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

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observers/controllers and role players, and conducted a rehearsal for the OPFOR and everybody else. Then we emptied out the building and spent 10 days in the field executing the evaluation. It was a tremendous undertaking, and my young warriors made me proud. The other major event the S-3 handled was the lead for the dreaded Annual Command Inspection of the battalions. Those inspections, which the staff orchestrated, required a lot of outside support by subject matter experts. The S-3 had the staff update the checklists, conduct the weeklong inspections, give the out-brief, and then provide a final written report that was distributed a month later. Like the EXEVAL, the inspections were a huge drain on the staff because they were extremely time intensive. When not busy, the S-3 also managed the Unit Status Report (USR), training ammunition, the semiannual training brief to the corps’ Deputy Commanding General (DCG), and all briefings to visiting general officers. The S-3 also oversaw the Crisis Action Center, which still monitored all personnel deployments, equipment passing between the rear and forward deployed units, and acted as the Staff Duty Officer for the brigade. The S-4 section was also kept very busy. One of the toughest missions was property accountability. In accordance with the guidance received from corps, a separate property book was established for the equipment that was deployed. The Property Book Officer (PBO) from the 440th was responsible for the deployed equipment. The brigade’s PBO stayed with the Rear Detachment and was responsible for the equipment that remained. Although the two rear detachment commanders had done inventories and signed hand receipts, there were some discrepancies. That was because of inventories being rushed, last-minute changes being made to equipment lists, and the tremendous amount of equipment that was transferred within and outside of the brigade. Keeping an accurate equipment status was a nearly insurmountable task. The PBO spent 247
considerable time updating the books as new equipment kept arriving. Normally it would be transferred to the deployed property book, and there were frequent requests for additional items from deployed commanders that were also transferred. There was also the challenge of accounting for equipment that soldiers brought back with them when they out-processed and equipment new soldiers took down with them after in-processing. This kept the property books somewhat unbalanced until everyone returned to Germany. Property accountability was not the only mission in the S-4’s shop. A major effort involved the budget. Fortunately, the comptroller civilians did not deploy, but for those assuming positions way above their pay grades, there was a steep learning curve. Especially tough was fighting for the next year’s budget and undergoing the year-end close. Throughout the deployment, there were constant requests from corps to take monies from the subordinate commands to finance the deployment and other unplanned events. As a result, I saw my budget shop almost weekly. With two battalions worth of equipment in Germany, the brigade S-4 also had to monitor their maintenance status and help where possible. At brigade, we hosted monthly maintenance and supply reviews with the battalion XOs and their maintenance staffs, along with the representatives from the Direct Support Units, the Combat Support Groups, the Corps Support Command (COSCOM), and other agencies who specialized in motor or communications maintenance. These were held prior to a similar meeting at Corps where I had to brief the DCG every month. Those meetings could be brutal if you did not have your act together, but my guys kept me well prepared. The S-4 assisted the Rear Detachments with the excess equipment turn-in. As nothing can get turned back to the supply system without a condition code and a document number, the S-4 always had lots to do here. The brigade had mounds of equipment to move, and this operation was still ongoing as the units started their redeployment. 248
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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
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a rehearsal for leaders, using a ve
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• Heavy weapons platoon from E Co
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The Blue Falcons exited the aircraf
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esponsibility for the base security
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sandbagged for force protection. Th
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Weather continued to deteriorate ov
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east-west roads crossing the Zone o
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needed from his forces. This coordi
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This COP was manned by a reinforced
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attalion commander was executing a
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creativity in accomplishing every a
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On February 11, TF 3-325 began coor
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their security. Hence, the title em
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deployed with the battalion to the
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at a confrontation going on at a ch
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he was deadly serious. I was convin
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As I reflected on the emotions I wa
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three times. The first time some ke
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pressure, intensity, and rigor of a
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gaining the sense of teamwork and s
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from 4-67, and now three tank plato
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Although the setup had changed in t
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trains per day to that point, thus
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soldier why there were differences
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One piece of frustrated cargo defin
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soldiers who deployed into an area
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support. After several false starts
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Group leaders, who were not paid pr
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Another lesson I learned was the ve
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We also developed a rotational gunn
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CHAPTER 5 COMMANDING A FIELD ARTILL
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Target Acquisition Battery (B/25 FA
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Rather than the anticipated three w
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DEPARTMENT OF THE ARMY HEADQUARTERS
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usiness taking their husbands away
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transportation, shopping, and perso
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were required to carry these 12 rul
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The remaining combat elements of Ch
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As we departed Baumholder, I felt c
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140
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Figure 7. 1st Armored Division AOR.
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forcing Service Battery to expend a
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Zvornik to regain control of the se
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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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Page 201 and 202: along with a myriad of situations t
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Page 205 and 206: INITIAL SUPPORT OPERATIONS, ISB Aft
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Page 209 and 210: commander while assigned to the 1AD
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Page 213 and 214: Force protection became a necessary
Page 215 and 216: military. As early as 1993, some si
Page 217 and 218: command, because the National Comma
Page 219 and 220: soldiers up at 1130 for a formal se
Page 221 and 222: actions—all at the same time. Onc
Page 223 and 224: eing, load-bearing equipment (LBE)
Page 225 and 226: teams and had one team erect the EM
Page 227 and 228: was ours. Once we received this add
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Page 233 and 234: • Treated 19,899 Outpatients •
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Page 239 and 240: could do to change it now. The good
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Page 243 and 244: to Grafenwoehr for deployment-speci
Page 245 and 246: Those were some of the major missio
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Page 251 and 252: Fortunately, we never had to deal w
Page 253 and 254: • Good rear detachment commanders
Page 255 and 256: AFTERWORD Dr. Douglas V. Johnson II
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