From my computer at home, I downloaded many of Saddam Husseins heinous actions. I found a HUGE amount of stuff. This helps me to understand why I’m being deployed. The people of Iraq desperately need help. Another of our previous officers who has been deployed wrote the following AAR for us:
DEPLOYMENT LESSONS LEARNED
AS OF 30 APR 04
CPT ROB EDWARDS
The statements below are based on my observations and are not endorsed at this point by my chain of command therefore the unit is not mentioned. This is a working document and will be updated as I think of more things to add.
Home Station
Conduct security checks on all personnel prior to leaving. Any issues should be addressed now so the state can begin working on them. If the soldier requires a clearance, it will take years (not months) now for final clearance. APFT scores do not matter to get deployed since it is a disqualifying factor for deployment. However, it is still a requirement for promotion. A SRP is a must conducted by your STARC. It makes life simpler when you get to the mob station.
Once you obtain your AOR and mission, make contact with your counterpart ASAP. However, keep in mind your mission will change a hundred times so keep up with higher to keep up with the mission changes. I have lost count how many times our mission changed from the time we were alerted to the time we RIPed with our unit in country. Try to get SIPR access through your state to get registered and a SME to explain the process. You may have to coordinate with local hotels to provide room and board for those soldiers you have activated outside of the 50-mile radius from your armory location. S1 should get the mailing address from the mob station.
Mobilization Station
You will be here for about two months. You will start with SRC and equipment issue. Continue to check on security issues. The SSO at the MOC or division will be a great help. Also, get a courier card issued on post for transporting classified material. Get a classified safe set up or coordinate with the MOC or TSB to store your classified material. If you can, try to get a translator from the states to fly over with you. He/she will not necessarily be used right away but will be employed quickly. Coordinate with Titan in the states to see if you can have them fly over with you.
Your advanced detachment (Commander/XO, S-3 and S-4) will leave about a week to two weeks prior to the main body departing. We got a 12-hour notice for the main body to depart. Dates/times for departure will depend on aircraft availability and whether your unit is validated. Ship or bring your civilian clothing home prior to deployment. Limit what you do bring to T-shirts, shorts or sleeping clothes since civilian clothes are not authorized in country.
Training: TSB will be your POC to get you ready to deploy and will be your liaison between your unit and the TSB on post. They will set up your training. (Tip: preplan what you want to train on and don’t depend on your TSB rep to develop it for you) If you don’t have a plan, they will develop one for you.
They do have a training matrix of mandatory events that you will be issued. There will be a lot of time for you to fit your own training in as well. However, in my opinion, it was not realistic and was not tailor-fitted to your needs. They were all mandated gates that everyone, no matter their mission, had to be validated on.
There were mandatory classes (death by power point) as well. I suggest, therefore, that you do realistic training with your TSB at home station. You will do TCP scenarios (how to set up one, actions on contact), ranges (to include a convoy live fire). The TCP scenarios were realistic, for those units that were going to conduct them. Once you get hooked up on SIPR, go to lessons learned sites or on NIPR, check out the CALL website and globalsecurity.org and there are lessons learned posted there as well.
Soldier Comforts: Buy power converters ($52 a pop in country) if you can find any (Radio Shack is a good start). The culture here operates on 220 while we operate off 110. Computers are okay on standard chords but you will blow most smaller electronics if plugged into a 220. There will be plenty in Kuwait that you can buy or will be handed to you by redeploying units if you can’t find them at the mob station.
Quarters/Sanitary: standard NG barracks setup.
MWR: standard post setup. PX size depends on the post. NIPR is limited and was not set up in the barracks. The library had free access but limited to 30 minutes. Phones are limited to payphones that are usually run by AT&T. Cell phones are the usual methods and most companies will suspend your contract upon receipt of your activation orders. Some companies also offer contracts for the duration of your stay at the mob station. Most posts have for-pay internet café’s that charge per minute usually located by the enlisted quarters. You can try to get a hub set up for wireless internet connection. S1 should have gotten the mailing address by now.
CIF (standard issue): Each soldier will be issued two boots, four sets of uniforms, a floppy and patrol cap- all DCU. One set of boots and one uniform will be kept by each soldier upon redeployment. Don’t bring your chemical suits- they issue the JLIS. The pro mask is brought but not worn in country. You will wear it everywhere at mob station and will train for a chemical environment but you will keep it packed up in the barracks. There is no chemical threat in country. Large ruck sacks and frames will be issued. Dr. Scholls inserts are a must. A lot of soldiers had their boots resoled with the ripple sole.
Commo: SIPR access depends on what is available on the post. There is one located at every AD post at the EOC and MOC. You will probably travel out to whatever unit you will be assigned to for a face-to-face meeting with your bosses. Every post also has VTC available upon request, both for your higher as well as the unit you will RIP with.
Transportation: Mass transit from Home Station to Mob Station was done by contract busses. Most soldiers brought their own POVs but make sure there is clear guidance from command as to how many can be brought. Rental cars are available on post for about $10-15 per week if you split the rate with someone else. They were invaluable to be used to go off post. For business modes, ensure you secure a 16 pax van to use. You can draw a minivan or larger from the MOC but they are always short on what you need. Once you get a confirmed flight to Kuwait, you can have someone from your state to come pick it up.
Kuwait
The commercial flight was 12 hours in length and we had two layovers, one at JFK, the other at Sicily (or in Germany) and finally you fly into Kuwait City to the APOD. There is a 8 hour difference from the East coast. We checked in and swiped our ID cards to begin our overseas/tax deferred/hostile fire pay. Your 365 days boots on the ground begins at this point. You will also be given a standard 15 rounds for 9mm and 30 rounds for M16 for sustainment. You will get your combat load before you head North. The road system is dirt that has been pushed aside to look like a road. They are trying to pave it but it will be awhile before it is completed. We ate at the APOD and waited for our stuff to be unloaded. They will bring up a truck for you to load your stuff into and buses to take you to your base camp. (Tip: have an interpreter or someone who at least understands Arabic on your bus ride to your Camp) We had a Kuwaiti Police escort and still got lost. We could not communicate with our bus driver or the others due to him being Turkish. Have the duty station provide you with strip maps to give to the drivers. If you cannot get an interpreter, at least have someone who speaks Arabic at the APOD debrief your drivers before they leave. We had a PFC directing over 20 buses to three different camps and the result was mass chaos. It also resulted in our baggage truck going to the wrong camp.
Weather: is hotter than in Iraq. We came in country in February and it was cold at night/early morning and cool during the day. Sandstorms started to pick up in late February and would continue through the summer. It rained once and turned everything into mud.
Training: you won’t be there for long. They have ranges (CQB, MK-19, .50, M16) but are limited to priority units and you won’t be given enough ammo to go through them. They are not a validation requirement before you can go North like they told us at mob station. You will be subject to CFLCC schedules once you get there. There will be a lot of down time due to lack of opportunities to train.
Commo: you will be subject to using CFLCC SIPR which is extremely limited. You can try to get your BSO to get SIPR/NIPR connected in your tent but that is limited as well. You can also have a DSN run to your tent as well.
Laundry: there is a free laundry service, run by KBR. However, the turnaround time was around 4 days so we bought plastic tubs at the PX to do laundry outside. We would set up our “washer/dryer” outside the tent on cots and would hand wash each item. We carried water from the showers and would use detergent bought from the PX.
Soldier comforts: The PX is very small and usually has a very long line. It carries the basic needs, toiletries, magazines, CDs/DVDs, players, snacks, drinks, local items. There is a Burger King, Subway and local flavor shops outside of it. There is a internet café that is for a fee. There is also a barbershop in the same area.
Sanitary: are in shower trailers, provided by KBR, that are a walking distance from the tents. They had about 10 stalls with 10 sinks off to the side. Toilets are porta-johns, supported by KBR.
Quarters: we were put up in local national tents (KBR), GP huges. They had AC/heating units with neon lights and wooden flooring run by generators. They had the standard 220 plug-ins.
Chow: a huge DFAC (3,000 seater) that is run by KBR. Four squares a day. There is a danger of soldiers gaining weight. They also offer cokes which soldiers will drink more of which leaders need to monitor.
PT: Udairi did not have a track so we had to run on the gravel roads. APFT is not a consideration during activation (too many soldiers would be kept home due to failures). There is a gym with cardio and free weights that is open 24/7.
MWR: there are commercial phones in which to call home (there is a 9 hour time difference from the Central time zone). AT&T has the monopoly and usually has about 30 phones which are usually crowded. Personal cell phones can be used but an international chip has to be purchased in order for it to be used. Reception is good but the chip is only good in Kuwait. There are also DSN lines are set aside to use to connect to home. There is a “theater” (52” screen TV) with surround sound that plays movies 24/7 and serves popcorn. They have ping pong tables (bring your own balls because they break and are hard to get in country), foosball and a wide variety of novels for checkout.
Transportation: You will fly into the APOD then will be bussed from there to your FOB. CFLCC coordinates for the busses but your advanced detachment will make face to face contact once on ground. You will not have access to your military vehicles once you get to your FOB. It usually takes 2 months for your cargo to reach the SPOD. Most of means of travel on base are LPC. However, for movement to and from training sites, the Mayor’s Cell has access to civilian modes of travel. The FOBs are not that big that you couldn’t march to the site. All the necessities are within a reasonable walking distance.
