAF ABCT forced our sustainment teams to work through real-world problems at an accelerated operations tempo. Executive officers, S-4s, unit-movement officers, forward-support companies and the brigade-support battalion (BSB) worked diligently to ensure people and equipment arrived at the right place at the right time. The RAF Figure 1. Competition continuum. rotation exercised all the principles of sustainment, exposing our junior offi cers and noncommissioned officers (NCOs) to a level of planning often re served for the most senior levels. The 3rd BSB commander assumed the role as the sustainment coordinator and ensured sustainment synchronization through detailed concepts of support, synchronization meetings and rehearsal-of-concept drills.

The brigade deployed equipment by rail, sea and air from Fort Stewart, GA, to Europe and back over each rotation. During rotations to Europe, the ABCT operated at multiple airports and sea ports to embark and debark combat vehicles, equipment and Soldiers. The ABCT would aggregate, build, disag gregate and reconsolidate combat power multiple times over its time in Europe. This was done while simultaneously sustaining training events at all echelons and in multiple multina tional exercises.4 Junior officers and NCOs had to be keenly aware of na tional regulations for movement time lines, especially as the ABCT had short windows to transition between exer cises.

Whether an infantryman or a func tional logistician, battalion S-4s found themselves working theater-level sus tainment plans to ensure their warf ighters received the support they de served. In today’s European operating environment, the theater-sustainment command (TSC) through area-support groups and mayor cells takes an active role in ensuring life support is in place while brigades build combat power and prepare for onward movement. As Atlantic Resolve was a relatively immature concept, battalion S-4s found themselves responsible for developing agreements between the host nations and the United States that included feeding, billeting and even contracted support.

Maintaining equipment readiness was a challenge as theater processes were immature compared to today’s situa tion. Our teams moved repair parts by air, rail and sometimes 15-passenger van to units in the field to maintain operational tempo. Line-replaceable-unit repair became difficult, as the brigade Direct-Support Electrical System Test Set could not support armored formations spread across the entire theater. Ammunition had to clear na tional borders; rail teams had to be deployable and flexible to be prepared to adjust turrets five mils as trains crossed from one country into anoth er. U. S. Army Europe and 21st TSC transportation staffs worked long hours resourcing almost every heavy rail car on the continent in support of moving the ABCT to and from multiple locations.

As the United States doesn’t expect to fight a war unilaterally, the most significant learning experience was for Figure 2. 1st ABCT, 3rd Infantry Division’straining review March-June 2015, September-December 2015 and April-October 2016. leaders to learn sustainment interop erability. Through multiple exercises, most notably the Combined Resolve exercises, leaders at all echelons had to learn how to sustain organizations from multiple countries during decisive action. Understanding the task organization, capabilities and require ments became key. To illustrate, during Combined Resolve V, the BCT gained mission command of a Roma nian battalion, which had subordinate companies from three countries. Understanding Class III (B) and V require ments, compounded with internation al agreements for support, added a layer of complexity that developed flexible and adaptive junior leaders. Experience in security cooperation Prior to the RAF deployments, most ju nior leaders had not participated in a deployment outside the continental United States, and even combat veter ans were unfamiliar with the RAF mis sion. For many of us, this was the first experience with security cooperation5 as a primary task.

Soldiers and leaders liaised directly with upper echelons of host-nation defense forces and country teams to plan training missions, coordinate transit plans and discuss any resource shortfalls. The RAF mission was an outstanding opportunity to train with multinational counterparts that typi cally does not happen. Other than 173rd Airborne Brigade, 2nd Cavalry Regiment and 25th Infantry Division, most U. S. Army Forces Command units do not get to conduct training missions with allies and partners. If large-scale combat broke out, Soldiers and leaders who participated in a RAF Europe mission now have a working knowledge of multinational operations.

Long-term returns on investment Beyond the immediate experience and training readiness produced by rota tions to Europe by 1st ABCT, 3rd Infantry Division, there will be along-term return through leader development. The junior NCOs and officers who made things happen will be more expert in their craft as they progress in rank and responsibility. Company com manders and their master gunners of ten created to-standard gunnery rang es out of nothing but an open field. They studied the ABCT gunnery manual requirements; walked the dirt with compasses and Surface Danger Zone overlays; and, with assistance of 7th ATC mobile-support teams, were able to emplace targets and execute gun nery. This experience is invaluable, and these platoon- and company-level leaders have built up gunnery ranges from scratch and now have a deeper understanding of the doctrinal train ing requirements of a mechanized formation – as well as the ballistics and direct-fire control considerations of their combat platforms.

