We operate in a complex and dynamic security environment. Planning
assumptions that held for decades are no longer relevant;
assumptions that are relevant today may not be next year.
Asymmetric threats are exploding, and the level of complexity and
the challenges that we face will only continue to grow. The United
States simply cannot meet every challenge unilaterally. Resources
are only part of the problem. Even if we had unlimited resources,
we would still need the perspectives and skills that our partners
can bring to bear to address increasingly complex issues. Deep,
enduring partnerships based on shared values, mutual benefit, and
trust are vital to maintain our security. Our partners bring
critical capabilities that we often cannot duplicate. They also
bring a multilateral approach to security that is increasingly
important for economic, cultural, and political reasons. While the
United States will maintain its role as the preeminent global power
for the foreseeable future, the growth of China and other regional
powers, as well as the appearance of new economic powers such as
India, will make it difficult for any country to consistently act
unilaterally. More to the point, however, multilateral action is in
the Nation's best interests. As a global political, economic, and
cultural power, U.S. prosperity is increasingly linked to global
prosperity and strong partnerships. While we recognize the need for
partnerships and say they are vital to securing our interests, the
truth is that our partnership-building methods are locked into Cold
War-era systems, processes, and policies. While these systems
served us well at the time, they do not support the requirements in
today's complex environment. For example, the Army's training
facilities in Grafenwoehr and Hohenfels, Germany, are
state-of-the-art facilities. They were built when the Army had two
corps in Germany in order to provide training similar to that
offered to troops at the National Training Center at Fort Irwin,
California. With the end of the Cold War, the United States moved
many of these troops back to the continental United States (CONUS).
However, the facilities remain vital to our efforts in Europe. They
now form the Joint Multinational Training Center (JMTC) and are
critical to our partnership-building and partner training efforts.
Yet the resourcing models we use still reflect only the Army's
usage and training requirements. As more forces may move back to
CONUS, the Army resourcing models show a need for the facilities,
and the Army is considering closing them. Yet as our troop
footprint shrinks, JMTC's importance grows. It is an important
visible sign of our presence in Europe and of our continued
commitment to our allies and partners. Our resourcing models and
systems must change to reflect the requirements of the new
environment in which we operate. There are similar examples
throughout our planning and resourcing systems from the Guidance
for the Employment of the Forces through the synchronization of
Department of State and Department of Defense programs and
resources at the partner country level. We need to take a holistic
look at these systems and ensure they meet the requirements of our
new environment. The following book takes this approach. It
provides a detailed analysis of what we need to do to effectively
build and sustain enduring partnerships, examines our current
state, and offers a roadmap with specific, actionable
recommendations to strengthen our processes and employ a holistic
joint, interagency, intergovernmental, and multinational approach
to partnerships. Two of the insights that I think we often miss are
that our partners have a say in the process and that we need to
manage the process as an integrated portfolio and make
investment/reinvestment decisions based upon capability objectives
that we and our partners agree upon. The U.S. military simply
cannot engage alone.
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