Iraq
There is only one way up from Kuwait and it is IEDd all the time. CFLCC runs the show on monitoring the MSRs and you can get updates on SIPR. It is paved most of the way except for one 89 mile stretch. It is 6 hours from Kuwait to Baghdad and there are two CSCs on the way.
Weather is cold in the winter (50s as high, 30s as low), summer (late April through October) is hot (H up to 150 F and 100 F as low). The wind blows constantly which is a blessing in the Spring when the weather is cool but a curse in the summer when it is its hottest (as a soldier put it “like keeping a blow dryer in your face all day”). The temps are worse in the UAHs (despite the fact that they have AC) where temps can get up to 170 degrees F. Sandstorms are not as bad around the river but worse in the South and West (desert areas).
Sanitary: most posts have hard stand showers but if not, shower trailers will be provided by KBR. The toilets maybe hard stand, porta-johns, or trailers, depending on where you are. Suggest bringing Lysol cans or use baby wipes.
MWR: we have our own internet café with 20 laptops that is maintained by the S6 section. NIPR lines are limited but some staff sections are allowed to have it hooked up in their office because there are occasions to keep unclassified contacts to conduct business. We also have a satellite phone system with six phones, covered by Segovia. They charge 4.5 cents per minute and you can purchase minutes online. However, the service is very poor because it is down more than it is up and their customer support is in the states. The best times to call are early morning because the reception is so poor in the afternoons. The best option is to go to the AT&T tent, more expensive but better reception. Most posts have their own theaters and our post has boxing on Saturday nights. There are “hajji” shops all over post that offer different kinds of local flavor (ie prayer rugs, jewelry).
Transportation: Most individuals are traveling in cars that insurgents were killed in. However, there are some contract SUVs available for travel around post. A lot of OGAs and high ranking officers have the up armored Suburbans. When going outside the wire, convoys will have no less than 4 gun trucks as escorts.
Redeployment
Select a “clean” site to pack up your CONEXes while still in Iraq. The US Customs will inspect every bag and vehicle then will place a seal on each CONEX.
Redeployment Station
Redeployment to Home Station
Staff Issues: I was the S2 for the battalion so these issues are not all-inclusive.
S-1
1. Have a comprehensive SRP at home station prior to leaving for deployment station supported by your STARC. It made for a faster SRC once at mob station. It will also prevent you from taking someone who will wind up not being deployable once you get to mob station.
2. REFRAD. Expect to lose at least 25% of your total force within the first six months of deployment. There have been so many that have been recalled for second tours that you better check at home station on how many you project to lose vs mission requirement. Long-term forecasting of troop loss and tracking is a must.
3. Time off. You are not allowed to wear anything else in country other than PTs outside of your hooch. Therefore, we packed up most of our civilian clothes and left them or mailed them home from Ft Stewart.
Pass: Each soldier will have the opportunity to take a four-day trip to Qatar and two weeks home.
Freedom Rest: 4 day/3 night stay at a hotel in the Green Zone where no DCUs are allowed to be worn.
Leave: The two weeks leave will begin your 91st day in country and end at your 10th month. This time counts against you but if you don’t use it, you can save it for after you come home and have a month off.
4. Mail. There is an eleven-day turn around coming to soldiers and going home. A S-1 rep must go through a mail handler’s class before they can be authorized to pick mail up. Many soldiers have been killed trying to pick up mail. If you have an air unit attached, get them to pick up your mail when they fly back to get theirs. You will not be able to mail weapons, ammo, or sand home. You can petition to have “war trophies” sent home but only for display at units. And the process to do so is extremely meticulous. Your APO will be mission specific so when it changes, you will need to get the new one to send home to the FRG.
5. Red Cross. Expect to lose many soldiers due to emergency leave. Make sure you have a good contact with the FRG in case a soldier gets hurt/killed. Also, ensure you have contact with the Red Cross because soldiers are getting the info from family before Red Cross can send the message to the unit. And this is conducted over NIPR.
6. Money. You can use credit cards at the local shops, but it is not recommended due to unscrupulous merchants. You can go to finance on post and use your ID to get out casual pay. You tell them how much you want, they give you cash, and it will come out of your next paycheck as a debt. Since food and transportation is free, most of the soldier’s money is spent in the PX. You can figure your pay will be what AD base pay says because you will get your taxes reimbursed to you once you get into country. Mississippi pays your state taxes back after you are paid.
7. Troop-To-Task. This is a big buzz phrase here. When you find out what unit you will be RIPing, make sure you have a list of exactly what soldier of yours will be replacing what soldier of theirs in country. This will help to justify your mission and requests for more soldiers if you find shortages.
S-2
1. Falcon View is a must as well as a plotter printer (HP Designjet 500ps is what we have, about $20,000). Having a knowledgeable Falcon View operator is also a must have. Instead of relying on outdated NIMA products, you can download real-world graphics and print off your own maps. You can also customize your maps to plot routes and include mileage and gas usage. These waypoints can be downloaded in to the civilian version GPSs. Get with a sharp AD intel NCO at the mob station. Also, get a 60+ gig hard drive to store all the imagery- it takes up a large amount of space on hard drives, slowing your computers down.
2. You will maintain Access Rosters into the compounds.
3. Pattern/link analysis. Insurgent activity is difficult to predict. However, sometime the enemy does establish patterns since most conduct their operations within walking distance or a short drive from where they live. The best prevention is good HUMINT and ground truth.
4. Interpreter support. You will be busy managing interpreters. There are three categories, CAT I (Local Nationals or American Citizens without a clearance), CAT II (American Citizens with a Clearance) and CAT III (American Citizens with a TS). You should fall in with translators currently assigned to the unit you will replace. However, more can be requested through Titan, the civilian contractor that handles all translators in country. If you get involved in detainee ops, you will have to use your interpreters to translate ICRC letters. Remind the S4 that you will need to draw extra uniforms, boots, vests w/SAFI, Kevlar for your CAT 1 (Local Nationals) since they are not issued any equipment. At a minimum, you can plan on having one for the commander and one for the S2. For CAT 1 (local nationals), you will have to go to Titan HQ to have them sign for their pay since they are paid in cash or you can sign for it and issue it to them. CAT 1 (Americans) through CAT III are paid salary (a BIG one). Make copies of their photo ID’s because they disappear or are killed all the time and you need the info to pass to Titan when they do disappear.
5. ASAS-L/RWS is not as extensively used due to distances. The biggest form of secure commo is SIPR. The SEN is also used to support the internet café. ASAS-L will be helpful if you have C2PC. We used MTS and it was useful having the email capability but it only updates a vehicles position every 5-10 minutes.
6. Always remind soldiers of OPSEC, on the phones, letters, computer (online messages and IM). Conduct an OPSEC brief prior to issuing any new mission brief.
7. Ensure you have all necessary supplies, alcohol pens are hard to come by as is acetate.
8. Clearances. They are now conducted by DSS and CCF is about 6 months behind in clearances. Our state had been without an SSO and was 6 months behind as well. Once the alert is announced, get clearances put in quickly. Maybe by the time you return from the deployment, the soldier will have been cleared. However, you can have interims granted. Get the form for the interims as well.
S-3
1. Patrols. You will be busy tracking patrols and taskers for those patrols in the future. All patrol functions use military police tactics. Due to the amount of escorts and small daily missions, you will probably not have time to write out total OPORDs. Establish an SOP as soon as you can make contact with your counterpart. Tap your soldiers who are in civilian law enforcement to train units up. You will need to check with your counterparts on SOP for number of vehicles that go on missions but as a general rule, two hummers go out together in the day, four at night.
2. Escorts. In addition to patrols, you will be tasked to escort all kinds of elements, both military and non-military.
3. Once you make contact with your counterparts, you will be issued a date to RIP. You will have at least a two-week “right/left seat” ride, one week for the right, one for the left then you are on your own. The remainder of the time, the unit you have replaced will then be free to conduct redeployment ops.
4. PSD. You will need to plan on taking an element (plan on it early to figure out what unit they will come from) to guard LTCs and above. It appears the PSD concept is an SOP issue more than it is due to a requirement. There are Security Detachment schools available to send the PSD through.
5. Forget about METL tasks and the TAM. Based on this, you will have to rewrite your SOP to fit the needs of your mission. Doctrine is being rewritten in pencil. It constantly evolves based on TTPs. When you get in country, you will be conducting business that none of you have ever trained on (except those of us who have been in law enforcement or qualified MPs). Get TTPs from overseas (current ones, they constantly change since the enemy is very adaptive) and that will be a good guide to train against. There are artillery and armor units that have become “in lieu of” MP companies. They didn’t even bring their artillery pieces, only their hummers. They did bring their Q36/7 which are used in the counter battery fight with insurgent IDF.
S-4
1. You will be issued A LOT of money when you get here to buy items for your unit through FOO and you will have to appoint one to handle the money. However, there are a lot of rules about what you can and cannot buy.
2. Most installation repairs are conducted by KBR (see notes). However, all DS repairs are handled as normal.
3. Weapons. 240B is the new automatic weapon of choice. Mounts for them are scarce. If you cannot get the mounts, try to make them. Look for Eagle Mounts- dual mounts for the MK-19 and 240B/SAW/.50. The MK-19 is useless in an urban environment except when taking out a building in which a sniper is on. Therefore, the dual mounts are ideal. Attempt to trade up to the M-4 from the M-16. The M-4 is better suited for getting in and out of the Hummer due to its smaller size.
