Military Review English Edition July-August 2016

++ · Three all-CBRNE-hazards-capable CBRNE brigade task forces CBRNE Chemical, Biological, Radiological, Nuclear, and Explosives III X III 52 71 II II II II II II 83 79 CCE CCE X 31 X Operational Control CCE 1 415 U.S. Army equipment changes and can be achieved without any growth in authorizations CBRNE Coordination Element Training Readiness Oversight Army National Guard not require any modified  Does table of organization and CCE II 110 Proposed Task Organization: Nuclear Disablement Team 22 242 192 · Each CBRNE brigade task force enabled with a CBRNE coordination element NDT 2 3 184 CARA CBRNE Analytical & Remediation Activity 48 II II · Each CBRNE brigade task force regionally aligned with one of the three CONUS-based Army corps GS-15 III Army National Guard 111 unity of command by  Enables reducing disparate command AML relationships across dispersed formation Area Medical Laboratory Operational Control unity of effort and  Provides increases ability to project CMU integrated CBRNE capability Consequence Management Unit · Only changes task organization of four battalions · Increased CBRNE capacity with no growth · Tailorable to meet combatant commander’s operational requirements projection of mission  Enables command by echelon to assure (Graphic by Col. F. John Burpo, U.S. Army) Figure 1. Proposed CBRNE Brigade Task Force Organization In the same manner in which the 9/11 terrorists coupled innovative delivery means with a combustible fuel, we must anticipate unique and coupled delivery of multiple elements of the CBRNE threat spectrum. For example, IEDs are likely to remain a pervasive tactical threat, with the increasing ability to be employed simultaneously with other CBRNE components. Regardless, to successfully defeat the simultaneous presentation of various types of CBRNE threats within an operational area requires unity of command and unity of effort of special purpose, highly technical forces to appropriately synchronize an effective response. Ad hoc solutions will not work. Current Organizational Challenges and Deficiencies The 20th CBRNE Command comprises the majority of active component EOD and CBRN units, and these units are currently organized functionally into three brigade-level commands. The 20th CBRNE Command’s mission requires the unit to deploy forces to support unified land operations and perform mission command 66 proper employment and integration of CBRNE forces not impact ongoing  Does defense support of civil authorities or special operations forces support missions for Army or joint CBRN operations, and regional alignment  Enables consistent with Department of to provide EOD forces the Army and U.S. Army Forces Command directives to achieve national CWMD, homeland deAchieves and ensures necessary fense, and defense-sup-  technical oversight requirements port-of-civil-authorities objectives, while providing globally responsive CBRN and EOD forces to combatant commands.11 In support of the mission, the current functional organization of the command does not capitalize on overlapping CBRN and EOD mission areas or core capabilities, nor are any of the subordinate formation’s efforts focused on any specific global region. Therefore, the distributed nature of the command across sixteen states and nineteen installations creates inefficiencies in the execution of mission command, impacts negatively on readiness, and leads to ad hoc solutions when considering how to best resource emergent contingencies that call for the simultaneous employment of EOD and CBRN forces. July-August 2016 MILITARY REVIEW

Military Review English Edition July-August 2016 | Page 68