such as law, engineering, information analysis, and
languages. Since our recommendations above will result in a more clearly identifiable force with specific
skill sets, opportunities would avail such as having
Reserve Component CA Soldiers who work as judges
or attorneys being tasked with conducting standardized training on Rule of Law. Units would also coordinate with local colleges for applicable lectures
and to encourage Soldiers to utilize unused education benefits to support training needs. Furthermore,
as expanded upon below, commands would engage
with interagency and interorganizational partners to
conduct the type of partnership-building and training
efforts that were desperately needed in the lead-up to
the recent conflicts.
Interorganizational Partnering
CAO, by doctrine, directive, and common sense,
are best accomplished through cooperative and coordinated efforts between a range of military and nonmilitary actors. Unfortunately for many CA Teams,
the first time most of them learn about the capabilities
of non-military resources in theater is when they meet
upon arrival for their mission or deployment. To the
Department of State or USAID professional, (now defunct) Civilian Response Corps member, or S2 analyst,
the four-man CAT represents the capabilities of the
entire branch, whether Active or Reserve. The CAT
must have more than a cursory awareness of these
different agencies, their capabilities, and their restrictions, as the supported commander, his staff, and maneuver unit commanders each are relying on the CAT
to leverage these non-military assets to complete their
mission.7
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