4. Shipping. All items will be loaded on CONEXes from home station. It will take at the most two months for your items to be shipped from your mob station to Kuwait. Make sure you have the satellite tracking number so you can track when you can get your stuff off the ship. Once there, you will have to coordinate its pickup from your FOB to the SPOD.
5. Redeployment. Customs will inspect your CONNEXes for contraband and seal them prior to shipment out of country. One unit tried to send a live camel home in a CONEX. Obviously, it didn’t make it. A LOT of soldiers have gone to Leavenworth or have been relieved due to trying to sneak weapons home.
6. Get graphite for your weapon systems. CLP attracts sand and gums up your chambers.
7. Gloves. Tan work and Nomex gloves (don’t get the black ones) are needed in the winter for warmth and in the summer to prevent sunburn and contact burns. The weapons and steering wheels get so hot that you can get contact burns having to touch them for prolonged periods. Rubber surgical gloves are also needed for subject searches or assisting the wounded. Search gloves are also available commercially. Ensure plenty of hand wash/sterilizer is issued to everyone.
8. IBA. Everyone will be issued one at mob station but will not get the SAFI plates until you get into Kuwait. No one will cross the border unless everyone has their full ammo load, vests and up-armored vehicles. The vests are at least 25 pounds and take a lot of getting used to. They are extremely hot as well. The web gear can fit over it but adds more weight to it.
9. UAH. All of your hummers will be up-armored in Kuwait before you are allowed to move North. However, once you redeploy, those hummers will stay in country. True UAHs are scarce but they are to remain in country. Jerry-rigging hummers (ie adding plating to standard hummers) places a great strain on the engines. The UAH has a specially designed cooled engine to withstand the heavier plating. It also has less room for occupants therefore making it harder to get in and out of (thus the justification for the M-4 rifles).
10. RFI. Halfway through our tour, we were involved in the RFI where we were given the latest equipment, new Kevlar systems, new Tshirt that wick sweat away, boots, MOLLE, etc.
S-6
1. Having a superb BSO will make or break the success of your mission. Ensure your BSO is top-notch especially when it comes to computers.
2. All key leaders should have access to SIPR starting with home station. All contacts with counterparts will be done over SIPR via AKO-S.
3. Most commo is through DNVT. Most AORs are too big to sustain SINCGARS. However, a lot of soldiers have bought push-to-talk rechargeable radios for smaller ops (ie gunner to driver, truck to truck, staff officer to NCO).
However, I recommend using more expensive versions offered by Motorolla. Civilian models used by police departments are around $ 1,500 apiece but can be secured and have a longer range. These items can be purchased with FOO.
4. GPS. Most have bought their own (Garmin, Magellan) due to their accuracy and their compatibility to the Falcon View system (see S-2).
5. Get rid of all ball-operated mice for computers. The sand gums up the balls over time. Buy optical mice. Also, get rid of floppy drives and convert all data from floppies to CDs or thumb (ie “jump”) drives. Anything that has an opening is subject to destruction by sand.
6. Cellphones from the states do not work here, it is on a European system that is different from here and you will have to buy a separate chip, one in Kuwait and one in Iraq. You will be issued military contract cell phones based on need and availability.
7. Satellite tracking. MTS is one form of tracking individual vehicle movements and communicating with the TCs. However, it only updates positions every 5-10 minutes. The C2PC is a better system when used in conjunction with the ASAS-L. Another form of commo with higher is the Chat function through MS Outlook and can be set up on SIPR. Most AD use Outlook as a primary form of commo and can be found on the global address book.
Subordinate Commanders
1. HD/HHC commander will be responsible for keeping in contact with the FRC. Have that coordinator establish a home page so family members can keep informed. Also, brief the coordinator on OPSEC issues.
2. Ensure you have enough certified CLS soldiers and their bags are up to date. An inherent medical unit will be a plus. Once in country, have them find the location of the nearest CSH.
3. Proper amount of flexicuffs but some civilian law enforcement have been carrying their own handcuffs. Shoulder holsters are allowed (may not be authorized) but are also sold at the local markets (cheap quality, though). The drop holsters were donated to our unit by a civilian distributor. However, the belt extender was on the soldier to buy. A recommended purchase is the Black Hawk retention cord. Also ensure you bring enough rubber gloves for searches and/or search gloves (this mainly pertains to those line companies who will be conducting searches).
CSM
1. Will be preoccupied with bedding, which becomes very tricky when the RIP occurs and you have to double up.
Soldier Comforts
1. Power converters. Ensure you bring at least four and have the ability to buy more (MPACT) when you get here, if needed. The standard issue overseas is 220 volts. Most computers can handle up to 240 so they are okay. Other smaller electrical items are subject to being blown if plugged in without a 110 converter. Most are expensive, running around $100 but are a must to run printers and others. Make sure all computers have good batteries because the power goes out constantly and will delete your work at a moment’s notice. All primary power is operated through generators that are maintained by KBR (Kellog, Brown and Root, a subsidiary of Halliburton).
2. Computers. Must have DVD/CDR burners. Most soldiers brought enough DVDs to make Blockbuster envious. Bring a good set of speakers to listen to movies. Most of the ones here are cheap. I got a pair by Altec Lansing at Target before I left for $ 30 and everyone has been wanting to borrow it from me due to the good sound.
3. Critters. Do not wear flea collars around a boot, they are not meant for humans and do not work on these sand fleas. Scorpions are also a problem in the warmer weather. The mosquitoes are numerous in Baghdad but are few in the desert where the sand flies make up the difference. The sand fly carries a disease called leishmaniasis (look it up on the web for better description). It is a debilitating, flesh-eating disease that is curable but one that will take your soldiers out and can take up to a year to heal. It took out 500 soldiers during OIF-I.
4. Water. Huge water bottles (1.5 L or more than half gallon) are standard issue. They are given out in boxes. Powdered mixes are also recommended to break up the monotony. However, due to strains in supply lines, water buffaloes need to be available.
5. Shelter. Most base camps are former palace grounds and TOCs are set up in palaces. You should sleep in tents only in Kuwait then get to work in on palace grounds while the sleeping areas are in smaller buildings. We are sleeping in former Iraqi Army barracks. Almost all of the units are “mooching” off the hardstands instead of using tents. Also, the bigger the unit you are, the nicer the accommodations. Some units are using standard trailers to put soldiers in instead of tents.
6. Chow. All food is catered by KBR and, unfortunately, it is very good. Due to this, many soldiers are gaining weight. However, many soldiers will lose the weight (up to 30 lbs) in the summer because you drink so much water that you don’t feel like eating and you lose from sweating. Virtually everything in country (Iraq and Kuwait) is handled by KBR (repairs, food, laundry). You will not need a mess section or field laundry facilities. You will still have to run a motorpool and major (DS) repairs are conducted per SOP. Officers do not pay for meals.
7. Digital camera. Do not get any camera that has a removable floppy. Get one that has a USB connection. You can email pictures home, on a personal email account. However, leadership must be aware of the OPSEC rules and regulations regarding this and the rules regarding what you can and can’t take a picture of.
8. Thick leather or rigger belt. The standard issue is not strong enough to hold the drop holster. A Velcro (inner) police belt is a better option. The outer belt can also be used under the jacket but some are wearing the gear outside of the jacket like road MPs (unsure if this is authorized). Suspenders are also recommended when wearing the drop holster.
9. Phones. AT&T has a monopoly on the phone systems at Mob Station, Kuwait and Iraq. Don’t bother with getting other phone cards. Also try to find calling cards with international minutes only because the domestic minutes don’t count and you won’t get as many minutes.
10. Equipment. Most soldiers have purchased M16 magazine holders that fit over the buttstock of the M16. We have also been able to purchase more once in country through FOO money. We were also directed to have a lanyard for M9 pistols. Most used 550 cord but I purchased a Blackhawk retractable (like a phone cord) lanyard. The unit just recently purchased them for the remainder of the M9s issued out. They are much better than the military issued since it doesn’t get as hung up when getting in/out of the hummer. We were issued WileyX goggles. The military issue do not work. WileyX also has them in prescription as well. Some guys have gotten dust/painter’s masks as well. Either the paper kind or the more expensive plastic ones. They have also purchased a new helmet system by Oregon Aero (I was given their email address). It costs $110 but they give a 18% discount for deployed soldiers. I plan on getting one later but those who have one swear that they are more comfortable. Instead of the foam inserts and leather headband, it has memory foam inside. The Army is beginning to field the new helmet systems.
Notes:
1. Dumpster diving. Redeploying soldiers will get rid of useable items that they cannot pack so they will simply throw them away. Stuff like TVs, VCRs, radios, coffee pots, batteries and chairs. If you don’t get to it first, the local nationals will. It will amaze you what soldiers are throwing away. Try to catch the units as they return from the field to find out what they want to give away. Most units want to get rid of stuff just so they don’t have to pack it.
