From: Gunnery Sergeant Andrew Hodges, 15TH MEU Foreign Area SNCO (FAS)
UNITED STATES MARINE CORPS
15TH MARINE EXPEDITIONARY UNIT
UNIT 42530
FPO AP 96610-2530
IN REPLY REFER TO:
2000
S-3
15Apr 13
From: Gunnery Sergeant Andrew Hodges, 15TH MEU Foreign Area SNCO (FAS)
To: Head, International Affairs Branch, PL Division, HQMC
Via: Commanding Officer, 15TH Marine Expeditionary Unit
Via: S-3 OIC, 15TH MEU
Subj: AFTER ACTION REPORT ON FOREIGN AREA STAFF NON-COMMISSIONED
OFFICER (FAS) EFFORT IN SUPPORT OF 15TH MEU
Encl: (1) AAR References
Executive Summary: As a FAS participating in the CMC-approved FAS Beta Test, I attached to the 15TH MEU on March 16, 2012 during work-ups, anddeployed with the 15TH MEU on September 17, 2012. This Beta test was the first of its kind in any service. As the first FAS supporting the 15THMEU I broke new ground by providing advanced language, regional expertise, and culture (LREC) skills and training to the officer and enlisted ranks. These LREC skills were directly applied at the tactical level to improve the way the Marine Corps engages partner nations, responds to contingencies, deters, fights and wins our nations wars. Over the course of work-ups and the deployment, I filled an important capability gap for 15TH MEU as a FAS Marine. My skill set complemented FAOs and RAOs serving in operational and strategic level assignments.
During Theater Security Cooperation (TSC) events, I used foreign language skills and cultural knowledge to improve rapport, establish interagencyrelationships and improve engagement with allies and partner nations. I engaged foreign populations of different culture and language backgrounds and prepared Marines and Sailors of 15TH MEU and Peleliu Amphibious Ready Group (PEL-ARG) to serve alongside coalition partners from four non-English speaking countries more effectively. The FAS program supported four tasks in CMC’s Planning Guidance: institutionalizethe FAO/RAO program, strengthen Marine Corps irregular warfare capabilities, improve USMC integration with other agencies, and better educate and train Marines to succeed in distributed operations in increasingly complex foreign environments.
Throughout the deployment, I supported 15TH MEU and PEL-ARG by providing LREC briefs. As an Arabic-speaker, I provided linguisticand translation support, taught basic Modern Standard Arabic (MSA)classes and emphasized cultural familiarity. I prepared Marines and Sailors for all four TSC events and liberty ports. Promoting LREC to the “Strategic Corporal” in all operations and reinforcing the strategic importance of partner nation relationshipswas well received by enlisted personnel from a Staff Non-Commissioned Officer (SNCO). I integrated into daily operations with the Command Element S-3, after a brief assignmentin S-2. My duties includedoperations Watch Chief (WC) and Watch Officer (WO) when forward deployed. As a FAS, service in S-3 provided the best opportunity to coordinate with CE leadership to improve planning and preparation of all contingencies by injecting LREC into the planning process. I was employed on four consecutive missions during the deployment:ExerciseCROCODILLO (East Timor);ExerciseIRON MAGIC (UAE); Exercise Red Reef (Saudi Arabia); and Visit, Board, Search, and Seizure (VBSS) support in 5th Fleet Area of Responsibility.
I am confident that the FAS Program “proof of concept” Beta Test with 15TH MEU fills a critical need, will encourage the Marine Corps to formally adopt this program and expand it to future direct support missions.
This report highlightsten specific topics regarding positive impacts gainedwith a FAS assigned to 15TH MEU. The topics include the following:
1. FAS Courses
2. Experience Track vs. Study Track
3. Staff Assignment of FAS Marines
4. LREC Instructions and Support Integration
5. Naval Postgraduate School Seminars
6. Deployment
7. Interagency Interactions
8. Information Operations
9. Networking
10. Confirmation of FAS Success
1. FAS Courses
Topic: FAS Training Package.
