text: Security Force Assistance
  * Providing access to a training facility for U.S. military forces.
  * Coordinating the use of host-nation electrical power, fuels, and other sources of energy in support
  of joint operations.
  * Signing an acquisition and cross-servicing agreement to enable logistics process integration and
  interoperability.
  2-26. Access enables agility for the combatant command below the threshold of armed conflict. Forward
  stationed SFA teams, SA training teams, regionally aligned, and rotational forces are able to perform a broad
  range of missions that contribute to the development of partner FSF capability and capacity, and to the
  operational preparation of the environment (OPE) for large-scale combat operations (LSCO). Access allows
  these forces to continuously set the theater, expand situational awareness, maintain deterrence, and create a
  myriad of options for the combatant command in the rapid transition to crisis or armed conflict.
  PRESENCE
  2-27. The forward presence or projection of Army formations into a theater of operations provides
  capabilities that create tactical and operational dilemmas for threat forces, enabling the joint force commander
  to seize and retain the initiative (FM 3-0). A continuous U.S. presence (such as, cooperative security
  locations, forward operating stations, main operating bases) is fundamental to the capability and capacity
  development of the partner FSF and is critical to building and maintaining trust and rapport with the host
  nation. SFA activities provide the “ways” to accomplish this end state by nurturing current alliances and
  building new partnerships designed to build partner capability and capacity through continuous engagement.
  2-28. Access and presence are inextricably linked to one another. Army forces consolidate gains most
  effectively by maintaining a persistent or permanent presence in a theater of operations, and this presence
  enables the cultivation of relationships on a predictable and reliable basis providing Army forces a high
  degree of regular access to allies and partners (FM 3-0).
  INFLUENCE
  2-29. Influence means to alter the opinions, attitudes, and ultimately the behavior of foreign friendly, neutral,
  and threat audiences through messages, presence, and actions (FM 3-0). Identifying all actors influencing the
  environment (friendly and adversarial) and their intent will help SFA planners and practitioners define the
  goals and methods for developing the partner FSF and their supporting institutions. To prioritize and focus
  the SFA effort, it is equally important to understand the regional players and transnational actors who may
  influence the security environment.
  FSF FUNCTIONS AND PROCESS STRUCTURE
  2-30. The efficient distribution of essential organizational functions is critical to the success of any security
  establishment. These four essential and interdependent functions are governance, executive direction and
  oversight, generation and sustainment of forces, and operational employment. Elected officials through
  policies, authorizations, and appropriations generally administer partner nation governance, with the FSF
  performing the other three functions. The Army generally does not interact or aid the governance function of
  a host nation. The Army can expect to coordinate SFA with U.S. interagency (such as USAID) activities in
  the governance function to address FSF requirements. In some cases, Army personnel may advise FSF senior
  leaders that perform roles within or support the national security and foreign policy mechanisms of the
  governance function. There may be instances of overlapping roles and responsibilities in the partner FSF
  structure, but in general, the executive function is the entry point for SFA. The executive function represents
  the ministry equivalent, the generating function represents the Service component equivalent, and the
  operating function represents the tactical, operational, and strategic equivalent roles within the process
  structure.
  2-31. SFA planners and practitioners need to know how their own organization carries out these functions
  and how the partner FSF applies them within its own system. This knowledge will allow planners to better
  identify requirements in which to execute partner FSF developmental activities, rather than simply mirroring