2. Making contacts. One of the most important things you can do is make as many contacts as you can at all stages of your deployment. Every redeploying soldier I or my NCOs have talked to has been overly helpful in giving information or items that have made my job easier. Ask redeploying units for additional items before they throw them away. We obtained armored plating, gun mounts and maps from units as they came in. You will not be able to get enough UAHs in country so be prepared to get your own made. I received maps and satellite imagery as well as an unclass digital copy of an IED class. We also received a copy of Falcon View.
3. Contact the POC from the unit you are replacing as soon as you can to build a rapport. Get on SIPR as soon as you can to obtain ground truth as to what is going on in your future AOR. However, always keep in mind that once you head North, your mission may not be the same and you will be forced to gain other contacts before you leave.
4. Beer is served here, even in the DFAC, but it is non-alcoholic. Risque magazines (FHM, Maxim) are also sold here. The Arabic culture is more lax here than what they will brief you at home station, around the post. However, in the countryside, violations of culture can be very dangerous. Most men here are intrigued by the Western culture but that should not condone any potentially damaging activities conducted by soldiers. Leadership will be held responsible so they must issue guidance accordingly. Sensitivity training will be conducted at mob site.
5. Our state bought each soldier a plastic strong box that we put on CONEXes.
6. Make sure all soldiers itemize their stuff before loading and submit an inventory sheet with their supervisor. Each soldier can load as much stuff as they want in a CONEX but you are limited on what you can carry on the plane and they measure it.
7. The work ethic of the Arab male is very lax. They do not get in a hurry but drive like maniacs. They will pass and force others off the road. However, they demand respect and will remember a favor that you do for them. They will make it their life’s mission to pay you back for every good deed you do for them. Some children have picked up on our bad habits, though, and are all around downtown selling bootleg stuff. There are an overabundance of bootleg DVDs and CDs that are sold in the local shops on post. It has been proven that the money they make from these sales go to fund terrorism. However, soldiers buy them in droves.
8. Establish your combat teams now but expect that they will be split up based on the mission. Just like a tank/Bradley crew, the UAH crew is just as key. Your driver, TC and gunner must be able to function together. It is hard on morale when you have constantly pull soldiers out of headquarters elements to piecemeal teams together. Also, be prepared to form a PSD for your commander (usually for battalion commanders and above).
9. There is a huge disconnect between what is happening here and what we were taught at the mob station. Your best bet is to contact your counterpart in country via SIPR and get the ground truth. A lot of what the TSB will train you is outdated or is too general.
10. Always be aware of your arming stance and ROE, one exists for Mob station, one for Kuwait and one for Iraq.
11. For those soldiers who are interested, there are a lot of extremely high paying jobs over here that can be had after the tours. There are plenty of websites available that soldiers can tap into but most are had through contacts that are made here.
12. MARK EVERYTHING. Before you leave home, use a Sharpie to mark all your personal belongings. DO NOT mark on your IBA or they will charge you for it. You can have your nametape and rank sewn on it. Also make stencils at home station for everyone to bring with them. Bring a paint pen to mark strong boxes and other harder surfaces.
Suggested Reading
1. Iraq Culture Smart Card (February 2004). This laminated card is excellent product put out by the Marines that includes a short history, culture do’s/don’ts, commands in Arabic, etc. They also have a CD-ROM “Cultural Intelligence for Military Operations: Iraq”
Commanding Officer
Marine Corps Intelligence Activity
3300 Russell Road
Suite 250
Quantico, VA 22134-5011
COMM: 703.784.6146
FAX: 703.784.2026
DSN: 278.6146
2. Iraqi Basic, Language Survival Guide (February 2003). Small booklet that has commands, warnings and instructions in Arabic. DLI also supposedly has a CD-ROM available as well.
Joseph Betty
DLIFLC-SCE
Joseph.betty@monterey.army.mil
COMM: 831.242.5724
CELL: 831.320.7006
DSN: 878-5724
3. The Complete Idiot’s Guide to Understanding Iraq. Reuters NewMedia Inc. In-depth history on Iraq from the beginning to recent history as well as a cultural guide. $18.95 at Books-A-Million
4. The Complete Idiot’s Guide to Understanding Islam. Reuters NewMedia Inc. Explains differences between Islamic sects and gives a guide to Islamic culture. Reuters NewMedia Inc. $18.95 at Books-A-Million
5. Arabic dictionary.
6. CIA Country Book-Iraq. Can be downloaded off unclass internet or off SIPR.
OIF-Related Acronyms:
OIF: Operation Iraqi Freedom
OEF: Operation Enduring Freedom
CPA: Coalition Provisional Authority
RIP: Relief In Place
CSH: Combat Support Hospital
IDF: InDirect Fire
POO: Point Of Origination
POI: Point Of Impact
LSA: Life/Logistical Support Area
AOR: Area Of Responsibility
UAH: Up-Armored HMMWV
FOO: Field Ordering Officer
CLS: Combat Life Saver
ICRC: International Committee for the Red Cross
ICDC: Iraqi Civil Defense Corps
BSO: Brigade/Battalion Signal Officer
APO: Army Post Office
FRG: Family Readiness Group
SAFI: Small Arms Fire Interceptor plate
IBA: Intermediate Body Armor
EOC: Emergency Operations Center
MOC: Mobilization Operations Center
MTS: Mobile Tracking System
ISG: Iraq Survey Group
OGA: Other Governmental Agencies
CSC: Convoy Support Center
REFRAD: RElease FRom Active Duty
FPS: Force Protection Service
IPS: Iraqi Police Service
BATS: Biometric Automated Tool Set
SCAR: Security Control Access Roster
TSB: Training Support Battalion/Brigade
PSD: Personal Security Detail/Detachment
RFI: Request for Information/ Rapid Fielding Initiative
FRC/G: Family Readiness Coordinator/Group
I added this OPORD two years after redeployment, AND it was NOT marked SECRET or any other clearance level!!
Today I also received a Frago ordering my unit to do Annual Training:
COPY ______ OF 15 COPIES
155TH SEPARATE ARMORED BDE (H) TUPELO, MS 38803
13 FEBUARY 04
FRAGO #04-04-01 to 155 ESB OPORD 04-04 ANNUAL TRAINING 2004
References:
a. 155 ESB OPORD 04-04 (AT-04
b. Camp Shelby Training Site Regulations.
c. Camp McCain Training Site Regulations
d. 155 ESB Commanders YTG.
e. 155 ESB Gunnery SOP.
f. JFH-MS Annual Training SOP.
Time Zone Used Throughout the Order: LOCAL
TASK ORGANIZATION: NO CHANGE
1. SITUATION: NO CHANGE
2. MISSION: NO CHANGE
3. EXECUTION:
INTENT. NO CHANGE
a. Concept of Operations: Due to demands on CSTS to support moblizing units, certain adjustments will have to be made to the Brigade’s AT-04 Plan. The Decisive operation for AT-04 remains successful execution of our SRP Program. Shaping operations for this period are Company/Platoon Validation, execution of focused SOSO tasks, and soldiers attending MOSQ/NCOES/OES requirements. Sustaining operations require support of the BCT conducting AT at two training sites and gunnery ranges executed at CSTS. This operation will be executed in four (4) Phases. Each phase will consist of ADVON Operations, RSOI, Collective Training and Redeployment.
b. Scheme of Maneuver:
1) Phase 1A: TF 1-155 IN. Will deploy to CMTS 12-26 Jun 04 to conduct Annual Training. Priority of efforts is to SRP, Company/Platoon Validation, supporting SOSO tasks in order.
2) Phase 1B: A/98 CAV. Will deploy to CSTS 12-26 Jun 04 to conduct Annual Training. Priority of efforts is to SRP, TT/BT VII/VIII, Platoon Lanes in order.
3) Phase 2: Main Brigade Period. 1-198 AR, 150 ENG (-), 106 SB, and HHC 155 ESB will deploy to CMTS 26 Jun – 10 Jul 04 to conduct Annual Training. Priority of efforts is to SRP, Company/Platoon Validation, supporting SOSO tasks in order.
4) Phase 3: 2-198 AR. Will deploy to CSTS 3-17 JUL 04 to conduct Annual Training. Priority of efforts is to SRP, TT VII/VIII, Platoon Lanes in order.
5) Phase 4: 2-114 FA NET. Will deploy to CMTS 24 JUL – 14 AUG 04 to conduct Annual Training. Priority of efforts is to SRP, AFATADS NET, SOSO task training in order.
b. Tasks to maneuver units:
1) 1-155 IN. AT dates 12-26 Jun 04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
c. Coordinate with BDE S4 for movement of required equipment from CSTS to CMTS NLT ___________.
d. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
e. Provide a list of Non-UMR Crewmen, who are qualified BCE’s to the BDE MG, NLT ___________, to support A/98 Gunnery 14-20 Jun 04 at CSTS. When not required to support gunnery, these soldiers will be returned to BN control.
2) 1-198 AR. AT dates 26JUN – 10JUL04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
c. Coordinate with BDE S4 for movement of required equipment from CSTS to CMTS NLT ___________.
d. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
e. Provide a list of soldiers who are qualified TCE’s to the BDE MG, NLT ___________, to support A/98 Gunnery 14-20 Jun 04 at CSTS. These soldier will support is training in an ADSW status (CTC).
