Word: gens
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Dates: during 2000-2009
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...that had been focused at the operational and tactical level, but was not trained to operate at the strategic/operational level." He went on to write that neither he nor anyone higher in the Administration knew these orders had been issued, and that he was dumbfounded when he learned that Gen. McKiernan was out of the country and in Kuwait, and that the forces would be drawn down to a level of about 30,000 by September. "I did not know that Sanchez was in charge," he wrote...
...issued orders to drawdown the forces. The Department of Defense had printed public affairs guidance for how the military should answer press queries about the redeployment. There were victory parades being planned. And in mid-May 2003, Rumsfeld himself had sent out some of his famous "snowflake" memorandums to Gen. Franks asking how the general was going to redeploy all the forces in Kuwait. The Secretary knew. Everybody knew...
...Giambastiani assigned the task to the Joint Warfighting Center and gave them a pretty tight timeline. So it wasn't long before I was giving the investigative team a complete rundown of everything that had happened in Iraq between May and June 2003. I later learned that Gen. Tommy Franks, however, had refused to speak with them...
...about the "original twelve-to-eighteen-month occupation deployment," because I wasn't sure what he was talking about. It turned out that the investigative team was so thorough, they had actually gone back and looked at the original operational concept that had been prepared by CENTCOM (led by Gen. Franks) before the invasion of Iraq was launched. It was standard procedure to present such a plan, which included such things as: timing for predeployment, deployment, staging for major combat operations, and postdeployment. The concept was briefed up to the highest levels of the U.S. government, including the Secretary...
...faculty of what is purportedly among the world’s premier undergraduate institutions to be so sluggish in implementing a new curriculum is appalling. With Gen Ed only a few months away from its launch, this program needs to rediscover the impetus and the mission that it sought to embody in its preliminary report. It is incumbent upon Dean Hammonds, who take office on June 1, to restore the sense that Gen Ed is guided by a unified vision of global leadership and engagement. If the program hopes to be successful, Hammonds must use her influence, wielding the power...