thedrifter
06-14-04, 09:41 AM
Kosovo Operations
by Maj James D. Davis
‘A well-trained and disciplined military unit is the best foundation upon which to build a peacekeeping force.’
—LTG T. Montgomery,
Senior Military Representative to NATO
It has been said that we, as military professionals, should always be doing one of two things—participating in combat (or military operations other than war (MOOTW)) or preparing for combat. Training for combat is a difficult task that takes insight, planning, resources, and clear goals with measurable standards. The preparation for operations in an “other than war” environment, such as in Kosovo, is especially difficult. The skills required to be successful encompass all conventional capabilities and additional skills that are oftentimes inconsistent, or even contradictory, with those conventional warfighting capabilities. Close and continuous civilian interaction, while conducting primarily law enforcement functions, requires a whole new set of skills other than those dealing with “mere combatants.”
Preparing U.S. troops for operations in Kosovo requires a more extensive training plan that includes familiarization with the history and political sensitivity of the region. The extensive battlespace and complexity of the situations encountered in the primarily urban environment will force decentralization, while making decisions at the tactical level quite often leads to strategic ramifications.
There are no secret recipes for conducting peace operations in an uncertain urban environment. However, there are numerous factors and considerations that, when properly implemented during training, can prepare a unit for operating in Kosovo or any similar environment with its own set of intricacies and nuances.
As I discuss the doctrinal application of maneuver warfare in Kosovo, I must apply it to the multiethnic, primarily urban, nature of the environment. Most, if not all, civil functions have been degraded to the point of nonexistence. Therefore, training requirements to effectively operate in Kosovo rely primarily on solid competency in conventional warfare. Only with these capabilities as a foundation can a unit “graduate” to the more complex tasks of integrating additional assets and capabilities to the unit. The inherent political sensitivity in peace operations requires clear-cut guidance that allows small unit leaders to understand that their decisions, more often than not, have strategic and political implications. Commanders must train with this in mind to ensure that their men will be able to act decisively when “in country.”
Doctrinal Foundations: The Marine Corps Model
The importance of a sound and comprehensive doctrine has never been more apparent than in the preparation and execution for operations in Kosovo. The Marine Corps approach to doctrine may differ in theory and application to that of other Services and countries. Yet, due to the Corps’ experiences in MOOTW, it subscribes to doctrine in a manner that facilitates operating in this complex environment. Doctrine, from a Marine Corps perspective, is defined as:
. . . a teaching advanced as the fundamental beliefs of the Marine Corps on the subject of war, from its nature and theory to its preparation and conduct. Doctrine establishes a particular way of thinking about war and a way of fighting, . . . a mandate for professionalism, and a common language. . . . Our Doctrine does not consist of procedures to be applied in specific situations so much as it establishes general guidance that requires judgment in application. The Marine Corps style of warfare requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. . . . We will not accept lack of orders as justification for inaction; it is each Marine’s duty to take initiative as the situation demands.1
Judgment and decisionmaking are attributes required from all men of all ranks. Never were these demands more important to the success of an operation than in the complex and confusing environment of the Serbian province of Kosovo.
Our doctrine, MCDP–1 [Marine Corps Doctrinal Publication 1], Warfighting, professes centralized planning and decentralized execution. The importance of this publication and the principles that it expounds were truly evident in the missions conducted by India Company, Battalion Landing Team 3/8 [BLT 3/8] during Operation JOINT GUARDIAN in Kosovo. The experiences that our unit had operating in the ‘three block war’ brought to life the ‘Strategic Corporal.’ The decisions made by a Corporal or Sergeant operating at the tactical level of warfare in Kosovo had the potential for strategic implications.
India Company was assigned a Tactical Area of Responsibility (TAOR). Based on a detailed mission analysis, what began as a Company TAOR soon transitioned to platoon sectors with squad checkpoints. This decentralized execution was the only way our company could adequately cover our TAOR. This method of employment relied heavily on the abilities of our Corporals and Sergeants to make decisions based on the mission and the commander’s intent.2
The success of operations in Kosovo relied heavily on the trust the units had in the abilities and judgments of their young leaders. Mental agility is perhaps the most important attribute a unit will bring to the Kosovo Peacekeeping Force (KFOR) theater of operations.
There is no doubt in my mind, that the success of a peacekeeping operation depends more [than] anything else on the vigilance and [on] the mental alertness [of] the most junior soldier and his NCO [noncommissioned officer], for it is [on] their reaction and immediate response that the success of the operation rests.3
The nature of the environment in Kosovo is one of both urban and open terrain, with cultural and ethnic fault lines, generations of hatred and violence, and groups with political agendas. There is crime and lawlessness and a total lack of civil functions—no fire, police, or judicial systems. The vacuum created upon the cease-fire agreement left the civilian population highly vulnerable to criminal opportunism. Units must be trained and prepared to perform tasks they never would associate with a warfighting function. The very essence of the mission becomes one of creating a safe and secure environment free of violence, retributions, and lawlessness. Decisive and offensively oriented actions are an absolute necessity and “omnipresence” is the first goal of the peacekeeping force.