3) 2-198 AR. AT dates 3 – 17JUL04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CSTS.
c. ICW the BDE S-3 Shop will conduct necessary coordination with ARNG TNG Site-CP Shelby and 3/87th TSB to secure training areas to support maneuver training.
d. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
4) A/98 CAV: AT dates 12-26JUN04
a. Provide BDE S3 Shop, support requirements outside of the Troops capability (i.e. TCE, BCE, Range Support, etc.) for gunnery NLT ______________.
b. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
c. Draw and clear required/designated facilities, ranges, training areas, and equipment from CSTS.
d. ICW the BDE S-3 Shop will conduct necessary coordination with ARNG TNG Site-CP Shelby and 3/87th TSB to secure training areas to support maneuver training.
e. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
c. Tasks to combat/combat service support units:
1) 2-114 FA. AT dates 31JUL -14AUG04.
a. Conduct necessary coordination with JFH-MS-OTR and supporting NET team to meet training requirements.
b. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
c. Draw and clear required/designated facilities, ranges, training areas, and equipment from CSTS.
d. ICW the BDE S-3 Shop will conduct necessary coordination with 631st FA BDE & 1-114th FA to maximize equipment available for training at CMTS.
e. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
2) 150 EN.
a. HHC under BN control attends AT CMTS, 26 Jul – 10 Jul 04.
b. Detach B Co. to 1-155 IN TACON for period 12-26 Jun 04 at CMTS.
c. Detach C Co. to 1-198 AR TACON for period 26 Jul – 10 JUL04 at CMTS.
d. Detach A Co. to 2-198 AR TACON for period 3-17 JUL 04 at CSTS
e. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
f. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
g. ICW the BDE S-3 Shop will conduct necessary coordination with ARNG TNG Site-CP Shelby and 3/87th TSB to secure training areas to support demolition training.
h. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
i. Develop a plan to support demo training for units located at CMTS.
3) 106 SB. AT dates 26JUN – 10JUL04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. ICW the BDE Staff, develop a support/sustainment plan to support diverse locations and dates.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
c. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
4) HHC BDE. AT dates 26JUN – 10JUL04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
c. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
d. NO CHANGE to OMS Plan for 155 MP PLT.
5) 255 MI CO. AT dates 26JUN – 10JUL04.
a. Conduct movement to/from training site IAW unit movement plans published by JTF-J4-T.
b. Draw and clear required/designated facilities, ranges, training areas, and equipment from CMTS.
c. Coordinate with BDE S1 for SRP windows/requirements NLT ______________.
d. Coordinating Instructions:
(1) Order effective upon receipt.
(2) Commander’s Critical Information Requirements.
(a) PIR.
1. Any threat to BCT or attached units with impacts the security, safety or well-being of our soldiers. LTIOV: OPEN.
2. Indications that the BCT or subordinate units is subject to mobilization or other significant mission change. LTIOV: OPEN.
(b) Friendly Force Information Requirement (FFIR).
1. Injury or death to BCT soldier.
2. Loss of resource (range, billeting, equipment, etc.) that will significantly impact the BCT’s ability to meet its training objectives.
3. Number of soldiers by unit who do not have a CAC ID Card.
4. Number of soldiers by unit who have not completed SRP.
(3) Risk Reduction Control Measures. Each Battalion and Separate company commander will provide the Brigade Commander a copy of his Risk Reduction Plan prior to arrival at designated training location.
(4) Rules of Engagement (ROE). All soldiers of the BCT will be subject to the exercise ROE found at Annex E (ROE) for the entire training period.
(5) Environmental Considerations. See Tng Site Requirements.
(6) Force Protection. Provost Marshal, 155th ESB will coordinate with appropriate agencies to integrate our policies and procedures with those designated for that post.
(7) Additional Instructions.
(a) Unit AT OPORD and Final Draft EXEVAL due BDE S3 NLT 14MAY04.
(b) Unit AT daily Training Briefs due to BDE S3 NLT 21MAY04, format in JFH-MS Annual Training memorandum of Instruction , Annex C.
(c. Units will submit a copy of their approved Convoy Clearance for movment to / from CSTS to the BDE S4 NLT 01JUN04.
(d) Unit AT AAR due BDE S3 NLT 30 days after last day of annual training.
(e) Provide Unit Commander list to BDE S1 NLT 1400 on first day of AT, format in JFH-MS Annual Training memorandum of Instruction , pg 2-4.
(f) Administrative portion of EXEVAL turned in to BDE S3 NLT 1200 1st Sunday of your AT period.
(g) Completed copy of EXEVAL with original signatures turned in to BDE S3 NLT 1200 last Friday of your AT period.
4. SERVICE SUPPORT. SEE ANNEX I (SERVICE SUPPORT)
5. COMMAND AND SIGNAL.
a. Command
(1) HHC 155th ESB will establish BDE Forward CP at Camp McCain NLT 101200JUN04 to track the deployment of the BDE to both sites in bldg S-209 and maintain an operational capability unitl 111200JUL04.
(2) HHC 155th ESB will establish BDE CP in CMTS cantonement area and assume control of the BDE from the BDE Rear CP NLT 261200jun04.
(3) On-Order, HHC 155th ESB will establish BDE FWD CP as follows:
(a) CP Shelby (12-26 Jun/3-17 Jul 04)
(b) CP McCain (31 Jul-14 Aug 04)
b. Signal. SEE ANNEX H SIGNAL (TBP). Unit phone number per Camp Shelby phone directory.
ACKNOWLEDGE.
GASTON COL
OFFICIAL:
SMITH
S3
ANNEXES:
Annex A: NOT USED
Annex B: Intelligence NOT USED
Annex C: Operations
Appendix 1: Operations Overlay, TBP
Appendix 2: Land/Range Matrix, Issued Separately
Appendix 3: Brigade Timeline, TBP
Appendix 4: Risk Assessment/Safety
Appendix 5: AT GUNLINE
Annex D: Fire Support NOT USED
Annex E: ROE NOT USED
Annex F: Engineer TBP
Annex G: Air Defense NOT USED
Annex H: Signal, TBP
Annex I: Service Support
Appendix 1 (Logistical Suspense dates)
TAB A (Log meeting matrix)
TAB B (Building assignments for BN HQ and S4)
Appendix 2 (Base Camp Equipment Requirements) TBP
TAB A: (Base Camp Layout) TBP
Appendix 3 (Traffic Circulation and Control) TBP
TAB A: Traffic Circulation Overlay TBP
TAB B: Road Movement Table TBP
Appendix 4 (Personnel)
TAB A Medical
Appendix 5 (Legal)
Appendix 6 (Religious Support) NOT USED
Appendix 7 (Foreign and Host-Nation Support) NOT USED
Appendix 8 (Reports) see BDE TACSOP
Appendix 9 (Inspector General Requirements) NOT USED
Annex J: NBC NOT USED
Annex K: Provost Marshal NOT USED
Annex L: Reconnaissance and Surveillance NOT USED
Annex M: Deep Operations NOT USED
Annex N: Rear Operations NOT USED
Annex O: Airspace Command and Control NOT USED
Annex P: Information Operations NOT USED
Annex Q: Civil-Military Operations NOT USED
Annex R: Public Affairs NOT USED
We had a FedEx SDRA Core Team Meeting today.
Notes from meeting:
1. Case Management System is complete. When do you want a demo?
2. CLEAR justification – LJ needs more info
3. Requisitions being signed, LJ hasn’t done the PCN’s yet, later today.
Welcome to Haroldholme!
I look forward to sharing ideas and life with you.
Friday, May 21, 2004
Thursday, May 20, 2004
More Preparations for deployment
I received some notes from a 155th officer already deployed to Iraq. I’ve included them here:
Iraqi Notes
Sir,
Below are some notes on what I have observed on the process of mobilization. I hope this helps.
S-4. This will be the most important person as you prepare to mobilize and he will be critical until you finish Transfer of Authority. There are extreme challenges that will be faced by the Brigade. The load plans you have now are not worth spit. By the time you get here, you will fall in on the majority of your combat equipment. However, getting all of the conexes loaded and shipped will be a bear.
I feel that the Bde S-4 and Bn S-4s with their NCOs need to get with 3rd ID ASAP and watch the process.
S-5 and IO. These staff slots are your bread and butter. The better you get the word to the locals out, the fewer soldiers you will have engaged. I think Danny Blanton will do well. You need a strong S-5. The majority of the missions conducted here are Battalion, Company and Platoon. I think the S-5 slot will be more important than the S-3.
S-2. The majority of intel is a bottom up type of intel. In that, I mean that your Bde S-2 gets most of his intel from the battalions as a result of their patrol debriefings. You need really strong Bn S-2’s.
LNO. Do not put a weak officer in this position. You need someone who will make decisions for you. It has to be a stud captain.
CSM. Sir, gone are the days of a CSM being worried about police call. You need someone who will ride the NCOs hard, especially on uniform standards and on the complaining part. You do not need a good ole boy in this slot.
JAG. All soldiers and leaders need good briefing on UCMJ. This needs to be done up front. Leaders need to know what their options are. The majority of discipline problems will come up within the first month or so of mobilization. If commanders can strike hard and fast, I think you will see big results. Otherwise, you will see a lot of congressionals and IG complaints. 39th BCT has two congressionals ongoing now, and both are ridiculous.