Discussion: The courses I attended as an experience-track FAS, prior to attachment to the MEU were highly beneficial. The training included a one-week Security Cooperation’s Planners Course (SCPC), a two-week Information Operations (IO) Practitioners Course, and a two-week Foreign Service Institute (FSI) course focused on the Near East. I also attended The Social Culture Information Integration Course (SIIC) and a week long “train the trainer” course at the Center for Advanced Operational CultureLearning (CAOCL), in addition to the planned training package. Study track FAS Marines attend six months of regional study at the Naval Postgraduate School (NPS), three months of language immersion and three months of regional travel.
The SCPC provided the basis for understanding Theater Security Cooperation, National Policies, and Strategic Planning. The SCPC explained why USMC participates in a variety of TSC events, how they are authorized, funded, planned and executed. It is an important introduction that providesunique and relevant perspectiveson the significance of TSC missions, and enables FAS Marines to build critical context and make TSC relevant to junior Marines later.
The IO course providedtechniques to implement LREC capabilities intothe operational planning and execution processes of the 15TH MEU. This course greatly increased my understanding of S-3 operations and IO concepts and theories.
The FSI courseprovided an intensive introduction to the history and relevance of the Middle East and North Africa (MENA) ina condensed time-frame. All FAS Marines should attend these regional courses. FSI also facilitated positive introductions to interagency personnel en-route to Embassies and missions around the globe. Federal and civilian counterpartsincluded State Department Foreign and Civil Service,Regional Security Officers, Department of Justice, Chamber of Commerce, USAID, CIA and DIA personnel. Instructorsrepresented several agencies as well,including former ambassadors,visiting professors, agencies and NGOs working in the region. The FSI course is agateway course to a broadinteragency communitythat can improve LREC understanding and facilitate interagency cooperation.
The Social Culture Information Integration Course (SIIC) is a highly recommended course for FAS Marines to attend. SIIC alsoeducates FAS Marines to better inject LREC into IO planning. The course allows FAS Marines to better convert LREC concepts into planning and preparation products.
Prior to deployment, I traveled to CAOCL for “train-the-trainer” course. The course was arranged by Geographic Combatant Commands (CENTCOM, PACOM, and AFRICOM). All training was very beneficial and useful;it provided a comprehensive product that FAS Marines can use to inform MEU staff about the cultural aspects of eachAOR. CAOCL provided material; as a FAS, I brought them to life. I coordinated and distributed CAOCL language and culture products tothe MEU and ARG. Future cooperation between CAOCL and FAS Marines should continue in order to maintain situational understanding of the foreign environment. Identifying countries scheduled for TSC efforts shouldbe identified early on. CAOCL was able to provide in-depth briefs within a month’s notification. I left with soft copies of the majority of LREC briefs. I have requested follow-on briefs for potential changes.
Recommendation: All assigned courses were beneficial and serve an important purpose. I recommend that all the courses remain a part of futureFAS training packages. A majority of the classes are short duration. Planning experience to succeed on the MEU must come from additional courses. A two-week Operations Chief Course is offered by Expeditionary Warfare Training Group (EWTG), andwould be beneficial.
The opportunity to attend Naval Postgraduate School (NPS), Defense Language Institute (DLI), and In Country Training (ICT) would be beneficial for all FAS Marines. FAS Marines complement Foreign Area Officers (FAO) at the tactical and operational level. Where opportunities existto receive the same training, FAS Marines should be given the same consideration.
In addition, the FA-30 course would be a welcomed addition to FAS training. The course is the Army’s full IO course, which would increase our capabilities and knowledge of the planning process. Though, there is limited time for FAS Marines to attend a three-month course, it would benefit the Marines and units they go on to support.
