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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 ApprovedC'".L1~~~(..!L--'-~~ Date: --~Q.....:!:::...L..~d90-~"----- .OralDefensa~mittee ¥ember: Dr. ChristopherR. Jasparro, PhD Approved: l./~ AC Date: (~H () ~ Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2008 2. REPORT TYPE 00-00-2008 to 00-00-2008 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Advisor 2.0: Advancing the Military Transition Team Model 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION United States Marine Corps,Command and Staff College, Marine Corps REPORT NUMBER Combat Development Command,Marine Corps University 2076 South Street,Quantico,VA,22134-5068 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 24 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 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 2 conceptare developed as afunction ofthe operationalmission and conditions that exist L 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 3 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 4 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. 4