Uniforms and patches. Sir, the biggest mistake, in my opinion, is the refusal of the 39th BCT to take off its patch and wear the 1CD patch. When soldiers in 1CD see the Bowie patch, the automatically label the soldier wearing the patch as a dirtbag. Unfair, but true. Uniforms. My god, what a bunch of National Guardsmen! Some didn’t need to be wearing the patch for you to tell. Get the companies to start getting the soldiers new uniforms now. You will probably wear BDUs for quite some time. Also, and this is one reason for a strong CSM, haircuts and mustaches are a big source of my personal disgust for the 39th.
Movement planning. This goes back to my S-4 comments. DOL may help some, but the Brigade needs to fend for itself. Most of the 1CD Transportation Office had to help out the 39th. It labeled them as a bunch of morons. Truth is, they just were not trained. CPT Robert Lewis is one of the best Logisticians I have ever worked with. He saved my butt in Bosnia. You need a 90A qualified officer in the S-4 shop.
Information flow. This was the biggest sore spot with the 39th BCT. The leaders were not telling the soldiers what the big picture looked like. Soldiers were guessing. This led to much heartache.
Family members. As you know, Family Support Groups are crucial. I do not think the 39th started on this soon enough. There were way too many families at Ft. Hood during key training for the BCT. This was a huge distractor. My recommendation is to announce passes or any type of downtime in advance. This should help keep the flow of unannounced family visits to a minimum. I even heard a couple of soldiers say that they could have family members visit whenever they wanted, and screw the training.
Training. You will have more help than you want on the big training events. It will be the individual training that will bite you. Crew-served gunnery was totally screwed up in 39th. They did not do what they were supposed to as far as assistant gunners and night qualification. They had to spend a great deal of time on the ranges rectifying this.
Snipers. Get as many soldiers as you can to sniper school!!!!! As bad as things have been here, they would be a lot worse had it not been for the snipers. 1CD screwed up and did not train enough of them. Just because a soldier can hit a deer at 600 yards, does not make him a sniper. Fight for the slots. My opinion, you need at least one per company.
Combat Lifesavers. I think the DA standard is 10%. In 1CD, it is one per patrol. If I were one of your battalion commanders, I would try to get 100% in CLS. As you know from your last war, the first couple of minutes are crucial. Also, we are using Israeli bandages rather than the Army-issued bandages. They work much better. Also, each medic needs a Special Forces tourniquet. We have had a couple of soldiers bleed out for lack of a good tourniquet.
Sir, this ends my litany for now. I will provide as detailed of information as you want. Or, I will shut up and leave you alone if you want. It’s just that I want to help out as much as I can. In my opinion, the 39th BCT is a great organization and it has great soldiers. The Bde leadership though, is a bunch of good ole boys. The Bde Cdr, DCO, and XO are three of the biggest morons I have ever seen.
Lee
I also received COL Oliver’s assessment of our IDT Training just past:
From: Oliver, James E. LTC [mailto:james.oliver@ms.ngb.army.mil]
Sent: Wednesday, May 19, 2004 1:49 PM
To: CPT Scott Caldwell A / 2-198; CPT Jacque Byrd, B/2-198; 1LT Dirk Waldrop, C/2-198; CPT East, HHC, 2-198
Cc: 'DavisG@gsci.state.ms.us'; MAJ Jason Marlar; Honeycutt, Michael A. CPT; McClendon, Robert J CPT; Dubose, Floyd J. MSG; CPT George W. Vinzant
(gvinzant@olemiss.edu)
Subject: Cdr's Assessment - May IDT
Commanders / Leaders / Staff, below is my assessment and observations of the IDT conducted at Cp McCain 14-16 May 04. I will discuss these observations with each commander and the command group separately during the June IDT. I am sending you this assessment so you will have an understanding of what I view as observed shortcomings that we should be focusing on in the future and in establishing your training plans for AT04 and beyond. The priorities for AT04 are (1) Personnel Readiness (2) Equipment Readiness and (3) Training Readiness in that order. However, this will serve to give you an idea of my observations on training and operation and how we will conduct business in the future.
1. A. PROBLEM - COMMUNICATIIONS: The ability and effectiveness of the
battalion to function was seriously degraded due to the inability to have all radios/nets operational from the moment the units arrived at the training site. I observed an M1A1 Tank Battalion reduced to the level of C2 on par with an infantry regiment circa 1917. The standard method of communications with key leaders during operations this IDT was by courier. Leaders would have to literally "drive over to the assembly area to tell
CPT X to get ready to start his lane" .
1. B. SOLUTION: I consider the inability to communicate with
everyone a war-stopper. If a vehicle has a radio and that vehicle cannot communicate then all available assets and resources should be directed to get that vehicle on the net. Every tank, hummer, M577. M113, etc. This is an essential task for the ADVON during IDT and will be a priority task for training in all units down to the vehicle level during each operation. I want each net opened formally IAW established SOP and doctrine and our C3I capability formally tracked by the TOC. Everyone must understand that this is a CCIR at all times whether we are conducting lanes training or any other operation. I want the following actions to be put in place now to get us on the road to a fix for this problem: (1) SINCGARS "how to" cards attached to the radio mounts or taped to the windshield of every vehicle and posted in the CPs so the operator has a checklist of how to load and operate a SINCGARS radio. (2) The TOC will formally open and close the Bn nets and track every station formally during every future operation. (3) An OE-254 will be erected at every CP (TOC, CTCP, FTCP and UMCP) every time we deploy to a field environment. If a HQs is established such as was done using S207 then an OE-254 will be set up there with a radio as well. (4) Net calls will be made per TACSOP and will be done in sequence and to standard. (5) RETRANS
teams will be established and trained during IDT and AT04.
2. A. PROBLEM - TIMELINE / TIME MANAGEMENT: The ability of sections,
platoons and companies to set and meet timelines was poor. Units failed to meet established SP times, LD times and failed to adhere to the training timeline. This caused soldier's times to be wasted and is indicative of poor discipline and leadership.
3. B. SOLUTION: We will set a timeline in each MOI for every lane. I
want each platoon or company lane to have a timeline and the leaders will ruthlessly enforce that timeline 100% of the time. Only me, the XO or the S3 will change a timeline or move a units SP or LD time for example. Co Commanders do not have an option to decide whether to move the SP time or not. Ever. The TOC (Battle CPT) will post and track all training and operational timelines. Commanders should consider the inability to adhere to a timeline or miss an SP or LD a capital offense. The Staff should consider the inability to manage and set timelines a capital offense as well. I want to be informed by the staff of any unit that is not expected to meet a timeline or miss a key event on a timeline such as an SP, LD, rehearsal, etc .
4. A. PROBLEM - PCC / PCI: I saw tanks run out of fuel on the lane and
a company commander miss a timeline (SP) because he had to fuel his tank while the rest of his unit was lined up and ready to execute SP. I consider it a criminal offense to run out of fuel. Can anyone imagine the implications of a tank or truck or hummer running out of fuel in the middle of Najaf or Karbala? What excuse would the commander write in his letter to the parents or wife of the soldiers that died because they were ambushed on the side of the road waiting for the fuel truck or recovery vehicle to find them at night? "Your son died because I did not have my leaders conduct a PCC or I didn't conduct a PCI or I didn't require the TCs to fuel their vehicles because they were tired" ?
4. B. SOLUTION: The S3 is developing a standard, approved PCI checklist
for every section/plt that is on the 2-198 battle roster. If a checklist already exists, then the S3 will review and approve that checklist. These checklists will then be added to each SOP and will be placed in the leader book of every NCO and officer in this battalion. PCC / PCI will be placed on training and operational timelines and the 2-198 Command Group will form into PCI teams and personally conduct PCIs in the future. A policy is forthcoming that mandates disciplinary action on any TC/Vehicle Commander if that vehicle runs out of fuel in the future. I want to review these recommended PCC / PCI Checklists during the June IDT as well as the policy letter on fuel.
5. A. PROBLEM - REPORTING / TRACKING: Tracking of LOGSTAT and Slant
was poor due to unfamiliarity of the format, communication problems, no XO in the company, no method to track in the CP, etc, etc.
5. B. SOLUTION: The Bn XO will confirm all CP tracking charts and
formats NLT June IDT. This will include cross check with 155 Bde Charts and distribute to all staff sections. XO will also review and 2-198 TACSOP for compliance with 155 and insure that the S1/S4 has access to the automated CSS programs available on the LEW and new developments using JDLM. POC for this is 155 S1/S4 or Mr. Steve McFeeters. The XO and CSM are the primary CSS trainers and will establish and monitor specific Staff/CP training for AT04. Input from the XO and CSM is due to 2-198 S3 Air prior to June IDT. Co Commanders should be the first line effort in recruiting a company XO from past contacts and associations or the list I sent yesterday. Additionally, commanders should begin training the 1SG to assume those duties until an XO is available .
6. A. PROBLEM - Soldier's Time Wasted: Due to problems discussed with
communications and timelines above, there were blocks of time where soldiers were waiting on leaders to develop a plan for training. Examples of this include the last minute search for OPFOR crews, Timelines developed by the Mortar platoon leader at the training location, misuse of PCC / PCI times, poor management of the time in the CPs. Our soldiers gave a full measure of effort this weekend as shown by individual and collective effort on the lanes and in other training. We owe them the best possible use of available time to insure they are adequately prepared for the tasks ahead. More detailed review and planning is required in MOIs and IPRs.
