Engineer Memoirs
suspension of our operations to the United Kingdom. But fortunately, no one was
hurt and we were able to resume operations after only a three-day shutdown.
However, despite these obstacles, our plan was being executed smoothly.
Naysayers claimed we would be a month late. But we beat the deadline by 24
hours.
Q ..
What about the French? Did they put obstacles in your way?
A ..
No. Even though France's policy, at the highest level, was to get the U.S. out of
their country, the bureaucracy at lower levels was surprisingly cooperative. In
most places where our troops had been stationed the townspeople were sorry to see
them go. They assisted us in every way they could. Many of the cities and towns
had goodbye parties at which the local people apologized for de Gaulle's
anti-American policies.
Q ..
Was General O'Meara pleased that you met the deadline?
A ..
Yes. He was not only pleased but expressed profuse thanks to me and the men
who carried out the operation. He dispensed commendations freely and
recommended a number of officers, including me, for accelerated promotion.
Thinking he was doing me a favor, O'Meara submitted a special efficiency report
on me, recommending that the Army have me skip a grade and be promoted to a
four-star general. I was told that when this report hit the chief of staff's desk he
uncharacteristically uttered several expletives and blurted out: "I said that over my
dead body will Rowny ever be promoted and I meant it." O'Meara's efficiency
report only aroused Johnson's ire.
Q ..
That accounts for your first year as DCSLOG.
What about your second year?
A
During the second year I concentrated on improving the maintenance of
l
USAREUR's equipment. All of the Army's new equipment was going to Vietnam.
Furthermore, the fact that units were operational in combat meant that more spare
parts were being used. This meant that we had to take unusual steps to keep our
equipment running. General O'Meara did not want to let our training suffer, and
this put an extra burden on keeping the equipment in operating order. General
O'Meara adopted some of the ideas I had used in the 24th Division, such as in-
sisting that commanders exercise personal supervision over maintenance. He also
transferred some of the better officers to supply and maintenance jobs. This did
not sit well with some of the officers since the way to get promoted had habitually
been to do well in the training field. But O'Meara rewarded these officers with
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