Reply #22: Soldiers of good fortune (on the corporatization of the U.S. military)

[w4rma]

They fly helicopters, guard military bases and provide reconnaissance. They're private military companies--and they're replacing U.S. soldiers in the war on terrorism

At a remote tactical training camp in a North Carolina swamp, six U.S. sailors are gearing up for their part in President Bush's war on terrorism. Dressed in camouflage on a January afternoon, they wear protective masks and carry nine-millimeter Berettas that fire nonlethal bullets filled with colored soap. Their mission: recapture a ship--actually a three-story-high model constructed of gray steel cargo containers--from armed hijackers.
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Because they operate with little oversight, using contractors also enables the military to skirt troop limits imposed by Congress and to carry out clandestine operations without committing U.S. troops or attracting public attention. "Private military corporations become a way to distance themselves and create what we used to call 'plausible deniability,'" says Daniel Nelson, a former professor of civil-military relations at the Defense Department's Marshall European Center for Security Studies. "It's disastrous for democracy."
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When the companies do screw up, however, their status as private entities often shields them--and the government--from public scrutiny. In 2001, an Alabama-based firm called Aviation Development Corp. that provided reconnaissance for the CIA in South America misidentified an errant plane as possibly belonging to cocaine traffickers. Based on the company's information, the Peruvian air force shot down the aircraft, killing a U.S. missionary and her seven-month-old daughter. Afterward, when members of Congress tried to investigate, the State Department and the CIA refused to provide any information, citing privacy concerns. "We can't talk about it," administration officials told Congress, according to a source familiar with the incident. "It's a private entity. Call the company."

The lack of oversight alarms some members of Congress. "Under a shroud of secrecy, the United States is carrying out military missions with people who don't have the same level of accountability," says Rep. Jan Schakowsky (D-Ill.), a leading congressional critic of privatized war. "We have individuals who are not obligated to follow orders or follow the Military Code of Conduct. Their main obligation is to their employer, not to their country."
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The companies don't rely on informal networking alone, though. They also pour plenty of money into the political system--especially into the re-election war chests of lawmakers who oversee their business. An analysis shows that 17 of the nation's leading private military firms have invested more than $12.4 million in congressional and presidential campaigns since 1999.
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The United States has a history of dispatching private military companies to handle the dirtiest foreign assignments. The Pentagon quietly hired for-profit firms to train Vietnamese troops before America officially entered the war, and the CIA secretly used private companies to transport weapons to the Nicaraguan contras during the 1980s after Congress had cut off aid. But as the Bush administration replaces record numbers of soldiers with contractors, it creates more opportunities for private firms to carry out clandestine operations banned by Congress or unpopular with the public. "We can see some merit in using an outside contractor," Charles Snyder, deputy assistant secretary of state for African affairs, recently told reporters, "because then we're not using U.S. uniforms and bodies."
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Despite such experiences in the field, the Bush administration is rapidly deploying private military companies in the Persian Gulf and other conflict zones. By March, DynCorp alone had 1,000 employees in the Middle East to assist in the invasion of Iraq. "The trend is growth," says Daniel Nelson, the former professor at the Pentagon's Marshall Center. "This current president and administration have--in part because of September 11, but also because of their fundamental ideology--taken off constraints that somewhat limited the prior administration." According to some estimates, private military companies will double their business by the end of the decade, to $200 billion a year.

President Bush only has to look to his father's war to see what the consequences of this trend could be. In the Gulf War's single deadliest incident, an Iraqi missile hit a barracks far from the front, killing 28 Army reservists who were responsible for purifying drinking water. Other troops quickly jumped in to take their place. "Today, the military relies heavily on contractors for this support," Colonel Steven Zamparelli, a career contracting officer, notes in the Air Force Journal of Logistics. "If death becomes a real threat, there is no doubt that some contractors will exercise their legal rights to get out of the theater. Not so many years ago, that may have simply meant no hot food or reduced morale and welfare activity. Today, it could mean the only people a field commander has to accomplish a critical 'core competency' task such as weapons-system maintenance...have left and gone home."
http://indyweek.com/durham/2003-07-23/cover.html
http://www.democraticunderground.com/discuss/duboard.php?az=show_topic&forum=104&topic_id=174742
http://www.thehighroad.org/showthread.php?s=&threadid=35837