The company was tasked with enforcing the Military Technical Agreements [MTA] in accordance with the KFOR Rules of Engagement [ROE], despite daily changes and exceptions. The NCOs acted as civil affairs representatives, diffusing problems within the company TAOR, while employing assets seldom seen at the company level (i.e., U.S. Army Psyops [psychological operations], EOD [explosive ordnance disposal], HETs [human resources intelligence exploitation teams] and translators). The Marines of 3d Platoon illustrated the need for all Marines to be prepared to perform the tasks required of a civil affairs trained serviceman, with well-developed negotiation skills. This platoon’s command post was located in a bakery complex, containing several shops used by Serbian businessmen. The bakery operators, Albanians, cut the lock of a clothing store, which had been closed for several months. Marines located at a security checkpoint nearby, observed civilians loading merchandise into a truck. The two Marines alerted the Sergeant of the Guard [SOG] who investigated, concluding that looting was in progress. The SOG requested the platoon QRF (quick reaction force), which dispersed a growing crowd. With the arrival of the QRF, the situation was diffused and the clothing was returned to the store. An agreement was brokered in that the Serbian businessman agreed to pay the outstanding rent and vacate the store. The settlement was enforced by observing the store front from a security outpost, 24 hours per day. The situation this Marine Sergeant influenced is not unlike many others that can be expected in these ethnically turbulent regions. As a result of the decisions made by this Sergeant, both the Albanians and Serbians living in this section of Gnjilane could see the neutral motivation of our actions. Additionally, contact was made with other Serbians whose presence was unknown to us prior to the event. Most importantly, the civilians in this area realized that KFOR was the only legitimate law enforcement organization in the area.4
This is but one of many examples of the nature of the environment in Kosovo upon initial entry in June 1999. All of the men in the company immediately recognized the complexities and nature of this environment. The presence of unconventional tasks required equally unconventional solutions. Initiative was critical down to the corporal level. Credibility of the unit, quick decisive action by the leaders, and the threat of overwhelming force were the most important and effective deterrence measures.
continued.....
by Maj James D. Davis
‘A well-trained and disciplined military unit is the best foundation upon which to build a peacekeeping force.’
—LTG T. Montgomery,
Senior Military Representative to NATO
It has been said that we, as military professionals, should always be doing one of two things—participating in combat (or military operations other than war (MOOTW)) or preparing for combat. Training for combat is a difficult task that takes insight, planning, resources, and clear goals with measurable standards. The preparation for operations in an “other than war” environment, such as in Kosovo, is especially difficult. The skills required to be successful encompass all conventional capabilities and additional skills that are oftentimes inconsistent, or even contradictory, with those conventional warfighting capabilities. Close and continuous civilian interaction, while conducting primarily law enforcement functions, requires a whole new set of skills other than those dealing with “mere combatants.”
Preparing U.S. troops for operations in Kosovo requires a more extensive training plan that includes familiarization with the history and political sensitivity of the region. The extensive battlespace and complexity of the situations encountered in the primarily urban environment will force decentralization, while making decisions at the tactical level quite often leads to strategic ramifications.
There are no secret recipes for conducting peace operations in an uncertain urban environment. However, there are numerous factors and considerations that, when properly implemented during training, can prepare a unit for operating in Kosovo or any similar environment with its own set of intricacies and nuances.
As I discuss the doctrinal application of maneuver warfare in Kosovo, I must apply it to the multiethnic, primarily urban, nature of the environment. Most, if not all, civil functions have been degraded to the point of nonexistence. Therefore, training requirements to effectively operate in Kosovo rely primarily on solid competency in conventional warfare. Only with these capabilities as a foundation can a unit “graduate” to the more complex tasks of integrating additional assets and capabilities to the unit. The inherent political sensitivity in peace operations requires clear-cut guidance that allows small unit leaders to understand that their decisions, more often than not, have strategic and political implications. Commanders must train with this in mind to ensure that their men will be able to act decisively when “in country.”
