# Presentation: 152301

## Commission for the Guard and Reserve

- Battalion Operations Officer Testimony
- 20 Sep 2006
- FASWCOM, Point Loma, CA
- Major David S. Owen
- S-3, 2nd Bn, 24th Marines (former)
- OIF II-2, June 2004 – May 2005

## Overview

- 2nd Bn, 24th Mar (2/24) activated 01 Jun 2004
- Deployed to Camp Pendleton, CA for Intermediate Location Training (ILOC) which commenced in earnest on 10 Jun 2004 and lasted until mid-September 2004
- Deployed to Iraq mid-September 2004 and chopped OPCON to 24th Marine Expeditionary Unit (MEU): AO – S Baghdad/N Babil Provinces
- Mission: conduct full-spectrum Counter-Insurgency Operations (COIN) in order to set the conditions for free/fair Iraqi elections on 30 Jan 2005

## Unique History

- 2/24 had a unique operational history that may be of particular interest to this panel in the number and types of HHQs that we served from an OPCON perspective
- 24th MEU, 1st Mar Div, I MEF: Sep – Dec 04
- 2nd BCT, 1st CAVDIV: Dec 04 – Feb 05
- 5th BCT, 1st CAVDIV: Feb 05 – Mar 05
- 256th BCT, 3rd ID: Mar 05 – Apr 05 (National Guard Brigade, Headquartered in Louisiana)

## General Issue #1:How was the Battalion trained and equipped prior to activation?

- Training
- Conventional training
- Limited Security and Stability Operations (SASO) training
- Limited Military Operations Other than War (MOOTW) training
- Shortfall in Military Operations on Urban Terrain (MOUT) training
- Battalion Training Cycle
- 1st Quarter FY: Individual Skills Training
- Battalion Fire Support Exercise (FSCEX)
- Individual Skills (Rifle/Pistol Requal, Wpns Trng, Swim Qual, NBC)
- 2nd Quarter FY:  Collective Skills Training
- Battalion Staff Training (Marine Corps Planning / Military Decision Making Process)
- Squad to Platoon-level Tactical and Live Fire Problems

## General Issue #1 (Cont):How was the Battalion trained and equipped prior to activation?

- Battalion Training Cycle (Cont)
- 3rd Quarter FY: Unit Proficiency
- Battalion Staff Planning for Annual Training
- Battalion FSCEX (Fire Support Team focus)
- Company-level Tactical and Live-Fire Problems
- 4th Quarter FY: Annual Training
- Continued Battalion Staff and Company-level proficiency training
- Pre-deployment readiness
- Family readiness
- Annual Training
- Subject to manipulation due to scheduling of ranges and AT
- Equipment
- Shortfalls within all functional areas
- Material readiness limited “Train as you fight” mentality

## General Issue #2:What deficiencies needed to be addressed after activation and how successful was the pre-deployment training process?

- Training Deficiencies
- Administration: Personnel Movement and Accountability
- Intelligence: Intelligence Systems, Analyst Notebook, Every Marine a Collector
- Operations: Operations Systems (MDACT, C2PC, BFT, CPOF, FBCB2, AFATDS), Info Ops, CMO, MOUT, SASO, Fire Support, Supported Attacks, Defensive Operations, Mounted/Dismounted Patrolling, Company Command Post Operations, Time Sensitive Targeting, Weapons Proficiency, Language/Culture
- Logistics: Sustainment Operations, Convoy Operations, Driver Training, Engineering Construction Statements of Work
- Communications: PRC-117, PSC-5, MBITR, MDACT, C2PC, BFT, FBCB2, CPOF, Network Integration, SMART-T, Radio Re-transmission

## General Issue #2(cont):What deficiencies needed to be addressed after activation and how successful was the pre-deployment training process?