6. B. SOLUTION: The S3/AO will establish as SOP a schedule of Bi-monthly
full time coordination meetings to review the IDT coordination plan, AT04 plan, Mobilization Prep and any other key events planned in a 90 day period. The 155 Staff Event List will be used as a model format to establish a FT Staff Planning Calendar for 2-198 and to schedule all bi-monthly meetings. This meeting every 2 weeks will be posted and all key leaders notified so attendance can be planned for traditional leaders and staff as their schedule will allow.
7. Summary : I understand the shortcomings experienced by the unit in
such areas as shortage of key leaders (Co XOs), inexperience, bad weather, lack of training time, etc. These are all obstacles to overcome that cannot deter us from correcting these problems. My comments above, as all my assessments will be, are not directed at any single individual or unit but simply serve as a direction to get us where we must be. I will measure the readiness and capabilities of the sections, platoons and companies of this battalion based on "little things". Remember, the devil is in the details. Can a unit move and occupy terrain at the right time and place, can sergeants execute a PCC / PCI to standard, are all 5988Es complete to standard, can we communicate with everyone, Do leaders have a map and overlay, is headspace and timing set on every .50 Cal., does the M88 crew have the right frequency set and can the TC read a map, are spare NVG batteries available, ? As I said Sunday, I must know your commitment to the challenge. I received everyone's acknowledgement to that commitment. We do not have the time to delay. I believe our mobilization will occur before August, probably in July. Based on info received this week it looks like 2 tank battalions will be included on the 155 MTOE. One of these battalions will be composed of one mech company, one tank company and one motorized (HMMWV)company. The other battalion will be composed of 3 pure, HMMWV based motorized companies. No decision has been made on which battalion is organized with mech/tank/HMMWV companies or will organize as a pure motorized, HMMWV based battalion. Regardless, our tasks remain unchanged. Communicate with your units daily and get personally involved and informed in the details of your section, platoons and companies in the areas of (1) Personnel Readiness, (2) Logistics/Equipment Readiness and (3) Training
Readiness. Pass this assessment on to your key leaders.
LTC Oliver
Iraqi Notes
Sir,
Below are some notes on what I have observed on the process of mobilization. I hope this helps.
S-4. This will be the most important person as you prepare to mobilize and he will be critical until you finish Transfer of Authority. There are extreme challenges that will be faced by the Brigade. The load plans you have now are not worth spit. By the time you get here, you will fall in on the majority of your combat equipment. However, getting all of the conexes loaded and shipped will be a bear.
I feel that the Bde S-4 and Bn S-4s with their NCOs need to get with 3rd ID ASAP and watch the process.
S-5 and IO. These staff slots are your bread and butter. The better you get the word to the locals out, the fewer soldiers you will have engaged. I think Danny Blanton will do well. You need a strong S-5. The majority of the missions conducted here are Battalion, Company and Platoon. I think the S-5 slot will be more important than the S-3.
S-2. The majority of intel is a bottom up type of intel. In that, I mean that your Bde S-2 gets most of his intel from the battalions as a result of their patrol debriefings. You need really strong Bn S-2’s.
LNO. Do not put a weak officer in this position. You need someone who will make decisions for you. It has to be a stud captain.
CSM. Sir, gone are the days of a CSM being worried about police call. You need someone who will ride the NCOs hard, especially on uniform standards and on the complaining part. You do not need a good ole boy in this slot.
JAG. All soldiers and leaders need good briefing on UCMJ. This needs to be done up front. Leaders need to know what their options are. The majority of discipline problems will come up within the first month or so of mobilization. If commanders can strike hard and fast, I think you will see big results. Otherwise, you will see a lot of congressionals and IG complaints. 39th BCT has two congressionals ongoing now, and both are ridiculous.
Uniforms and patches. Sir, the biggest mistake, in my opinion, is the refusal of the 39th BCT to take off its patch and wear the 1CD patch. When soldiers in 1CD see the Bowie patch, the automatically label the soldier wearing the patch as a dirtbag. Unfair, but true. Uniforms. My god, what a bunch of National Guardsmen! Some didn’t need to be wearing the patch for you to tell. Get the companies to start getting the soldiers new uniforms now. You will probably wear BDUs for quite some time. Also, and this is one reason for a strong CSM, haircuts and mustaches are a big source of my personal disgust for the 39th.
Movement planning. This goes back to my S-4 comments. DOL may help some, but the Brigade needs to fend for itself. Most of the 1CD Transportation Office had to help out the 39th. It labeled them as a bunch of morons. Truth is, they just were not trained. CPT Robert Lewis is one of the best Logisticians I have ever worked with. He saved my butt in Bosnia. You need a 90A qualified officer in the S-4 shop.
Information flow. This was the biggest sore spot with the 39th BCT. The leaders were not telling the soldiers what the big picture looked like. Soldiers were guessing. This led to much heartache.
Family members. As you know, Family Support Groups are crucial. I do not think the 39th started on this soon enough. There were way too many families at Ft. Hood during key training for the BCT. This was a huge distractor. My recommendation is to announce passes or any type of downtime in advance. This should help keep the flow of unannounced family visits to a minimum. I even heard a couple of soldiers say that they could have family members visit whenever they wanted, and screw the training.
Training. You will have more help than you want on the big training events. It will be the individual training that will bite you. Crew-served gunnery was totally screwed up in 39th. They did not do what they were supposed to as far as assistant gunners and night qualification. They had to spend a great deal of time on the ranges rectifying this.
Snipers. Get as many soldiers as you can to sniper school!!!!! As bad as things have been here, they would be a lot worse had it not been for the snipers. 1CD screwed up and did not train enough of them. Just because a soldier can hit a deer at 600 yards, does not make him a sniper. Fight for the slots. My opinion, you need at least one per company.
Combat Lifesavers. I think the DA standard is 10%. In 1CD, it is one per patrol. If I were one of your battalion commanders, I would try to get 100% in CLS. As you know from your last war, the first couple of minutes are crucial. Also, we are using Israeli bandages rather than the Army-issued bandages. They work much better. Also, each medic needs a Special Forces tourniquet. We have had a couple of soldiers bleed out for lack of a good tourniquet.
Sir, this ends my litany for now. I will provide as detailed of information as you want. Or, I will shut up and leave you alone if you want. It’s just that I want to help out as much as I can. In my opinion, the 39th BCT is a great organization and it has great soldiers. The Bde leadership though, is a bunch of good ole boys. The Bde Cdr, DCO, and XO are three of the biggest morons I have ever seen.
Lee
I also received COL Oliver’s assessment of our IDT Training just past:
From: Oliver, James E. LTC [mailto:james.oliver@ms.ngb.army.mil]
Sent: Wednesday, May 19, 2004 1:49 PM
To: CPT Scott Caldwell A / 2-198; CPT Jacque Byrd, B/2-198; 1LT Dirk Waldrop, C/2-198; CPT East, HHC, 2-198
Cc: 'DavisG@gsci.state.ms.us'; MAJ Jason Marlar; Honeycutt, Michael A. CPT; McClendon, Robert J CPT; Dubose, Floyd J. MSG; CPT George W. Vinzant
(gvinzant@olemiss.edu)
Subject: Cdr's Assessment - May IDT
Commanders / Leaders / Staff, below is my assessment and observations of the IDT conducted at Cp McCain 14-16 May 04. I will discuss these observations with each commander and the command group separately during the June IDT. I am sending you this assessment so you will have an understanding of what I view as observed shortcomings that we should be focusing on in the future and in establishing your training plans for AT04 and beyond. The priorities for AT04 are (1) Personnel Readiness (2) Equipment Readiness and (3) Training Readiness in that order. However, this will serve to give you an idea of my observations on training and operation and how we will conduct business in the future.
1. A. PROBLEM - COMMUNICATIIONS: The ability and effectiveness of the
battalion to function was seriously degraded due to the inability to have all radios/nets operational from the moment the units arrived at the training site. I observed an M1A1 Tank Battalion reduced to the level of C2 on par with an infantry regiment circa 1917. The standard method of communications with key leaders during operations this IDT was by courier. Leaders would have to literally "drive over to the assembly area to tell
CPT X to get ready to start his lane" .
1. B. SOLUTION: I consider the inability to communicate with
everyone a war-stopper. If a vehicle has a radio and that vehicle cannot communicate then all available assets and resources should be directed to get that vehicle on the net. Every tank, hummer, M577. M113, etc. This is an essential task for the ADVON during IDT and will be a priority task for training in all units down to the vehicle level during each operation. I want each net opened formally IAW established SOP and doctrine and our C3I capability formally tracked by the TOC. Everyone must understand that this is a CCIR at all times whether we are conducting lanes training or any other operation. I want the following actions to be put in place now to get us on the road to a fix for this problem: (1) SINCGARS "how to" cards attached to the radio mounts or taped to the windshield of every vehicle and posted in the CPs so the operator has a checklist of how to load and operate a SINCGARS radio. (2) The TOC will formally open and close the Bn nets and track every station formally during every future operation. (3) An OE-254 will be erected at every CP (TOC, CTCP, FTCP and UMCP) every time we deploy to a field environment. If a HQs is established such as was done using S207 then an OE-254 will be set up there with a radio as well. (4) Net calls will be made per TACSOP and will be done in sequence and to standard. (5) RETRANS
teams will be established and trained during IDT and AT04.
