WELCOME TO THE FRONT II

Dutch_Resistance_1945

Previously we were discussing the importance of organizing a staff in order to support the establishment of your “Area Command” and related UWOA (Unconventional Warfare Operational Area). Today we will discuss the components of the staff and how they support your Auxiliary, Underground, and Guerrilla elements.
Prior to that discussion and in light of the various debates continuing to take place across the “liberty sphere” the authors would like to state; Like it or not you are going to have to create an organization at the national, state and local level. We understand how difficult it is to get liberty proponents to agree too much of anything and/or trust such an organization. It’s difficult even when you show up on the scene with bags of cash and oodles of goodies lovingly provided by the U.S. taxpayer as well as the assurance that air strikes are on the way. Having said that you need not provide for a capability or capacity that is “in command” of anything; you simply provide a framework from which individual organizations can work together towards common goals. This as of yet created coalition is a framework whereby your locally organized capabilities can be fielded to support a variety of activities when said activities fall within pre-agreed, supportable actions. You can influence though not command. This organization is an “influencer” and condition setter. If you fail to begin to organize you will fail across the sphere of resistance in the now as well as in the future. We’re not going to debate this. We’ve done this a few times before in places where failure resulted in the whole sale slaughter of a people. You’re on the menu. Pay me now or pay me later. You will pay. More to follow on how this concept can work in reality in future posts.
There is plenty of existing work available in regards to the staff and its staff functions. We will not regurgitate here. One key item to keep in mind is that your initial staff organization is established in order to support Auxiliary, Underground, and Guerrilla forces. It is NOT established to support the guerrilla forces exclusively.
The three components of the insurgency do not necessarily represent three distinct groups or units; they more accurately describe three types of individuals within the organization. All three components provide different functions that support the overall goals of the organization. The size of the components will vary according to the unique conditions present in each UWOA. For example, in urban environments the ratio of underground and auxiliary personnel to guerrillas may be much higher than is true in rural environments.

The area command staff exists to support the resistance movement’s decision making process and direct/support the successful execution of resistance force operations. Yes, we reformatted the staff mission statement to meet current requirements.

Staff’s generally consist of the following:

S1: Personnel. In the civilian world this is your human resources director. For your purposes the S1 will support the wider resistance force via recruitment programs, identification of resistance forces personnel requirements, placement of personnel into units/roles, and other administrative functions.

S2: intelligence. Collection, analysis, dissemination of information. CI and OPSEC, building of enemy ORBAT, IO support, Psy-Ops Support, and other intelligence related functions.

S3: Operations. Responsible for operational planning, training, establishing unit METL, coordinate support required to execute operations with fellow staff officers.

S4: Logistics. Coordinates all aspects of unit logistics requirements. Cache programs, management of unit supply, maintenance programs.

S5: Civil Military Operations. In regards to resistance staff responsible for resistance” civil affairs” in support of the local civilian population. At times also serves as the liaison element to other units.

S6: Communications. Responsible for establishing unit communications capabilities, capacities and TTP’S. Your Public Information Officer or press liaison can fall within S6 or S1 or S2.

These are the core staff position however they can be built out such as the inclusion of a unit S3 (AIR) or S7 Training or S8 Finance. Additional, specialist support personnel can be assigned to the staff or may be part of subordinate units dependent on how you structure the Area Command. Medical Officer, Media Relations/PIO, Training Cadre, Unit Engineer, Political Cadre and/or other specialist support roles required.

The staff will work together to support the wider objectives of the resistance movement. The end user can utilize FM 101-5 in order to better educate themselves as to staff functions, roles and responsibilities. Design your staff so that it works given your situation and available personnel. Your staff is ACCOUNTABLE for mission failure or success.

Lastly, we would recommend establishing a Chief of Staff as this allows for the coordination of staff assignments in addition to giving the resistance unit a measure of accountability/control as to staff functionality/success.

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