DTIC ADA490884: Advisor 2.0: Advancing the Military Transition Team Model

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UnitedStateMarine Corps
Command andStaffCollege
Marine Corps University
2076South Street
Marine Corps CombatDevelopment Command
Quantico, Virginia 22134-5068
MASTER OFMILITARY STUDIES
ADVISOR2.0: ADVANCING THEMILITARY TRANSlTION TEAMMODEL
SUBMITTED INPARTIALFULFILLMENT
OFTHEREQUIREMENTS FOR THEDEGREEOF
MASTER OFMILITARYSTUDIES
by
MajorJosephW. Jones
AY 07-08
Mentor and
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ExecutiveSummary
Title: ADVISOR 2.0: ADVANCINGTHEMILITARYTRANSITIONTEAMMODEL
Author: MajorJoseph W. Jones, United States Marine Corps
Thesis: As asubsetelementofthe MilitaryTransitionTeam (MTT) organization the
battalion level advisor teamis critical to the success oftransitioning toIraqi control. The
battalionlevel United States Marine Corps MilitaryTransitionTeam (USMC MTT), as
organized, trained, educated, is inadequateto meet some current andfuture operational
requirements.
Discussion: As asubset element ofthe MilitaryTransition Team (MTT) organizationthe
battalionlevel advisor teamis critical to the success oftransitioningto Iraqi control. The
battalionlevel UnitedStates Marine Corps MilitaryTransitionTeam (USMC'MTT), as
organ.ized, trained, educated, is inadequateto meet some curren,t andfuture operational
reqUIrements.
The understanding ofcritical advisor capabilities is directlyproportional to the amount
ofacademic studydedicated to the disciple. Thefoundational educational importance to
advisingis valued and advocatedinthe development ofthe MTT, although not directed.
The academic approach, which is apart ofthe educational approach to learning, is not
specificallyrequiredinthe context ofUSMC MTT progressioll. No formal education
exists.
Fromthe beginning, through the IMEF's current stagetraiJ.1ing course, thefocus is in
combat skills, specificallythose warfighting functions (maneuver, logistics, force
protection) thatpreservethat USMC MTT.
True, real, andfocused advisor capabilities are foundational to achieving success. In
orderto do this the organization structure, education, and training ofthebattalionMTT
must change. This changedoes not representremoval orreduction ofthe current concept,
but signals anexpansion ofpresent content and the introduction ofmission essential
content.
Conclusion: Inthe current counterinsurgency fight, orfuture full-scale conventional
operations, the USMC MTTrequires effective organization, echlcation, and training. With
the advances made, the educational and training conditions are J5et to make USMC MTT
employmentmost effective. With the proper organization, and ~olidacademics, the
training schedulebalancedbetween combat skills and advisingtheory will producethe
mosteffectiveUSMC MTT. The idea ofcompletelymissionready and broadly capable
militarytransitionteams is onlytruly possible when the advisiIlg model has evolved.
ii
DISCLAIMER
THE OPINIONS AND CONCLUSIONS EXPRESSED HEREINARE THOSE OF THE
INDIVIDUAL STUDENTAUTHORAND DO NOT NECESSARILYREPRESENT
THE VIEWS OF EITHERTHEMARINE CORPS COMMAND AND STAFF
COLLEGE ORANY OTHER GOVERNMENTALAGENCY. REFERENCES TO
THIS STUDY SHOULD INCLUDE THEFOREGOINGSTATEMENT.
QUOTATIONFROM, ABSTRACTIONFROM, ORREPRODUCTION OFALL OR
ANYPARTOF THIS DOCUMENT IS PERMITTED PROVIDED PROPER
ACKNOWLEDGEMENT IS MADE.
111
Preface
TheMilitaryTransitionTeam that are operatinginplaces likeIraq and Afghanistan
have~eentasked as the "MainEffort" inthe Strategic effortto transition security and
stabilityresponsibilities from US forces to the indigenous forces. As afonner Military
transitionteam leader Ispent 6months trainingfor this mission and7months in
execution. Myteam embracedthe concept of"teach, coach, andmentor" for our
interactionwithourIraqi counterparts andperformed comparativelywell during our
deployment. However, Ire-deployedwith a sense ofprofessionalincompleteness. I
thoughtthatthere was moreI couldhave done to advisormyIraqibattalion commander
inhis development andthe readiness ofhis unit given a strongerfoundation in advising.
The differences ineducation and training standards for theMarine Corps Military
Transitionteams are verynoticeable. I directlywitnessed the diversityofeducation and
trainingstandards relatedto thepreparation andperfonnance. The overall process was
not veryimpressive. As aMarine, and likelya future advisor, Ithought adetailed
discussiononthe issues surroundingthe development ofadvisorteams is important. I
would liketo see the current conflictswe areinresolved. Ifourmilitaryleaders are intent
onusingthetransitionteam conceptto facilitate strategic victorythenthe buildingof
advisors is fundamental andkey, thus Ihopemycontributionto tIns case is valuable.
IV
TABLE OF CONTENTS
EXECUTIVE SLJMMARY : .ii
DISCLAIIvIER .iii
PREFACE v
IN"TRODUCTION 1
SECTION 1:
Background 2
The CurrentUSMC MTTWill NotAchievethe Goal 3
The Organizational Structure ofthe MilitaryTransitionTeam 3
TheEducation ofthe MilitaryTransitionTeam 5
TheEvolution ofTrainingfor the MilitaryTransitionTeam 5
SECTION2: Advance the Modelto Achieve the GoaL 7
OrganizationalAdvancement 8
FormalizedEducation 10
TrainingAdvancement. ; 12
CONCLUSION 13
APPENDIX A 14
ENDNOTES 18
v
"America's task in Iraq is not only to defeat an enemy, it is to give strength to afriend
afree, representativegovernment thatserves itspeople andfights on their behalf.
