TNYT believes it is necessary to expand the Army by 65,000 soldiers

Recruiting the Best
TNYT Editorial, December 28, 2008

As commander of the Army recruiting station in Patchogue, N.Y., Sgt. Clayton Dickinson sees firsthand why it is so hard to staff his military service at the prescribed levels. His station recruited 65 new soldiers in 2007-8, missing its target by 10.

Of the young people in his largely middle-class community who express interest in an Army career, roughly 70 percent do not qualify, he says. They either have criminal charges against them, cannot pass the drug test or cannot pass the military qualifying test, which measures math and verbal proficiency. “It’s pretty rare to find that one perfect individual,” he admits.

And those are the ones who want to join. Many of the young people Sergeant Dickinson and his fellow recruiters try to woo at high school career fairs and in telephone canvassing have one reaction: No way. They don’t want to fight in Iraq. Neither do their parents want them to fight.

We believe it is necessary to expand the Army by 65,000 soldiers to help rebuild the world’s best ground force after an extraordinary period of overuse. That expansion could magnify recruiters’ problems far into the future if steps are not taken quickly to address them.

The Army, which must remain an all-volunteer force, has borne the brunt of seven years of war in Iraq and Afghanistan —repeated and long-term deployments, disrupted families. More than 4,000 service members have died; thousands more have been injured.

Unlike the Marines, Navy and Air Force, the Army has had trouble meeting its recruiting targets since 2004 and fell short in 2005 by about 8 percent, or 6,400 recruits. After that, national targets were met, but only by lowering standards. In 2007, only 79 percent of recruits had high school diplomas; in 2008, the figure was 83 percent. This key measure of whether soldiers will complete their enlistment period is down from 92 percent in 2003.

The Army is also granting an increasing number of “moral waivers” to recruits with criminal records. In 2007, this affected some 14,000 Army recruits (18 percent) compared with an average of less than 6 percent annually between 2003 and 2006.

Retaining officers, especially majors but also lieutenant colonels and captains, is also a struggle. That is because of the two wars, which have kept upward of 200,000 troops on the battlefield, and because of a failure to recruit enough officers in the post-cold-war drawdown of the 1990s. Even officers produced by West Point — the cream of the crop — have been leaving at an accelerated rate after their obligatory five years of service. The way the Army restructured itself — expanding from 33 brigades to 42 smaller brigade combat teams — added more stress by increasing the demand for more officers.

To meet the need, the Army has accelerated promotions of junior officers (tapping some before they are ready) and has retained officers passed over for promotion, who in normal times would have been retired involuntarily. The Center for Strategic and Budgetary Assessment says this has led to a decline in overall quality.

The economic crisis and sharp cuts in private-sector jobs, especially if prolonged, could make military careers more attractive. Recession could also persuade soldiers to stay on until retirement. That is no long-term solution. President-elect Barack Obama should consider these steps to ensure the high-quality Army America needs:

¶A democracy of 300 million led by an inspirational leader should be able to find high-quality recruits. Mr. Obama should fulfill his campaign pledge to call on Americans to contribute to the nation’s security, including serving in the military. By withdrawing troops from Iraq and pursuing a foreign policy that shuns such ill-advised wars, he could both reduce the stress on troops and make service more attractive. More forces are being shifted to Afghanistan, but the total is not expected to approach the commitment in Iraq.

¶All qualified Americans who wish to serve should be embraced. That means dropping the ban on women serving in combat and repealing the insulting “don’t ask, don’t tell” law that has marginalized gays.

¶Consider expanding a pilot program under which foreigners who have been living in the United States on student or work visas or with refugee or political asylum status are recruited as doctors, nurses and linguists. They should be given an accelerated path to citizenship. Noncitizens have served in the military since the United States was founded.

¶According to most experts, military pay and civilian pay are nearly comparable after a decade of steady Pentagon increases. Keep military pay competitive and invest in new inducements that are more cost-effective: more in cash benefits, less in non-cash benefits like pensions; more in re-enlistment and other bonuses, less in across-the-board raises. Most potential recruits and serving personnel are far more drawn to immediate cash benefits than deferred non-cash benefits, studies show.

¶Create more flexible personnel management systems so the services have more leeway to vary compensation and length of assignments according to individuals and the job slots needed to be filled.

¶Easier, quicker promotions may be a short-term necessity but should be ended as soon as practical. West Point and the Reserve Officer Training Corps are the best sources of top leaders and should be expanded.

All the fancy planes, helicopters and high-tech weaponry mean nothing without competent forces. A military increasingly dependent on technological advances must maintain an increasingly well-educated and well-trained force. People are the Army’s best assets. They must be managed accordingly.