- Addressing Training Deficiencies
- Administration: Personnel Movement and Accountability
- “Train as you fight” procedures for movement control, etc
- Intelligence: Intelligence Systems, Analyst Notebook, Every Marine a Collector
- 1st MarDiv supported training sought by Battalion S-2
- Operations:
- Operations Systems:  1st MarDiv supported MDACT/C2PC Training; other systems learned “on the job”
- Info Ops: 1st MarDiv and Battalion IO Officer Training
-  CMO: Trained but in limited depth
- MOUT/SASO: 1st MarDiv SASOFEX (March AFB), Company level training, Stu Segall Strategic Operations Battalion Training Pacakge
- Fire Support: Battalion level training (CPEN & Chocolate Mountains)
- Supported Attacks/Defensive Operations: Company-level training
- Mounted Patrolling: 1st MarDiv Convoy Course, Unit Training, Battalion Training
- Command Post Operations: SASOFEX, Stu Segall, Battalion CPEX
- Time Sensitive Targeting: Limited
- Weapons Proficiency: 1st MarDiv, Battalion and Company Training (required Ammunition plus-ups)
- Language and Cultural Training: Continuous (pre-ILOC through ILOC)

## General Issue #2(cont):What deficiencies needed to be addressed after activation and how successful was the pre-deployment training process?

- Addressing Training Deficiencies
- Logistics:
- Sustainment Operations: Limited
- Convoy Operations: 1st MarDiv Convoy Course, Battalion and Company Training
- Driver Training: Limited and unrealistic
- Engineering Construction Statements of Work: None
- Communications:
- PRC-117, PSC-5, MBITR: Battalion Radio Training package
- MDACT, C2PC: 1st MarDiv and Battalion Training
- BFT, FBCB2, CPOF: None
- Network Integration: Limited
- SMART-T: Limited
- Radio Re-transmission: Stu Segall FEX and Battalion CPEX
- Overall success due to the hard work and innovation of Marines

## General Issue #3:How could pre-activation equipment and training policies be improved to optimize the time spent on essential training and to minimize time spent mobilized but not deployed?

- Pre-activation Equipment policy
- Equipment on-hand NLT one year prior to activation
- Material readiness supports pre-deployment non-ILOC training
- Supply priority increased to same level as ILOC period one yer prior
- Pre-activation Training Policy
- Train As You Fight – Increase Hyper-realistic Training
- Quarterly drill periods would be progressive in nature and coincide with the USMC Training Continuum for OIF-OEF deployments
- 1st Quarter FY: Main Effort - Block I skills
- Individual Mobilization Readiness and required skills
- 2nd Quarter FY: Main Effort – Block II Skills
- Individual Skills, theater specific
- 3rd Quarter FY: Main Effort – Block II Skills, Block IV Skills Introduction
- Individual Skills, theater specific
- Unit Skills, theater specific (introduction and PME)

## General Issue #3:How could pre-activation equipment and training policies be improved to optimize the time spent on essential training and to minimize time spent mobilized but not deployed?

- Pre-activation Training Policy
- Quarterly drill periods would be progressive in nature and coincide with the USMC Training Continuum for OIF-OEF deployments
- Annual Training: Block IV Skills
- PME and mission rehearsal of Service Level Training
- 4th Quarter FY: Main Effort – Remediation
- Cmdr determination of remediation effort
- Family Readiness/Employer Readiness updates
- Ensure familiarity with next FY training plan

## General Issue #3 (Cont):How could pre-activation equipment and training policies be improved to optimize the time spent on essential training and to minimize time spent mobilized but not deployed?

- Essential Training Time vs Minimal Mobilized Non-Deployed Time
- Quality of Life and Family Readiness a function of overall readiness to include training
- Mobilization dates should be set based on rotation date into theater
- Recommend minus 120 days for ILOC training (min 90 days)
- Training in Kuwait is a pre-combat rehearsal not a substitute for initial, collective and unit-level proficiency training

## Specific Issues from Commission #1:What prevents Reserve Component units from being fully trained prior to mobilization?

