ROCK ISLAND ARSENAL, Ill. — If the nation requires a large-scale mobilization of troops, First Army and its enterprise partners must be ready to deliver.

With that in mind, First Army has joined with nearly a dozen of those partners for Pershing Strike 23, a deliberate command post exercise, which began July 25 and runs through August 4. The event incorporates mobilization exercises conducted at mobilization force generation installations and involves more than 3,000 personnel at several installations including: Rock Island Arsenal; Fort Riley, Kansas; Fort Stewart, Georgia; Camp Atterbury, Indiana; and Fort McCoy, Wisconsin.

Also participating are staff members from First Army Division East and First Army Division West, at Fort Knox, Kentucky and Fort Cavazos, Texas, respectively.

Bradley White, chief of the First Army Plans and Mobilization Division, said the exercise serves to “demonstrate First Army’s ability to provide the pre- and post-mobilization training and support that our Reserve component partners will require to successfully prepare for a deployment in support of a combatant commander.”

The process gives insight into the effort, coordination, and cooperation that would be required of First Army and its enterprise partners in event of a large-scale mobilization operation, or LSMO. Such operations are crucial to the nation’s defense, noted Col. Shawn Creamer, First Army director of operations.

“The Reserve component comprises 52 percent of the total Army and many of the key enabler capabilities resident within the Army — engineers, logistics units, military police, etc. — disproportionately reside within the Reserve Component,” he said. “The Army and the joint force rely on the Reserve component, our citizen Soldiers, to sustain our global operations and activities, and to advance U.S. national interests. Without the efficient and effective mobilization of a well-trained Reserve component, the Army cannot deliver land power when asked and the joint force cannot win when called.”

This statement speaks to the importance of holding the exercise. “We use training and exercises like Pershing Strike to both validate our current plans and test out new concepts,” Creamer said. “We press these plans and concepts to the breaking point, to see what works and what doesn’t. Out of this we can not only adjust our plans to correct identified shortfalls, but more importantly, articulate areas of risk to Army senior leaders.”

Being ready to fight is what the Army is all about, noted Rick Fink, First Army director of training and exercises. “LSMO is the reason there is an Army and Pershing Strike stresses our entire system,” he said.

During Pershing Strike 23, units and Soldiers are hit with an array of challenges they must respond to quickly and calmly. Injects, be they related to weather, personnel or logistics, force the participants to react and adapt.

It is a continually improving process, Fink said, adding that First Army and its enterprise partners have taken lessons learned from previous Pershing Strike exercises, refined them and applied them to today’s environment. That momentum will continue as input from this iteration will be applied going forward.

“We’ve seen what works and we see what changes we need to make and asked how can we do this better, more efficiently and quicker,” he said. “All the information we’re collecting, the purpose is to enable leaders to better understand what is happening on the ground. They are empowered with the best information to make the best decisions.”

Along those lines, White said key goals of Pershing Strike include establishing a shared understanding “of the sheer heavy lifting (required) by the entire mobilization enterprise to successfully execute LSMO” and identifying “critical gaps in the enterprises’ capability and capacity to support LSMO and work towards solutions.”

He added that Pershing Strike and its associated mobilization exercises also serve to increase readiness of the involved units: “By bringing together the critical mobilization enterprise partners and providing a representation of the workload and stress on the mobilization enterprise that would be experienced during a LSMO event, each unit, headquarters and the enterprise partners can flesh out their policies, processes and procedures required to execute mobilization operations.”

While most First Army personnel were doing their usual jobs during Pershing Strike, Col. Stew James stepped back from his role as senior advisor to the Army National Guard for Pennsylvania to serve as an observer coach/trainer during the exercise. He explained his responsibility in that capacity was to “observe processes and provide feedback. I take what they said they did well last year and make sure they’re still progressing. We want to expand our knowledge and not take a step back.”

That requires working toward a common goal. “It’s a team effort,” James said. “You have to crosspollinate that knowledge across the enterprise to make it efficient. By getting enterprise partners involved, we’re going to be better at knowing the problem sets that will appear if we have to do a large-scale mobilization. Every commander’s update brief and battle update brief, there is knowledge shared and that’s the benefit of this.”

It’s all geared toward First Army and its partners leaving the exercise better than when they started. “We should see growth,” James said. “Each iteration of Pershing Strike, we are gaining organizational knowledge and experience. Building that mobilization knowledge is critical so that we are solving new problems, not re-learning old problems.”

White emphasized the crucial role played by First Army’s enterprise partners, which include U.S. Army Forces Command, Installation Management Command, the Army National Guard, U.S. Army Reserve, U.S. Army Medical Command, U.S. Army North, U.S. Transportation Command, Army Sustainment Command, Army Materiel Command, U.S. Army Network Enterprise Technology Command and Military Surface Deployment and Distribution Command.

“Without the enterprise we will be unable to be successful at our mission of providing trained and validated (Reserve component) forces for the combatant commander,” he said. “Without the enterprise we can’t move our mobilizing units and their equipment to and through the [mobilization force generation installation] to the port. We can’t feed, billet or move our mobilizing units during post-mobilization training and without the enterprise support at our [mobilization force generation installations] our training brigades cannot execute their training and validation mission.”

While the exercise ends next week, the process will continue. Lessons learned will be taken back to respective installations, added to standard operating procedures, drilled on again and integrated into a system that will have First Army ready to deliver trained and ready troops if called upon.

