|
|
|
New Strategy - Wargames at Discount Prices
100+ Computer and Board games all with free shipping.
|
|
|
| |
|
|
| |
| |
|
|
|
|
|
|
Subject:
MARSOC Cmdr: Q&A w/ MGen. Mastin M. Robeson
SCCOMarine
8/27/2009 12:24:40 PM
|
CORPS' ENABLER:
Defining Marine Corps Special Operations Capabilities
Written by Jeff McKaughan
Q: What is the organizational structure of MARSOC today, and how does that compare to a year ago?
A: We are in the process of reorganizing our structure. This past April we re-designated the Marine Special Operations Advisor Group as a Marine Special Operations Regiment. Presently, we have one regiment with three special operations battalions and are in the process of growing to 12 special operations companies and 48 special operations teams.
In addition, we are growing our signal intelligence, human intelligence, communications, and intelligence analysts capabilities to support the above structure plus requisite maintainers.
The number-one priority for 2009 was getting our reorganization right. This means sufficient enablers to support a one-MSOR, three- MSOB, 12-MSOC, 48-MSOT structure.
Q: How are you doing on filling out the organization from a manning and staffing perspective? Are you meeting your personnel goals?
A: For our authorized structure we are at 82 percent of our current build plan for Marines, 90 percent of the build for the Navy and 69 percent of the build for civilians. We project we?ll achieve our manning goals during FY12 with continued support from Headquarters Marine Corps to sustain our manning levels of critical skill operators. One of the advantages of building and operating the force at the same time is that you can significantly accelerate getting it right by incorporating lessons learned. Of course the downside of an openloop manpower system is the need to reconstitute the force every five years.
Q: Several years into the command, how would you characterize the definition of MARSOC?s role and mission and the assimilation of the force into the strategic special operations planning, implementation and execution of overseas contingency operations?
A: With 40 deployments in FY09 and more than 40 missions and our first Special Operations Task Force deployment in FY10, the primary focus has been supporting OEF, building partnerships with partner nation forces and emphasizing relationships with those partners. Our focus has been and will continue to be Afghanistan, Pakistan, Brazil and the littorals of both Africa and Southeast Asia.
Our tasking by SOCOM to provide an SOF C2 capability in Afghanistan reflects MARSOC?s growth and maturation. SOCOM has confidence in our ability to do the mission, and the Marine Corps has a greater understanding of what they?re providing in terms of value to our nation. The increased deployment tempo means that MARSOC has to carefully plan out our training so we maximize our training days.
Q: Regarding your foreign internal defense mission, what are some of the challenges in working with a range of different militaries with varying degrees of skills and capabilities? Do you assist in identifying a country?s specific needs both in equipment and skill sets or is that already determined before you go in?
A: Our biggest challenge is mastering the language and cultural understanding necessary to be a true partner. We have chosen to put one member of every team into immersion language training. The goal is for every team to have one member who is 2/2 or better while the remainder of the team has survival skills or better.
Our second challenge is ensuring the U.S. country team understands and embraces what we are there to do. It is very important that we be an extension of what the country team is trying to accomplish. The third challenge is to ensure a persistent presence by the same team so that we can better facilitate long-term relationships and trust. Only then can we hope to help the host nation develop the capability, capacity and vision necessary to achieve our common goals.
Q: Is it fair to say that to date MARSOC forces have been relatively light on heavier types of equipment? What are your more immediate acquisition needs?
A: Yes, by design, MARSOC is a lighter and leaner force. We are in need of lighter yet durable equipment across the board. This includes weapons, communications, power sources, vehicles, body armor, etc.
Q: How important are unmanned systems?air, ground and naval? to your operations?
A: Very important. The Marine Corps has been using unmanned ground systems for at least 15 years, and MARSOC has included those capabilities from our inception. The EOD robots remote the operator from the hazards of an explosive device, provide a day/night reconnaissance capability, and also a neutralization capability so the operator remains separated from the hazard as much as possible. These systems work in the tethered [fiber-optic] or RF mode. Current initiatives are under way to deliver an EOD robot of approximately 50 pounds. The use of unmanned ground platforms with the appropriate capabilities attached are crucial to EOD mission success and force protection. The use of robots saves lives.
