More on the General Failure to let the Generals Command the Commands at
War.
Gordon S Fowkes, LTC
USA (RET)
There is a substantive legal difference between service
members in general and officers in particular and civil servants doing the same
job, and further with contractors, even those former military personnel. The military can be ordered into considerably
more dangerous situations than civilians, and cab be tried for life for refusal
or failure. A civilian is fired for
failure to perform, not imprisoned.
The "blame" for failure of operations in OIF/OEF I
do place on the contractors per se, but on the Pentagon from stripping the flag
and field officers in command of maneuver troops effective command and control
of their logistics. The contractors are
bound by the terms of their contracts, which were drawn up by a centralized
"procurement" organization. As
such, these logistics elements cannot be prioritized or moved around by the
same echelon of command that used be able to for mission requirements.
A Rand Study
published in 2000 traces the evolution of the Army Division of the XXth Century
and cautions against busting up the divisional structure before it was done on
the Capture of Baghdad/
That which was sliced off the divisional Discom to form the
modular support battalions of the modular brigade was done by dividing the
assets equally between modular brigades, not driven by priority of fires and
maneuvers. The new modular brigade (except Stryker) had two maneuver battalions
instead of two to five as needed. Two maneuver
battalion is not flexible enough, and the commanders in the field had to
cannibalize units and resort the assets to form additional maneuver teams. Many field artillery battalions (fires) were
re-tasked as infantry as were headquarters companies. As of now (a decade later) the third
battalion is being restored.
The original intent of the modular two-maneuver battalion modular
brigade was to restore the number of O-6 (Colonel) command positions formerly
in the Pentomic Infantry division of the Fifties which had five O-6 command
positions for each of five "Battle Groups" which each had five rifle
companies plus two for weapons, support and command. Since there was no battalion in the mix, there
was no O-5 command slot, and the only place a competent infantry Lt Col could
get command time was in an Armored Division.
The Armored division did not have the Pentagonal curse. Thus Armored
officers and a few lucky armored infantry officers had the requisite command
time for promotion to colonel.
The Pentomic Division was replaced with the same organization
as the Armored division which went on until Transformation surfaced. The post-Vietnam task organization of combat
divisions for missions removed one of the three divisional brigade command
slots to put a National Guard Separate Brigade under divisional control on
mobilization in place of one of the divisional brigades. The cost the Regular Army one each O-6
command slot for each affected division.
This had to stop. The Capstone Program assigning Guard units
a combat mission for existing contingencies was a clear and present danger to
promotion opportunity and timing of the O-6 regular officer. This was an integral part of planning for
future missions before 9-11.
The Pentagon set about a deception plan on how they were
going to restore the three lost O-6 command slots, and quietly re-tooled the
Battle Group to have additional field grade staff and command slots (O-4 and
O-5) by slicing up divisional combat support and combat service support assets
to support the new modular brigades. By
reallocating the existing maneuver (IN/AR) battalions in pairs created five
Modular Brigades restoring the three O6^ command positions. And it reallocated combat support and combat
service support staff and command positions to favor combat support
officers. This was a tactical force
design intended for promotions.
The end result of slicing up the DISCOM, COSCOM, TAACOM and
other TOE logistics and support organization and replacing them with ad hoc
contract aggregates also removed the justification for Flag Rank command
positions of those and related TOE organizations. There were no more Area Support Groups,
Transportation Groups, MP brigades, Petroleum Groups et al which made up the
support structure.
Not only were the chain of staff and command structures torn
asunder, but the experience of how to do that disappears from doctrine. All of the workings of a Corps Support
Command (COSCOM) etc had been undergoing command post exercises of entire corps
which included forces from all services and components but those of allied
forces as well.
All of the tables of organization, tables for allocation of
resources were contained in field manuals that have been used as updated by technology,
circumstance that any officer, noncom or service person could slip into any
organization, and know what to do. Now
it's company policy and contract provisions.
In ten years, the experience base will start to erode to the
point that years will be needed to restore.
The stated intent of Transformation was for light, fast and
agile forces, what they got was a force with maneuver limited to an extent not
seen in the field since the Spanish American War. Transformation was intended
to make life simple for the Pentagon to move around, but which required an
extraordinary force of troops to make work.
For that reason, I stand in awe of the professional
competence of our troops that made an impossible task seem simple. The forces I served with in Germany, Japan
and Vietnam would have been stopped cold with the kind of Mickey Mouse
Transformation served up by Pentagon.
This is what General Dempsey knows he has to fix, but the
quagmire in the Pentagon is full of mines and obstacles placed to preserve and
protect lifetime employment of the Permanent Party.