Continue to send FAS Marines to a weeklong “Train the Trainer” course for the countries MEUs are expected to visit. Coordinate with the CAOCL representative to ensure continued support throughout the MEU cycle. CAOCL provided valuable country briefs and language materials to prepare general purpose forces for missions overseas. As an Arabic-speaking FAS on the MEU, my LREC experience brought these materials to life for Marines of all ranks. CAOCL materials made my efforts more effective in reaching the broadest possible audience aboard USS Green Bay and USS Peleliu. In addition to CAOCL briefs I was able order smart cards and country books for designated countries.
Lastly, All FAS Marines who are tasked with supporting the MEU should attend the ARG/MEU workshop at EWTGPAC. While I was unable to attend due to time constraints, the workshop would allow FAS Marines serving on the MEU to grasp newconcepts and operations. The ARG/MEU workshop provides strong understanding of operations within the S-3.
2. Experience Track vs. Study Track
Topic: Experience Track Selection.
Discussion: As an experience track FAS, the pre-deployment training greatly enhanced my ability to support the 15TH MEU with LREC support. This was my first MEU deployment. My experience working for Defense Attaché Offices while stationed at MCIA and my previous experience as an MSG helped me explain embassy procedures and support the MEU during operations. I have ten years of experience within the CENTCOM AOR, which also gave me cultural insight to better support training. Furthermore, my language skills allowed me to developinstant rapport with foreign counterparts and allowed me support multiple missions.
Recommendations: Experience track has its place within the FAS selection process. However, Marines screened under the experience track must be screened to a high standard. Marines with relevant operations experience can best support and integrate into the rapid pace of the MEU. I recommend 0231 (Intel Specialist) and 0211 (CI/HUMINT) backgrounds to work within the MEU S-3 section. I am sure there are several other qualified MOSs for the experience track. Additionally, experience track FAS should have strong initiative and ability to work independently.
Experience track FASsshould have extensive regional experience and be able to speak a language within the same region. FAS Marines unable to attend NPS should have a regionally focused undergraduate degree to increase credibility. Knowledge of embassy procedures and policies greatly increased mysuccess.
Finally, if time permits, experience track FASswith undergraduate degrees should attempt to complete the NPS graduate degree program.
3. Staff Assignment of FAS Marines
A. Topic: Staff assignment within the MEU.
Discussion: When I initially arrived at 15TH MEU CE, there was an agreement to assign me to S-2 during PTP and S-3 during deployment. During PTP, opinions evolvedover the best location for the FAS billet. This generatedconfusion for me and MEU staff members. I briefed the MEU SgtMaj and Operations Chief concerning the FAS program and its capabilities. The Operations Chief reaffirmed the idea that I should work within S-3. The Operations department employed me in a forward capacity with the FCE. Prior to MEU arrivalI coordinateMEU activity with Embassy teams and assessed the cultural and human environment for the MEU. Later, I discussed with the Operations Officer his intentions for me to be assigned to S-3 during the deployment.
During Phibron/MEU Integration (PMINT), I was placed in S-3 under the Fire Support Officer and the Operation Chief, as a non-kinetic targeting element. This was advantageous for the FAS program, as the FAS training and focus is S-3 centric. Transitioning to S-3 allowed me to learn Landing Force Operating Center (LFOC) SOPs in order to ensure success during deployment.
I was unable to give the FAS brief to the MEU CO and XO while in S-2. After moving to S-3, I was able to promote greater awareness of the FAS program within the CE leadership. Later, I was assigned as a FCE member.
Supporting S-3 operations was very successful. The OPSO and staff have done everything feasible to support this new FAS capability for the MEU to promote Marines understanding the cultural complexities of countries visited.
Recommendation: Due to the focus of S-3, assignment in Operations is a favorable environment for future FAS Marines. Assignment basedon primary MOS responsibilities has the potential to eclipse the purpose of the FAS program. FAS Marines come from allPMOS backgrounds. FAS Marines can best support MEU missions with LREC capabilities from S-3or potentially as special staff under the MEU XO or special staff sections (SJA or PAO).