By Warren W. Marlow

WASHINGTON — This weekend, the National Guard’s State Partnership Program marks 30 years of contacts, exercises and aid to nations around the world.

The SPP is a unique program that began in 1993. It paired state National Guard units with the newly independent nations of the former Soviet Union and nations emerging from the Warsaw Pact.

“The program that began in 1993 with just 13 countries and has now grown to 100 countries,” said Army Maj. Gen. William L. Zana, the Guard’s director of strategy, plans and international affairs. The general spoke about the program at the Pentagon today.

The importance of allies and partners is a cornerstone of U.S. strategy. “It is a theme that runs deeply through our national security strategy, national defense strategy, and national military strategy,” Zana said. “And I’d argue [it] is deeply encultured within what we do as the U.S. military, how we operate and our values.”

The SPP is based on working side-by-side with willing partners around the world. The National Guard Bureau administers the program in close consultation with Defense Department officials and the State Department. The aim is to build trust, confidence and capabilities with partner nations.

In the program’s early days, the emphasis was on helping nations throw off 47 years of Soviet domination. Many nations in that first class of partners are now proud members of the North Atlantic Treaty Organization.

The program soon punched above its weight and spread to U.S. Southern Command, U.S. Central Command, U.S. Africa Command, and U.S. Indo-Pacific Command. “The Guard is currently partnered with more than half of the world’s nations, and we expect to see continued growth in the coming years,” Zana said.

Combatant commanders universally praise the program. “[The SPP] is 1 percent of the nation’s security cooperation budget and results in 20 to 30 percent of the touch points or engagements that combatant commands have,” the general said. “So, they inherently see that value and the multipliers that go with that.”

These contacts are not limited to senior military and civilian officials, rather they stretch from privates and airmen up to generals. Guardsmen — unlike active-duty personnel – tend to stay in place, and many of the Guard’s noncommissioned officers and officers have “grown up” with their partners.

Zana, who has worked two of the last four years in Africa, said exercises are good training but often of short duration. “It’s not the same as having a relationship that has endured over many, many years where … families know one another, you’ve broken bread on both sides of an ocean,” he said. “You can’t build that trust overnight. I think it’s something that we, as the United States military, are particularly good — and our partners are really good — at.”

The partners have done more than simply exercise together. When U.S. National Guard units began deploying in harm’s way, the partners came with them. “The richness of those connections it can’t be… be overstated,” the general said. “It’s one of those things that made the program popular and built the enduring enthusiasm for it.”

National Guardsmen are Citizen-Soldiers who bring experiences and education from their civilian occupations to the process. “Often, some of the most creative activities and the things that happened with the program are an expansion beyond mil-to-mil or the creativity that goes with our Soldiers, Airmen and their counterparts from other countries,” he said. “That said, there are limitations with the funding of the program.”

The program calls for around $50 million, with additions coming from Congress. Zana would like to see all the money “on budget” to create a better planning horizon. “This year, we’ve got hundreds of events that we’ve either had to cancel or postpone,” he said. “And these are all events that are very much aligned with our national defense strategy and very much aligned with our partners and our combatant commands’ theater strategies.”

Ukraine was an early member of the program, partnering with the California National Guard in 1993. California Guardsmen helped train Ukrainian service members in NATO standards. They also trained them in using weapons like the Javelin and Stingers, which were so crucial in the early days of the Russian invasion of the country.

The California connection thrust the SPP into the news, and Americans got an idea of the depth and breadth of the military-to-military relationship. “In advance of Russia’s invasion of Ukraine, we were doing close partnerships, not just with the, with California and Ukraine,” Zana said. “One of the things we often refer to is ‘You marry one state, but you get the whole family with the Guard.’ So, when there’s a capability that doesn’t exist within the Army Guard or Air Guard within a state, we reach across the 54 states, territories and the District of Columbia to be able to get additional resources or capability.”

One aspect that hasn’t gotten the attention it deserves is the way Ukraine has adopted the U.S. emphasis on unit and tactical-level leadership, driven by noncommissioned officers. “If you look at the small unit, tactics and success within Ukraine, I think part of that is attributed back to much of the work that was done between Ukraine, California and other partners in the region,” he said.

The 30th anniversary will be marked at National Harbor in Maryland on July 17-18. Partner officials will join National Guardsmen, DOD officials, State Department officials and ambassadors to mark the event. Army Gen. Mark A. Milley, the chairman of the Joint Chiefs of Staff, will be the keynote speaker on July 17.

By Jim Garamone, DOD News

Additional Info:

State Partnership Program Celebrates 30 Years

State Partnership Program 30th Anniversary media roundtable 

Major General William Zana Briefing on 30th SPP Anniversary

30th Anniversary of the State Partnership Program

State Partnership Program turns 30

A Five-Part Series By Master Sgt. Jim Greenhill and Sgt. 1st Class Zach Sheely, National Guard Bureau

‘Why Don’t we do a Little Partnership Thing?’ The Department of Defense National Guard State Partnership Program is Born

‘Our Real Superpower as a Nation is our Allies and Partners’ The Department of Defense National Guard State Partnership Program Today

‘A Mosaic of Opportunities’ The Department of Defense National Guard State Partnership Program Looks to the Future

‘It truly is a Team Sport’ How the Department of Defense National Guard State Partnership Program Works

‘The Most Important People in the Army are the Sergeants’ The Department of Defense National Guard State Partnership Program: A Crucial Arrow in Ukraine’s Quiver