JJ
.- President George W. Bush, May24, 2004
Introduction
TheNationalStrategyfor Victory inIraq 2005 articulates theplanto develop theAnned
forces ofIraqin orderto provide securityfor the cOlUltry. Alongthe "SecurityTrack" the
document states that "the training, equipping, and mentoring ofIraqi SecurityF~rceswill
produce an armyandpolice force capable ofindependentlyproviding security and
maintainingpublic orderin h·aq."l The strategyis based onthe logicthat "coalition
transitionteams are embeddedin all IraqiArmybattalions to provide assistance and
guidancewhenneeded."zThis concept further assumes thatmilitarytransition teams are
capable ofexecutingthe tasks ofthetransitionmission. The battalion level United States
Marine Corps MilitaryTransitionTeam (USMC MTT), as organized, trained, educated,
is inadequate to meet current and future operationalrequirements as required inthe
National Strategy.
As asubset elementoftheMilitaryTransitionTeam (MTT) organizationthebattalion
level advisorteamis criticalto the success oftransitioningto h'aqi control. Therelevant
questions are: Does current organizational design, education, training, and employment
ofMarine Corps TransitionTeamsbest achieve the requirements ofeffective
development ofadvised foreign forces? Moreover, cantraining and employment ofthe
MTTfacilitate mission transitioninIraq?
1
Background
Inthe spring of2004the Marine Corps accepted the idea andrecognized the operational
needfor advisors to assistinthe development ofthe indigenous anned forces ofIraq.
Specifically, those Iraqi armyunits thatwere deployed and employedinthe Marine
Corps battlespace inAl AnbarProvince, Iraq requireddevelopment, training, and
education. Theuse ofmilitaryadvisors/trainers became an immediate andnecessary
requirement to support combat operations and setthe stage for the transition ofsecurity
and stabilityoperations intheprovince. This required the Marine Corps to conceptually
design, reorganize, plan, assign, and embedUSMC MTTs throughoutthe army, police,
and securityforces.
USMC MTTs teach, coach, andmentorindigenous securityforces, whileproviding direct
access to partneredunit capabilities such as air and artillerysupport, medical evacuation,
and intelligence.3The concept for theUSMC MTT werebasedinpart onthe historical
experiences the organizationhadwithforeign internal defense and counterinsurgency.
TheMarine Corps referencedits experienceinthe smallwars ofthe 1920's and 30s and
the later operations inVietnam. The Combined ActionPlatoonprograminthe Vietnam
conflictwas theparticular conceptthatmostproponentsbasedthe argument for the
militarytransition teamideaon. In addition, the approaches ofT.E. Lawrence formed the
intellectualbasis oftheUSMC MTT concept.
Withthe strategy, direction, operationalrequirement, and the historicalunderpimring
present, the contemporaryUSMC MTT has developed andbeen employedthroughout
Iraq and Afghanistan. TheUSMC MTT design, billetstructure, and organizational
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conceptare developed as afunction ofthe operationalmission and conditions that exist
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onthesebattlefields. Thenature and complexityofthe current operational environment i
force the employment ofUSMC MTTs withrobust structure, unique abilities, and more
sophisticatedskills. These attributes combineto dictate an educationandtrainingprocess
thathas the goal ofproducing capable, missionready, USMC MTTmembers.
The CurrentUSMC MTTwillnotAchieve the Goal
ThebattalionlevelUSMC MilitaryTransitionTeam (USMC MTT), as organized,
trained, educated, isinadequateto meet some current and future operational
,
requirements. As asubordinate element oftheUSMC MTT organization, at thebasic
operational unit, thebattalionlevelreflects the strength andweaknesses ofthe overall
advisor effort. The concept for battalionUSMC MTTmustbe advancedand onlythrough
theredesign oftheteam developmentprocess canthis occur. Theweakness inthe
organization, education, andtraining ofteams limits the overall goals ofthe transition
conceptand undennines the overallmission.
The OrganizationalStructure ofthe Military Transition Team
The CUl1'entmodel ofthebattalion levelUSMC MTTis based on an 11 billet structure. It
reflects the traditional battalion stafffunction design. Functional areas in administration,
intelligence, operations, logistics, communications, andmedical support form the base,
from which attac1unents and/or detac1unents are made. Eachteam memberis expectedto
have alevel ofexpertise and/or experience inthe billet occupationalspecialty. Short of
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this expertisetheoverall capabilityoftheUSMC MTTis diminished andtheresultant
abilityto teach, guide, and direct the security force it serves is limited.
Althoughthe specificrank level canfluctuate based ofavailabilityofpersonal, the
organizationseeks to develop the warfighting ftmctions and within the scope ofthe larger
mission. The graphicbelowillustrates the CUlTent configurationfor the 21ldBattalion, 1st
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Brigade, ill Iraq AnnyDivisionMTT (figure 1), aUSMC MTT:
2-1-7 MTT Table of Organization
Figure 1
This modelis basedofthetraditionalbattalion level functional areastaff As fmID
follows function, the organizational designpermits thebasic level ofplamling and
operations.
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