A British army, as it was,--is,--and ought to be

by James Campbell

"No. 11. As pass orders invariably must require immediate execution, they must be issued and read to the troops without loss of time.

"No. 12. The numberless mistakes which have occurred, and the many instances of neglect and disobedience of orders issued referring to the health, subsistence, or the convenience of the troops, renders it necessary not only to observe the early circulation of orders, but, if possible, obedience to them and their early and prompt execution.

"No. 13. The obedience to orders of general regulations must depend upon the attention of general officers commanding brigades, and commanding officers of regiments, and their determination to enforce regularity and discipline, but obedience to them requiring execution can be secured by other means.

"No. 14. Accordingly the Commander of the Forces desires that officers commanding regiments shall report to the general officer commanding the brigade, that the general orders requiring the performance of any duty, or the execution of any arrangement, have been obeyed."

All this proves that the knowledge and experience of the staff of a British army were, at that period, at a very low ebb; but matters were afterwards greatly improved, and the valuable time of the staff saved, which was thrown away in attending for orders, by Lord Wellington ordering the distribution of printed copies of general orders for departments, divisions, brigades, and regiments; but, still, too much of the time of the non-commissioned officers, who might have been much better employed in assisting their officers in looking after the soldiers, was always taken up in the field, in writing out orders for their respective companies. This ought to be dispensed with altogether. The corps should be quickly assembled in square, or close column, and the orders or regulations, which should be few in number, as almost every thing could be arranged before hand at the Horse Guards, ought to be read distinctly to them by the commanding officer, a field officer, or the adjutant; and when thus assembled, any explanations, or farther directions, which might be necessary, could be given, and the orders themselves more forcibly impressed upon the minds of the soldiers, which is rarely properly done, if left to company officers, or non-commissioned officers.

This plan would not only save much time, but also prevent many mistakes from happening.

It is not my intention here, nor in any other part of this work, to be unnecessarily minute in bringing matters before the readers; or at present to enter fully into the various details of the duties of staff officers; and I may, therefore, only now observe, and I shall not hesitate in doing so to take advantage of the suggestions, or hints, of any military writer, when it may suit my purpose, that the duties or functions of the staff, which have hitherto, with us, been only determined by what was considered custom, or by some obsolete modes of practice, which, after much trouble, may, perhaps, be found scattered through numerous orders and regulations, which from time to time, have been issued by various commanders, or in books which have no claim whatever to be considered official; and so completely is this the case, that the practice of modern warfare makes it desirable, and even indispensable, that where any authority may be attached to them, they ought to be annulled or suppressed, and a new system, constructed on a wise, and, if it can be done, on a limited scale, soon promulgated, as the established regulations of the army, which would render it scarcely possible, that mistakes, as to staff duties, could hereafter happen when brought into practice; for, in the field, the slightest misunderstanding, or disputing about points, perhaps in themselves trivial, might destroy that unity and rapidity of acting, which is so essential towards ensuring success in war.

The officer employed as chief of the staff should possess first-rate talents, much military information or experience; great activity, and perseverance. There are very few officers capable of filling this important and responsible appointment; for it demands a complete knowledge of the profession of a soldier. He should be well acquainted with the country about to become the seat of war; with its history, and with the wars which may have been there carried on, either in ancient or modern times; so that the general in command of the army could consult and arrange with him, if he thought proper, as to the best mode of directing his operations, and his suggestions might in many respects be of the most essential service. He should be looked up to by both the generals and the army, as not only intrusted with the plans or views of the Commander-in-Chief, but as also of being fully aware how they were to be executed; so that all the details of service would properly come from him; and thus freed from much care and trouble, the General-in-chief would more particularly be able to devote his attention to the grand objects of the enterprise in view. But the duties of chief of the staff and those of the several departments under him, being, as far as practicable, clearly defined by regulations; with what little difficulty or danger from the effects of ignorance or inexperience an army handled by officers so taught, and always kept in readiness when called for, could be brought into the field in an efficient state for service; whereas by the way in which we now try to get through matters, a Commander-in-Chief in any future war would have to wade through all the difficulties encountered, and by so much perseverance overcome by his Grace the Duke of Wellington.

I must now observe, and in as few words as possible, that issuing of orders and regulations, and upon all occasions seeing that they were obeyed; keeping an historical journal of the events of a campaign; making out returns for head-quarters, and calling for all those usually required from divisions, brigades, and regiments, and the ordinary correspondence appertaining to such subjects; arrangements for the maintenance of the discipline of the army; furnishing of officers and troops for guards and out-posts; issuing necessary instructions for a well-regulated and mounted police force, whose commander, captains, and subalterns, being well-taught their duties, and competent to perform them, should be entrusted with even more power than was allowed to provost-marshals;—these, with some other points of service, ought to come under the Adjutant-General and his assistants. But all this, it may be said, is already the common routine of business, and should be known to staff-officers; yet every one of them, I am certain, who has had experience in the field, must have felt the want of an efficient police, and of a better system for their guidance.

No division of the army should ever be without a strong detachment of police, either temporarily or permanently attached to it; and thus crimes would either be prevented through their vigilance, or those guilty of them immediately punished; the resources of a country would then neither be lawlessly seized and frittered away by marauders, nor would the inhabitants fail to bring supplies to the regularly established markets of the army, where they would be sure to find protection from the police. But all sutlers and persons permitted permanently to supply articles in camp or cantonments ought to have licenses from the head of the police, without which they should not be allowed to do so.