Doctrinal Foundations: The Marine Corps Model
The importance of a sound and comprehensive doctrine has never been more apparent than in the preparation and execution for operations in Kosovo. The Marine Corps approach to doctrine may differ in theory and application to that of other Services and countries. Yet, due to the Corps’ experiences in MOOTW, it subscribes to doctrine in a manner that facilitates operating in this complex environment. Doctrine, from a Marine Corps perspective, is defined as:
. . . a teaching advanced as the fundamental beliefs of the Marine Corps on the subject of war, from its nature and theory to its preparation and conduct. Doctrine establishes a particular way of thinking about war and a way of fighting, . . . a mandate for professionalism, and a common language. . . . Our Doctrine does not consist of procedures to be applied in specific situations so much as it establishes general guidance that requires judgment in application. The Marine Corps style of warfare requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. . . . We will not accept lack of orders as justification for inaction; it is each Marine’s duty to take initiative as the situation demands.1
Judgment and decisionmaking are attributes required from all men of all ranks. Never were these demands more important to the success of an operation than in the complex and confusing environment of the Serbian province of Kosovo.
Our doctrine, MCDP–1 [Marine Corps Doctrinal Publication 1], Warfighting, professes centralized planning and decentralized execution. The importance of this publication and the principles that it expounds were truly evident in the missions conducted by India Company, Battalion Landing Team 3/8 [BLT 3/8] during Operation JOINT GUARDIAN in Kosovo. The experiences that our unit had operating in the ‘three block war’ brought to life the ‘Strategic Corporal.’ The decisions made by a Corporal or Sergeant operating at the tactical level of warfare in Kosovo had the potential for strategic implications.
India Company was assigned a Tactical Area of Responsibility (TAOR). Based on a detailed mission analysis, what began as a Company TAOR soon transitioned to platoon sectors with squad checkpoints. This decentralized execution was the only way our company could adequately cover our TAOR. This method of employment relied heavily on the abilities of our Corporals and Sergeants to make decisions based on the mission and the commander’s intent.2
The success of operations in Kosovo relied heavily on the trust the units had in the abilities and judgments of their young leaders. Mental agility is perhaps the most important attribute a unit will bring to the Kosovo Peacekeeping Force (KFOR) theater of operations.
There is no doubt in my mind, that the success of a peacekeeping operation depends more [than] anything else on the vigilance and [on] the mental alertness [of] the most junior soldier and his NCO [noncommissioned officer], for it is [on] their reaction and immediate response that the success of the operation rests.3
The nature of the environment in Kosovo is one of both urban and open terrain, with cultural and ethnic fault lines, generations of hatred and violence, and groups with political agendas. There is crime and lawlessness and a total lack of civil functions—no fire, police, or judicial systems. The vacuum created upon the cease-fire agreement left the civilian population highly vulnerable to criminal opportunism. Units must be trained and prepared to perform tasks they never would associate with a warfighting function. The very essence of the mission becomes one of creating a safe and secure environment free of violence, retributions, and lawlessness. Decisive and offensively oriented actions are an absolute necessity and “omnipresence” is the first goal of the peacekeeping force.
The company was tasked with enforcing the Military Technical Agreements [MTA] in accordance with the KFOR Rules of Engagement [ROE], despite daily changes and exceptions. The NCOs acted as civil affairs representatives, diffusing problems within the company TAOR, while employing assets seldom seen at the company level (i.e., U.S. Army Psyops [psychological operations], EOD [explosive ordnance disposal], HETs [human resources intelligence exploitation teams] and translators). The Marines of 3d Platoon illustrated the need for all Marines to be prepared to perform the tasks required of a civil affairs trained serviceman, with well-developed negotiation skills. This platoon’s command post was located in a bakery complex, containing several shops used by Serbian businessmen. The bakery operators, Albanians, cut the lock of a clothing store, which had been closed for several months. Marines located at a security checkpoint nearby, observed civilians loading merchandise into a truck. The two Marines alerted the Sergeant of the Guard [SOG] who investigated, concluding that looting was in progress. The SOG requested the platoon QRF (quick reaction force), which dispersed a growing crowd. With the arrival of the QRF, the situation was diffused and the clothing was returned to the store. An agreement was brokered in that the Serbian businessman agreed to pay the outstanding rent and vacate the store. The settlement was enforced by observing the store front from a security outpost, 24 hours per day. The situation this Marine Sergeant influenced is not unlike many others that can be expected in these ethnically turbulent regions. As a result of the decisions made by this Sergeant, both the Albanians and Serbians living in this section of Gnjilane could see the neutral motivation of our actions. Additionally, contact was made with other Serbians whose presence was unknown to us prior to the event. Most importantly, the civilians in this area realized that KFOR was the only legitimate law enforcement organization in the area.4
This is but one of many examples of the nature of the environment in Kosovo upon initial entry in June 1999. All of the men in the company immediately recognized the complexities and nature of this environment. The presence of unconventional tasks required equally unconventional solutions. Initiative was critical down to the corporal level. Credibility of the unit, quick decisive action by the leaders, and the threat of overwhelming force were the most important and effective deterrence measures.
continued.....