________________________________________________________________________Richard S. Kem
Q:
The relationships between your office and EUD wouldn't have been as extensive, I guess, as
ISAE's, but did you see those developing and maturing while you were there, as well, that
everyone was having to learn to work with EUD still as a relatively new player?
A:
Well, no, I don't want to leave you with the wrong impression. I think our office maybe had
more extensive interrelationships with EUD than ISAE, but I just didn't do it on the actual
construction side. I mean, we would be more involved in the programs as the programs
continue through congressional approval for construction. We were responsible for the
NATO infrastructure program, and we had parts of the execution part of that too. So, we had
quite an involvement with EUD. I can't comment on the ISAE side, but remember, ISAE
also was just organized at this time.
Q:
That's right.
A:
So, EUD was maturing and ISAE was probably at a lesser stage than even EUD at that point
in time. So, we often had meetings where there was a little finger pointing back and forth and
everybody was trying to grapple with just who is the interactor with us. General Heiberg, the
DCSENGR, and Drake Wilson, commander, EUD, had a good working relationship and they
moved that down through their subordinates--Charlie McNeill and me on Heiberg's side. It
was a matter of working it out. The leadership was compelled to the right kind of working
relationships. It's just when there is a lot of work and organizations are maturing, there are
apt to be some rough edges and maybe even a gap now and then.
I thought during that year we had good relationships with EUD. My comments had to do with
the fact they were still growing their capability to produce with that one very specific
example.
Q:
That's about all I have on the DCSENGR job. Are there any other areas we should cover?
A:
Well, I just want to make one comment on Army assignments to a major Army command
headquarters. You asked how I got the job. I really went kicking and screaming. I wanted to
stay down with Lieutenant General Ott and his VII Corps staff. He had asked for me to be the
G4.
There's always a perspective, I guess, as of the next higher headquarters. I've always told
folks who've come for assignment advice since that a MACOM [major Army command]
headquarters provides anyone who wants to really understand how things work in the Army a
very good experience. You really learn it there. The MACOM headquarters is that place that
interacts both upward and downward--downward to the BDU [battle dress uniform] army,
upward to the green suit army. The MACOM headquarters is that place that has to translate
needs from below and sell them to all the higher decision makers. The MACOM
headquarters has to translate the allocation of resources from above downward--recognize
they're usually in terms of shortages from that desired--into real terms for those below. So, a
MACOM headquarters is a pivotal point in our system of planning, programming, budgeting,
and execution.
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