**Personnel Turbulence: Officer and Senior-Enlisted **
**Approximately 40% shortfall of Officers upon mobilization**
**Limited continuity **
**Variety of experience levels and PME **
**Equipment**
**Material readiness forces un-realistic alternative solutions**
**Equipment availability limits the ability to “Train as you fight”**
**Time**
**Travel time to/from training areas (1/3 Training vs 2/3 Admin/Travel/Etc)**
**Training time (1-2 days) limits integrated battalion-level training within the full spectrum of operations**
**Environment**
**4****th**** Generation Warfare is complex**
**Training must adapt to the assessment of enemy TTPs**

## Specific Issues from Commission #2:How would changing the 39 day training model effect this?

- Current 39 day period (24 Drill Days and 15 AT Days) is sufficient
- Acceptance of 4th GW/ ASW as the fight we are engaged in
- Quarterly drill periods would be progressive in nature and coincide with training continuum for OIF-OEF deployments
- Execute Annual Training overseas when available to maintain theater focus, global engagement and to exercise deployment process

## Specific Issues from Commission #2:How would changing the 39 day training model effect this?

- 1st Quarter FY: Main Effort - Block I skills
- Individual Mobilization Readiness and required skills
- Combat Marksmanship/Swim Qual, etc.
- 2nd Quarter FY: Main Effort – Block II Skills
- Individual Skills, theater specific
- 3rd Quarter FY: Main Effort – Block II Skills, Block IV Skills Introduction
- Individual Skills, theater specific
- Unit Skills, theater specific (introduction and PME)
- Annual Training: Block IV Skills
- PME and mission rehearsal of Service Level Training
- 4th Quarter FY: Main Effort – Remediation
- Cmdr determination of remediation effort
- Family Readiness/Employer Readiness updates
- Ensure familiarity with next FY training plan

## Specific Issues from Commission #2:How would changing the 39 day training model effect this?

- Recommendation for MARFORRES to establish a ‘Asymmetric Warfare Center of Excellence’ (AWC of E)
- Similar to JRTC but units would rotate through for their AT, and would execute every other year, similar to the CAX program for 3rd GW excellence (not replace Service Certification Exercises: JRTC, NTC or Mojave Viper)
- AWC of E available for Staff Training during Spring Quarter and prior to Annual Training
- Execution: (6) of (9) Bn’s train at the AWC of E during a FY
- Following year focused on a 3rd GW skillset and AT

## Specific Issues from Commission #2:How would changing the 39 day training model effect this?

- Employer and Family Support for this training concept
- Employer support hinges on tax breaks for sacrifice of employers serving in the Guard and Reserve
- Family support hinges on stability of ‘knowing what is ahead’
- Benefits; reduction of age of retirement pay, increased use of Tri-Care and timely pay and benefits will increase family support
- Education of Service member, families and employers

## Specific Issues from Commission #3:Where was time wasted in pre-activation training and pre-deployment training and why?

- Pre-activation Training
- Travel time to/from training areas/facilities
- Individual skills training (language, culture, PME, etc) limitations
- Voluntary
- Pursue virtual (webcam) training to support participation
- Attendance of pre-activation Annual Training
- Student personnel
- Pre-deployment Training
- Travel due to limited facilities (specifically: MOUT)
- Time was maximized at every turn
- Battalion worked 7 days/week averaging 14-18 hour days
- Leave period positively executed
- Provided for family time
- Prevented training burn-out

## Specific Issues from Commission #4:How could this be prevented in the future?

- Pre-activation Training
- Increase training time at areas/facilities
- Maximize participation with combat support units
- Individual skills training (language, culture, PME, etc)
- Pursue virtual (webcam) training to support participation
- Re-design training concept
- Pre-deployment Training
- Provide training and support cadre
- Leverage 7 days/week training capability
- Reduce travel from ILOC to training sites
- Increase theater specific MOUT training infrastructure across DOD (support squad to BCT sized operations)
- Focus on regional mobilization support bases
- Joint Requirement Oversight Council Memorandum (JROCM) specifically cites the need for urban training areas (2004)

## Questions

- POC
- Maj David S. Owen
- HQ, United States Special Operations Command, Chief, Trng Policy Branch, SOKF J7-T
- _[david.owen@socom.mil](mailto:david.owen@socom.mil)_
- Phone:
- 262-339-0744 (personal cell)
- 813-828-4780 (work // DSN 299-xxxx)