Warriors in Peace Operations - Strategic Studies Institute - U.S. Army

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from 4-67, and now three tank platoons from 1-1 Cavalry, which were not deploying. The solution seemed to be to piggyback on a maintenance unit in Hanau. That seemed a reasonable solution until we talked to the maintenance warrant officer there. He said they could help us with small arms, but he did not have the capability to give us any vehicle maintenance support. This was one of our first indicators of how unsynchronized the overall rear detachment plan was. It would take 2 months before an agreement would be reached that 3d Infantry Division would provide our backup maintenance and parts support. By December 13, when I received the call to report to Bad Kreuznach, the Dayton Accords had been completed, and we knew deployment was imminent. We were only waiting on the final signing in Paris and the orders to be issued. Although I was unhappy with the situation, I was satisfied we were making the best of it. We were prepared to deploy the brigade rapidly and safely, had started developing necessary relationships with the rear detachment commanders of the other battalions, established contact with family support group leaders, and in general were ready for the challenge that awaited us. It was at that point I received the phone call from Colonel Fontenot telling me to report to Division Headquarters. That created even more significant challenges. My driver and I moved quickly to Bad Kreuznach, and upon arrival I reported to the Chief of Staff, Colonel John Brown. Colonel Brown told me that the Deployment Operations Center (DOC) needed some help. He expected the division to get the order to deploy soon, and enabling forces were already moving. He told me to go see Gary Addison, the division G-4, and get a tour of the DOC, which was located across from the Division Transportation Officer’s (DTO) office and make an assessment of when I could assume control. I went down to Gary’s office, but he was not in, so I went down to look at the DOC myself. After looking for a long time, I finally discovered that the DOC did not exist, and that there had not been enough time both to 98
get ready to deploy and to create a deployment operations center. I went back to see Colonel Brown, told him the DOC required a lot of work, and that I needed to get some more folks from the battalion down to help me, and needed more phones and computers immediately. He said to get whatever I needed, and to bring down whomever I thought was necessary. So I set out to create something I had never even seen before. I called Major Henderson and told him to get Major Tracy, 1st Lieutenant Chris Hsu (my S-3 Air), and some other staff officers down that afternoon. I talked to the DTO, Major Jay Warren, and immediately determined he did not have the assets in the DTO’s office to run the deployment. He was overwhelmed with solving immediate crises and did not have a clear picture of the entire situation. I saw a G-3 planner and found out the G-3 was not really controlling the deployment process either. I tried to piece together what the deployment process was, and was surprised that there was no one in the headquarters that knew more than I did. That evening, I went to my first “real” Battle Update Briefing (BUB). The Division had set up a command post in the recreation center on post. The CP had been significantly revamped since I had seen it at Grafenwoehr. It had a large map board with the division sector in Bosnia on it, and a couple of large monitors where information was displayed. In principle, the area around the map board was an expanded version of what I had seen in the CP at Grafenwoehr, with the addition of a VTC capability and additional monitors. The big difference, however, was behind the Commanding General’s (CG) seat. The division staff was seated at tables tiered behind the CG in a semicircle that looked like a bandstand. Each staff officer had a computer that was hooked into the classified local area network, a telephone, and a small work area. I would later become very involved in this setup, but for now the only thing I could think of was how noisy this place must be in a crisis. 99
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WARRIORS IN PEACE OPERATIONS Edited
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CONTENTS FOREWORD .................
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FOREWORD The Personal Experience Mo
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seldom practiced. The actual practi
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BATTALION COMMAND I assumed command
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all training, maintenance, and othe
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company training and log efforts, a
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the USAREUR staff was thought up an
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new times. Ops Center at the battal
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like the Jewish exodus wandering ar
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marvelous job of coordinating the e
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it. They did not want us there or n
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containers as well. I told him I un
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promptly chambered a round in his p
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techniques, we found the railhead a
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answer. He quickly made himself and
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Tacsat systems with two independent
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CHAPTER 3 THE BLUE FALCONS IN BOSNI
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monograph. My omission of such elem
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their advance around the safe haven
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unusual. In today’s environment,
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He also provided his timeline for J
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Within about an hour I was reminded
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eter. Even along these paths, I had
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for deployment. The pre-deployment
Page 51 and 52: a rehearsal for leaders, using a ve
Page 53 and 54: • Heavy weapons platoon from E Co
Page 55 and 56: The Blue Falcons exited the aircraf
Page 57 and 58: esponsibility for the base security
Page 59 and 60: sandbagged for force protection. Th
Page 61 and 62: Weather continued to deteriorate ov
