A Happy Year in Svetlyy
in Russian30 Dec 09by Vladimir MokhovAs we have already said, this crisis year that is coming to an end was very successful for TatishchevoMissile Formation under the command of Colonel Aleksandr Deryavko. Based upon its results, TamanMissile Division became the best formation in the RVSN [Strategic Missile Troops], which performs alertduty at fixed basing missile complexes. But 2009 did not pass without a trace for the missile personnel'shousing garrison with the attractive name of Svetlyy...
The One-Company Missile Town
The division is a unique type of city-forming installation for the closed administrative territorialentity (ZATO). They are inconceivable without each other. But if all of the formation's commandauthorities' efforts were primarily directed at the combat component this year, the Svetlyy Administration'sefforts were directed at the social component. The schools, kindergartens, apartment buildings, andboilers are in its sphere of responsibility. And since the problems of the so-called one-company towns,which are practically entirely linked to some or other industry, appeared with all of their urgency in Russiathis year, we must say that Svetlyy - is actually that same type of one-company town, only with its ownmissile slant. Here even an ordinary food store bears the proud name "Topol"...
The Division Commander and the Head of Administration: the Two Branches of Garrison Authority
In contrast to its civilian "colleagues", the one-company missile town survived this year more or lessserenely. No, the impact of the crisis certainly was felt even here (what and how - a bit farther below).But no special cataclysms whatsoever took place, if you don't consider the organizational-staff measuresto be such. Everything took its course. Well, and during my temporary duty assignment, I caught thedivision commander in the office of Aleksandr Lunev - the head of administration of Svetlyy ClosedAdministrative Territorial Entity Municipal District and, it was easy to figure out, a reserve officer.Together they were discussing some sort of current affairs and were developing the algorithm of thesolution of some sort of problems."We cannot separate the issues of a military and social welfare nature", Colonel Deryavko expressedhis opinion on that score. "The interests of combat readiness directly depend on how the servicemen'severyday lives and relaxation are organized, whether they have heat in their homes, and whether their children go to kindergarten and school. An officer - is that same man and we understand why he first andforemost has a headache. So, if there are strong rear services, there will also be high combat readiness!"The commander is certainly correct. Nevertheless, it is conspicuous in the example of Svetlyy that thefunctional division of duties doesn't simply exist but promotes the fact that each would be involved with hisown business. And that we have become accustomed to understand the traditional phrase "thecommander is responsible for everything" in such a way that we need to task him, the commander, for leaky roofs, for rotting pipes, and that Vasya Pupkin talked back to Mariya Ivanovna at school. The"division command authorities-ZATO administration" model permits us to set up that managementsystem, when "each person carries his own weight". The main thing is so that this diarchy would not turnout to be a bureaucratic squabble and a trite gripe session. Fortunately, there is not even a hint of that inSvetlyy today.In Colonel Deryavko's words, no changes whatsoever for the worse, just the opposite, have taken placesince the transfer of practically the entire garrison social infrastructure to the municipality's balancesheet. The command authorities have obtained the opportunity to focus entirely on combat readinessissues. And the targeted financial infusions into the Closed Administrative Territorial Entity along thefederal budget line permitted them to plug many of those holes, for which the Ministry of Defense haschronically not had adequate resources. This year alone, 90 million rubles went to the engineering andsocial infrastructure, R18 million was spent on the repair of the housing fund, and more than R40 million -for the renovation of the boiler and the water intake. The rest was dispersed for major repairs of theschool and kindergarten, and also to replace the heating lines. It is simply that none of these projectswould have been realized without the targeted money, which is arriving for the Closed AdministrativeTerritorial Entity's needs.