Developing Foreign Security Force Capabilities

Developing Foreign Security Force Capabilities as a “Strategic Way”by Major Rob Thornton

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Developing the capabilities and capacities of FSFs (foreign security forces) has become a significant tenet of U.S. strategic dialogue on how to safeguard its interests at home and abroad from terrorist networks such as Al Qaeda, criminal organizations with global reach or third party states which sponsor non state organizations. The United States recognizes that the destabilization of, and security threats to other states and political bodies are relative to its own interests as they may involve mutual enemies, or give rise to conditions in which its enemies may find beneficial. As such the U.S. may promote a cooperative “venture” where interests are identified as beneficial to both the U.S. and another entity, but which may be limited in nature and may not signify and enduring partnership.

It is important to understand that these cooperative ventures may be pursued for different reasons to support different ends; ends which may not always align with the long term goals of the U.S., but may support limited cooperation. These mutual interests may not always be apparent while in the making, and may only come forward as objectives and conditions change; for example when another state or organizations realizes that its previous policies no longer promote, but may in fact inhibit or work against the realization of its own objectives. The term venture itself implies a certain level of existing risk where one’s membership is based more on conditions than certainty and long term commitment.

Ventures that involve the provision of security may require the U.S. to support the development of the capabilities of foreign security forces of other venture members. This concept of developing capability and capacity assumes that, based on mutual interests, the capabilities developed in a FSF will be employed in such a manner that they will support member objectives in the venture. However, it should not assume that those capabilities will not be employed otherwise at the conclusion of the venture. Capabilities once they are developed may have a life that extends beyond the original purpose. Understanding the nature of the venture is important for its members as it defines how much equity and effort a given member may assume relative to the expectations of the outcomes.

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Major Rob Thornton is assigned to the Joint Center for International Security Force Assistance (JCISFA) as an Army FA 59 Strategic Plans and Policy officer. The opinions and thoughts expressed in this paper do not necessarily reflect those of JCISFA. Major Thornton was a contributing writer to the recently published the JCISFA SFA (Security Force Assistance) Planner’s Guide to FSF (Foreign Security Force) Force Development.