Deployments and Challenges in US Military Operations: A Veteran's Perspective

During my tenure as a USN Chief Petty Officer, my perspective provided unique insight into the challenges faced by both soldiers and their families during prolonged deployments. My experience, spanning from 1982 to 2002, highlighted the issue of temporary active duty (TAD) assignments and the impact of long-term deployments on military strength and personnel retention.

The Normal Deployment Duration

Typically, a Temporary Active Duty (TAD) assignment for a US soldier was intended to last six months. However, in our Arabic, Persian, Farsi, Hebrew, and Albanian office, which usually saw a 7.5-month deployment, we were often deployed for 9 to 10 months due to the standard 80 percent manning. This led to a shortage of Arab Cryptologic Technicians (CTs), with only 12 men available instead of the original 15.

Consequences of Prolonged Deployments

Long-term deployments took a toll on morale and retention rates. In my office, the 1990/91 Gulf War resulted in several negative consequences. One Petty Officer gained 75 pounds to avoid medical clearance, but after deployment, his wife was unfaithful, leading to an unfounded claim of rape. Another two were deployed against their will, with their wives engaging in inappropriate behavior. Upon their return, the chaplain forbade their deployments, but the shortage of personnel persisted.

The Retention Crisis

The retention crisis in 1990 was particularly severe. Among the enlisted personnel up for reenlistment, only three out of 37 reenlisted, and only after an Admiral promised they would not deploy for a year. This promise was broken, as the Admiral transferred shortly afterward, leading to their mandatory deployment.

The Role of CPO (Chief Petty Officer)

As a CPO, my responsibilities included welcoming soldiers back from the Gulf War and meeting them with their anxious wives and new babies. I often had to order them to return to sea for another six months to address our manpower shortage. After 18 months, the Navy sent three female Aircrew Arab Cryptolingusts, but the US warships did not accept them, leading to further challenges.

The Impact of Scammers and Slackers

Our office was filled with typical scammers, slackers, and braggarts who used various tactics to avoid deployment. Some pretended to be too fat, while others were supported by their grumbling wives who exploited the system to get their husbands home. Some were even extended for months to avoid being deployed.

Women and the Military

Initially, women were not deployed to warships but to supply ships. However, due to the high risk of sexual assault, even women on supply ships needed to be under armed Marine guard. This issue led to further complicating the deployment policy.

The Turning Point: A Lieutenant's Intervention

In late 1991 and early 1992, a Navy Lieutenant named Parode recognized the dire situation. He approached the Operations Officer and Commanding Officer of NSGA Fort Meade, pointing out that retention rates were dropping and the deployment rate was over 13 months per 12-month year. This unsustainable situation was causing significant issues for the fleet.

Conclusion

My experience as a USN Chief Petty Officer vividly illustrates the challenges and issues faced by soldiers and the military during prolonged deployments. The deployment length, retention issues, and the presence of scammers and slackers all contributed to a strained operational environment. These insights provide a comprehensive understanding of the complex issues faced by the US military during those times.