Our current unmanned aerial system, the Raven, is the first step in a very important transition to incorporating UAS into our combat operations. It is a relatively inexpensive and easy-to-maintain way to have near instant and near real-time ISR capabilities at the company and team levels. Employing the Raven provided insight into the strengths and weaknesses of this platform. New cameras systems for the Raven are in production and will allow for improved targeting. In the event we can obtain this technology, the Raven will prove to be an extremely valuable, near real-time targeting tool.
MARSOC?s next step will be the acquisition of the Wasp UAS. As we field this system in the coming months, we will refine our TTPs to take advantage of the mobility afforded by using the smaller system. As MARSOC continues to develop its UAS program, the Raven and the Wasp will be fielded as integral pieces of equipment at both the company and team level. UAS will enable MARSOC personnel to enhance situational awareness, perform time critical targeting, gather intelligence, surveillance, and provide real-time battlefield reconnaissance at the lowest command echelon, while minimizing the exposure of SOF personnel to dangerous situations.
Q: Do you have your own schoolhouse that focuses on the specific needs of the MARSOC warrior? What other resources do you take advantage of to hone their skills?
A: We have the Marine Special Operations School. We recently graduated our first Individual Training Course and have started the second one. The ITC is designed to produce a common Marine special operator capable of conducting direct action, special reconnaissance, FID, JCET and CNT type engagement missions. We?ve learned a lot from our first graduating class and from our current operations; as such we have added more amphibious reconnaissance and increased the emphasis on counterinsurgency operations, irregular warfare and the indirect approach.
Our schoolhouse also conducts our SERE program and 11 advanced courses of instruction that support maturing or operational capabilities.
Most of our courses are conducted in house, although we fully exploit training at other venues like the Mountain Warfare Training Center in Pickle Meadows, Calif., or the Direct Action Resource Center in Little Rock, Ark.
Q: Any closing thoughts?
A: We know that MARSOC is the newest member of an incredibly capable special operations community. We have learned much in these first three years and are amazed at how embracing SOCOM has been toward us. We are proud to serve alongside our fellow SF, SEALs and AFSOC operators and look forward to more opportunities to work together to create a world less conducive to radicals. ♦
A native of the Carolinas, Major General Robeson graduated from Chester High School in Chester, S.C., and Bryan College in Dayton, Tenn., was commissioned in December 1975, and hails from Rosman, N.C.
His company grade assignments included rifle and weapons platoons in the 1st Marine Division, command of a Marine Detachment afloat (USS John F. Kennedy), Marine Barracks 8th and I, and command of rifle and weapons companies in 1st Battalion, 6th Marines. As a field grade officer, he instructed at the Marine Corps Amphibious Warfare School, commanded the Fleet Anti-terrorism Security Team (FAST) Company, commanded 1st Battalion, 6th Marines (BLT with 22nd MEU), and instructed at the U.S. Army School of Advanced Military Studies (SAMS). He also served a tour in the Pentagon as military assistant to the executive secretary for DoD and as military assistant to Secretary of Defense William S. Cohen. He then returned to the 2nd Marine Division, where he commanded the 8th Marine Regiment.
Robeson was selected for brigadier general in 2001 and advanced to the rank in October 2002. As a general officer he has served as the assistant division commander and commanding general of the 2nd Marine Division; commanding general of the Combined Joint Task Force-Horn of Africa; commanding general of the 3rd and 4th Marine Expeditionary Brigades; commanding general of the 3rd Marine Division; deputy commanding general of III MEF; and director of CJ5 for Multi-National Force?Iraq.
Robeson graduated with honors from The Basic School, Amphibious Warfare School, and Command and Staff College. His war college experience was the U.S. Army Advanced Operational Art Studies Fellowship, and his civilian education includes a degree in business administration and a master?s in military arts and science.
His combat experience includes service in Liberia, Desert Storm, Somalia, Bosnia, Horn of Africa, Southern Philippines and Iraq.
Robeson was interviewed by SOTECH Editor Jeff McKaughan. |
| |
|
|
|
|
|