Page 63 and 64: east-west roads crossing the Zone o
Page 65 and 66: needed from his forces. This coordi
Page 67 and 68: This COP was manned by a reinforced
Page 69 and 70: attalion commander was executing a
Page 71 and 72: creativity in accomplishing every a
Page 73 and 74: On February 11, TF 3-325 began coor
Page 75: their security. Hence, the title em
Page 88 and 89: deployed with the battalion to the
Page 90 and 91: at a confrontation going on at a ch
Page 92 and 93: he was deadly serious. I was convin
Page 94 and 95: As I reflected on the emotions I wa
Page 96 and 97: three times. The first time some ke
Page 98 and 99: pressure, intensity, and rigor of a
Page 100 and 101: gaining the sense of teamwork and s
Page 104 and 105: Although the setup had changed in t
Page 106 and 107: trains per day to that point, thus
Page 108 and 109: soldier why there were differences
Page 110 and 111: One piece of frustrated cargo defin
Page 112 and 113: soldiers who deployed into an area
Page 114 and 115: support. After several false starts
Page 116 and 117: Group leaders, who were not paid pr
Page 118 and 119: Another lesson I learned was the ve
Page 120 and 121: We also developed a rotational gunn
Page 122 and 123: CHAPTER 5 COMMANDING A FIELD ARTILL
Page 124 and 125: Target Acquisition Battery (B/25 FA
Page 126 and 127: Rather than the anticipated three w
Page 128 and 129: DEPARTMENT OF THE ARMY HEADQUARTERS
Page 130 and 131: usiness taking their husbands away
Page 132 and 133: transportation, shopping, and perso
Page 137 and 138: were required to carry these 12 rul
Page 139 and 140: The remaining combat elements of Ch
Page 141 and 142: As we departed Baumholder, I felt c
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Page 145 and 146: Figure 7. 1st Armored Division AOR.
Page 147 and 148: forcing Service Battery to expend a
Page 149 and 150: Zvornik to regain control of the se
Page 151 and 152: likely a key storage site for a mec
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deployment. When offered the opport
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was due to retire from the Russian
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equipment for turn-in both at Baumh
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assume the FSG advisor role for the
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assigned weapons. It was a great co
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This created a daily stop at every
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(at all times) and constant reporti
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CONCLUSION The opportunity for batt
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A. He did not countermand the major
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CHAPTER 6 THE 28TH TRANSPORTATION B
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deactivation of the 53rd Transporta
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factors allowing us to stay ahead o
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drivers could not operate a motor v
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tied up with A/DACGS, CSCs, EAGLE E
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heat I received from the families b
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260th TTD relied entirely on the 28
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When I split my battalion headquart
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no IG or congressional inquiries re
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unit home to Wuerzburg, Germany. Un
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Drivers were also beginning to show
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unnecessary wear and tear on his un
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mileage during my first year in com
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logistics operations in support of
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The 127th ASB is a Combat Service S
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along with a myriad of situations t
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the battalion movement was not sche
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INITIAL SUPPORT OPERATIONS, ISB Aft
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SUPPORT PLAN The aviation brigade w
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commander while assigned to the 1AD
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The ground/air refuel and supply fu
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Force protection became a necessary
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military. As early as 1993, some si
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command, because the National Comma
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soldiers up at 1130 for a formal se
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actions—all at the same time. Onc
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eing, load-bearing equipment (LBE)
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teams and had one team erect the EM
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was ours. Once we received this add
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hospital area and our consequent ab
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our soldiers in a U.S. facility, bu
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• Treated 19,899 Outpatients •
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and Steve Walker, commanders of the
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the unique tasks required for the u
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could do to change it now. The good
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THE SUBORDINATE REAR DETACHMENT COM
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to Grafenwoehr for deployment-speci
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Those were some of the major missio
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kept track of the classified inform
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considerable time updating the book
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Fortunately, we never had to deal w
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• Good rear detachment commanders
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AFTERWORD Dr. Douglas V. Johnson II
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Colin Powell’s philosophy—we we
show all

Warriors in Peace Operations - Strategic Studies Institute - U.S. Army

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