I was initially assigned as a senior analyst (0231) under S-2, due to my PMOS of 0211. I have never trained as an 0231 and am not prepared to perform these duties. Analyst training is in-depth and cannot be learned within a short period of time. Additionally, Senior Analyst performs all functions within S-2 and do not interact with S-3 on a regular basis. I recommend FASs work with S-2 on joint projects, but not assigned to S-2.
It is recommended that future FAS Marines make themselves available in a variety of special staff assignments. Embodying the role of team player made me a greater asset to the MEU and often put me in the right place at the right time; whether using LREC skill sets or SNCO presence to improve mission accomplishment. The fast pace of the MEU cycle presents the MEU staff with very little time to fully appreciate new capabilities until seen in action. FAS Marines build credibility in a variety of roles and should seek integration on the MEU staff as needed, e.g. S-3, ADVON, and special staff.
B. Topic: Alternative Assignments for FAS Marines Supporting MEU Deployments.
Discussion: Placing FAS Marines in fusion cells (working groups) with Civil Military Operations (CMO) or with Marine Corps Information Operations (MCIOC) will work well. FASs could work closely with or under SJA and PAO as well. These sections could employ additional FAS Marines when two or three FAS Marines per MEU areassigned.
The MEU Staff Judge Advocate (SJA) suggested I fall under his office early in the deployment. FAS Marinesassigned to the SJA would be able to support all MEU operations because the SJA is a principalsupporting element in all operations. FASs on special staffs would be gainfully employed through all TSC, NEO, and HADR operations.
Another potential location for FAS Marines is to the IO/MISO SNCO or working in close proximity with these two disciplines to guarantee cultural sensitivity is applied to all products. The MCIOC Marines have been a “force multiplier” for the FAS program.
FAS attachments could work directly for the XO or similar special staff sections, such as PAO. The MEU XO was the focal point for all TSC events as the FCE Commander.
During PTP, FAS Marines could travel to the COCOMs, establish relationships with US Embassy, interagency, COCOM staffs, refining the MEUrequirements and coordinating LRECproducts to support the MEU (like a National Capitol Region tour, mission planning and overseasregional tours).
FAS Marines could be positionedthroughout the GCC to directly support MEU cycles and rotational forces such as Black Sea Rotational Force (BSRF), SPMAGTF-Africa, Unit Deployment Programs (UDP), Marine Rotational Forces-Darwin (MRF-D), Africa Partner Station (APS), Southern Partnership Station (SPS) and Marine Training Missions in Saudi Arabia and UAE. This could strengthen networks and continue to hone language skills during PTPs. FAS Marines could also seekadditional training in order to further FAS Marines capabilities, training or education.
Recommendations: I recommend FAS Marines be primarily assigned in S-3. When multiple FAS Marines are assigned to the same MEU, I recommend second and third FAS Marines be assigned on special staffs. I do not recommend FAS Marines be deployed within S-2. FAS training is operationsfocused and as an attachment to the MEU FAS Marines need to be close to the planning process, which can be best achieved within S-3. The LFOC is the focal point for tacticaldecisions. FAS Marines should be involved within this process to influence planning with LREC considerations.
If future MEUs get the opportunity to employ three FAS Marines, I recommend two FAS Marines be employed directly for S-3. Another FAS Marine should be employed directly under the MEU XO or fall under one of the special staff sections. Each FAS Marine should have a different regional area to support the MEU. An Asia, Middle East, and Africa background would work well for a West Coast MEU. Depending on the AOR, FAS Marines with regional experience should be forward deployed on ADVON to assist in all LREC issues. However, if only one FAS Marine is assigned to the MEU, he/she should continue to operate under S-3. Finally, I recommend multiple FAS Marines be deployed with MEUs. Multiple FAS Marines could better support the MEUs in multiple locations, augmenting multiple MSEs, and provide best LREC expertise in multiple regions.