Senior leaders like LTG Ben Hodges, the U. S. Army Europe commanding general during 1st ABCT, 3rd Infantry Di vision’s rotations, created a leader-development laboratory. Reminding of ficers of the level of detail units under stood about the terrain and battle plans during the Cold War, and how it mirrored what units could hand over to their follow-on units in Iraq/Afghanistan, energized battalion commanders and their teams. Units created “battle books” for their assigned ar eas; commanders took officers and NCOs on terrain exercises without troops and had professional discussions of how to fight in these locations. This built a bench of officers and Soldiers who now will have a greater understanding of how the bridges in the Balkans affect armor, and how the Suwalki Gap between Poland and Lithuania affects operational maneuver. These leaders executed multiple rail loads and road movements; under stood operational reach and tempo at the tactical level; and can take these lessons forward the rest of their careers.

The European RAF mission continued to evolve after 1st ABCT, 3rd Infantry Di vision, completed its last rotation in 2016. ABCTs now execute heel-to-toe nine-month rotations spread across similar distances, but also consolidate and execute major exercises a bit more frequently. Rotations will continue to evolve, but we offer that the pre ceding impacts to unit readiness at echelon and long-term leader development are still major factors from the European RAF mission for an ABCT. LTC Dan Hodermarsky is a professor of military science with Oklahoma State University Army Reserve Officer’s Training Corps. Previous assignments include G-3 plans officer, U. S. Army Ja pan; S-3, 1st ABCT, 3rd Infantry Division, Fort Stewart, GA, and Europe; S-3, 3rd Battalion, 69th Armor Regiment, 1st ABCT, 3rd Infantry Division, Fort Stew art; campaign plans officer, U. S. Forces-Afghanistan; and commander, Company D, 1st Battalion 77th Armor Regiment, 4th ABCT, 1st Armor Division, Fort Bliss, TX. His military schooling in cludes School of Advanced Military Studies, Naval Postgraduate School, Maneuver Captain’s Career Course Figure 3. Country team structure. (MCCC), Scout Leader’s Course and Armor Officer Basic Course (AOBC). LTC Hodermarsky holds a bachelor’s of science degree in public administration, a master’s of science degree in defense analysis from Naval Postgraduate School and a master’s of military arts and science degree in theater opera tions from Command and General Staff College (CGSC). His awards and honors include two awards of the Bronze Star Medal, Defense Meritorious Service Medal and three awards of the Meritorious Service Medal. MAJ Brennan Speakes is chief of the Commandant’s Initiatives Group, U. S. Army Armor School, Fort Benning, GA. Previous assignments included brigade S-3, 1st Security Forces Assistance Brigade, Fort Benning; G-3, Task Force Southeast, Advising Platform Lightning, Afghanistan; brigade executive officer, 1st BCT, 3rd Infantry Division, Fort Stewart, GA, and Europe; and S-3, 5-7 Cavalry, 1st BCT, 3rd Infantry Division, Fort Stewart. His military education includes interagency fellow at NCR, Command and General Staff College, MCCC, Scout Leader’s Course and AOBC. MAJ Speakes holds a bachelor’s of science degree in business administration from Texas A&M University and a master’s of business administration from Columbus State University. His awards and honors include three awards of the Bronze Star Medal, Defense Meritorious Service Medal and four awards of the Meritorious Service Medal.

MAJ Oliver Davis is the secretary of the general staff, 21st TSC, U. S. Army Europe, Kaiserslautern, Germany. Previous assignments include G-3 chief of future operations, 21st TSC; BCT SPO and S-4, 1st ABCT, 3rd Infantry Division, Fort Stewart, GA; BCT 24, 4th Infantry Brigade Combat Team, 10th Mountain Division, Fort Polk, LA; SPO, 6th Battalion, 162nd Infantry Brigade, Fort Polk; and commander, Company A, 210th Brigade Support Battalion, 10th Mountain Division, Fort Drum, NY. MAJ Davis’ military schooling includes CGSC, Lo gistics Captain’s Career Course and Quartermaster Officer Basic Course. He holds a bachelor’s of arts degree in criminal justice from the University of West Florida and a master’s of science-administration in general administration from Central Michigan University. His awards and honors include two awards of the Bronze Star Medal and two awards of the Meritorious Service Medal.