2. A. PROBLEM - TIMELINE / TIME MANAGEMENT: The ability of sections,
platoons and companies to set and meet timelines was poor. Units failed to meet established SP times, LD times and failed to adhere to the training timeline. This caused soldier's times to be wasted and is indicative of poor discipline and leadership.
3. B. SOLUTION: We will set a timeline in each MOI for every lane. I
want each platoon or company lane to have a timeline and the leaders will ruthlessly enforce that timeline 100% of the time. Only me, the XO or the S3 will change a timeline or move a units SP or LD time for example. Co Commanders do not have an option to decide whether to move the SP time or not. Ever. The TOC (Battle CPT) will post and track all training and operational timelines. Commanders should consider the inability to adhere to a timeline or miss an SP or LD a capital offense. The Staff should consider the inability to manage and set timelines a capital offense as well. I want to be informed by the staff of any unit that is not expected to meet a timeline or miss a key event on a timeline such as an SP, LD, rehearsal, etc .
4. A. PROBLEM - PCC / PCI: I saw tanks run out of fuel on the lane and
a company commander miss a timeline (SP) because he had to fuel his tank while the rest of his unit was lined up and ready to execute SP. I consider it a criminal offense to run out of fuel. Can anyone imagine the implications of a tank or truck or hummer running out of fuel in the middle of Najaf or Karbala? What excuse would the commander write in his letter to the parents or wife of the soldiers that died because they were ambushed on the side of the road waiting for the fuel truck or recovery vehicle to find them at night? "Your son died because I did not have my leaders conduct a PCC or I didn't conduct a PCI or I didn't require the TCs to fuel their vehicles because they were tired" ?
4. B. SOLUTION: The S3 is developing a standard, approved PCI checklist
for every section/plt that is on the 2-198 battle roster. If a checklist already exists, then the S3 will review and approve that checklist. These checklists will then be added to each SOP and will be placed in the leader book of every NCO and officer in this battalion. PCC / PCI will be placed on training and operational timelines and the 2-198 Command Group will form into PCI teams and personally conduct PCIs in the future. A policy is forthcoming that mandates disciplinary action on any TC/Vehicle Commander if that vehicle runs out of fuel in the future. I want to review these recommended PCC / PCI Checklists during the June IDT as well as the policy letter on fuel.
5. A. PROBLEM - REPORTING / TRACKING: Tracking of LOGSTAT and Slant
was poor due to unfamiliarity of the format, communication problems, no XO in the company, no method to track in the CP, etc, etc.
5. B. SOLUTION: The Bn XO will confirm all CP tracking charts and
formats NLT June IDT. This will include cross check with 155 Bde Charts and distribute to all staff sections. XO will also review and 2-198 TACSOP for compliance with 155 and insure that the S1/S4 has access to the automated CSS programs available on the LEW and new developments using JDLM. POC for this is 155 S1/S4 or Mr. Steve McFeeters. The XO and CSM are the primary CSS trainers and will establish and monitor specific Staff/CP training for AT04. Input from the XO and CSM is due to 2-198 S3 Air prior to June IDT. Co Commanders should be the first line effort in recruiting a company XO from past contacts and associations or the list I sent yesterday. Additionally, commanders should begin training the 1SG to assume those duties until an XO is available .
6. A. PROBLEM - Soldier's Time Wasted: Due to problems discussed with
communications and timelines above, there were blocks of time where soldiers were waiting on leaders to develop a plan for training. Examples of this include the last minute search for OPFOR crews, Timelines developed by the Mortar platoon leader at the training location, misuse of PCC / PCI times, poor management of the time in the CPs. Our soldiers gave a full measure of effort this weekend as shown by individual and collective effort on the lanes and in other training. We owe them the best possible use of available time to insure they are adequately prepared for the tasks ahead. More detailed review and planning is required in MOIs and IPRs.
6. B. SOLUTION: The S3/AO will establish as SOP a schedule of Bi-monthly
full time coordination meetings to review the IDT coordination plan, AT04 plan, Mobilization Prep and any other key events planned in a 90 day period. The 155 Staff Event List will be used as a model format to establish a FT Staff Planning Calendar for 2-198 and to schedule all bi-monthly meetings. This meeting every 2 weeks will be posted and all key leaders notified so attendance can be planned for traditional leaders and staff as their schedule will allow.
7. Summary : I understand the shortcomings experienced by the unit in
such areas as shortage of key leaders (Co XOs), inexperience, bad weather, lack of training time, etc. These are all obstacles to overcome that cannot deter us from correcting these problems. My comments above, as all my assessments will be, are not directed at any single individual or unit but simply serve as a direction to get us where we must be. I will measure the readiness and capabilities of the sections, platoons and companies of this battalion based on "little things". Remember, the devil is in the details. Can a unit move and occupy terrain at the right time and place, can sergeants execute a PCC / PCI to standard, are all 5988Es complete to standard, can we communicate with everyone, Do leaders have a map and overlay, is headspace and timing set on every .50 Cal., does the M88 crew have the right frequency set and can the TC read a map, are spare NVG batteries available, ? As I said Sunday, I must know your commitment to the challenge. I received everyone's acknowledgement to that commitment. We do not have the time to delay. I believe our mobilization will occur before August, probably in July. Based on info received this week it looks like 2 tank battalions will be included on the 155 MTOE. One of these battalions will be composed of one mech company, one tank company and one motorized (HMMWV)company. The other battalion will be composed of 3 pure, HMMWV based motorized companies. No decision has been made on which battalion is organized with mech/tank/HMMWV companies or will organize as a pure motorized, HMMWV based battalion. Regardless, our tasks remain unchanged. Communicate with your units daily and get personally involved and informed in the details of your section, platoons and companies in the areas of (1) Personnel Readiness, (2) Logistics/Equipment Readiness and (3) Training
Readiness. Pass this assessment on to your key leaders.
LTC Oliver
Wednesday, May 19, 2004
More Iraq Research today. I'm gonna be an EXPERT!!
I downloaded many more TTPs and Manuals for my deployment today. Here is a newspaper article from today:
Guard receives deployment alert
By Russell Hood
Winston County Journal - May 19, 2004
A Mississippi National Guard brigade that includes a unit based in Louisville has been alerted for possible deployment.
The Guard announced last Monday that the adjutant general's office had received an alert notification for the nearly 4,000 soldiers of the 155th Separate Armored Brigade, headquartered in Tupelo.
The notification alerts the command of the brigade and its units to begin sensible planning and preparation for possible mobilization in support of Operation Iraqi Freedom, according to a statement from the adjutant general's office.
The 155th SAB comprises units in 49 locations throughout the state. They include the A/98 CAV of Louisville and the 2nd Battalion, 114th Field Artillery headquartered in Starkville, which has an authorized strength of 607 soldiers. The unit includes Bravo Battery in Ackerman and Detachment 1 in Eupora as well.
"These are highly trained soldiers, and I know they will do an excellent job supporting our national defense if called," said Gov. Haley Barbour, commander in chief of the Mississippi National Guard. "Marsha and I wish them well, and we certainly stand by all of them and their families."
Maj. Gen. Harold A. Cross, the Guard's adjutant general, said, "Although the brigade has received an alert, the decision to mobilize or deploy these units has not occurred. Our troops are trained and ready to provide any military support overseas if needed."
Possible mobilization is expected to occur in the upcoming months, according to the National Guard.
Maj. Danny Blanton of the Guard's public affairs office in Jackson told The Associated Press this week, "They're going to make sure all their records are ready to go. Likewise, they're going to make sure that their equipment meets mobilization standards, make sure the personnel strength meets mobilization standards."
Blanton told The AP he had no specifics about when the anticipated order will be issued or where troops will be headed. "It could be as few as 30 days or as long as three months," he said. "That's up to the Army."
Blanton also said it's possible the troops would not be mobilized, according to the report.
"We have had units that have been alerted and de-alerted," he said. "It just depends on the needs of the combatant commander in the theater."
Guard receives deployment alert
By Russell Hood
Winston County Journal - May 19, 2004
A Mississippi National Guard brigade that includes a unit based in Louisville has been alerted for possible deployment.
The Guard announced last Monday that the adjutant general's office had received an alert notification for the nearly 4,000 soldiers of the 155th Separate Armored Brigade, headquartered in Tupelo.
The notification alerts the command of the brigade and its units to begin sensible planning and preparation for possible mobilization in support of Operation Iraqi Freedom, according to a statement from the adjutant general's office.
The 155th SAB comprises units in 49 locations throughout the state. They include the A/98 CAV of Louisville and the 2nd Battalion, 114th Field Artillery headquartered in Starkville, which has an authorized strength of 607 soldiers. The unit includes Bravo Battery in Ackerman and Detachment 1 in Eupora as well.
"These are highly trained soldiers, and I know they will do an excellent job supporting our national defense if called," said Gov. Haley Barbour, commander in chief of the Mississippi National Guard. "Marsha and I wish them well, and we certainly stand by all of them and their families."
Maj. Gen. Harold A. Cross, the Guard's adjutant general, said, "Although the brigade has received an alert, the decision to mobilize or deploy these units has not occurred. Our troops are trained and ready to provide any military support overseas if needed."
Possible mobilization is expected to occur in the upcoming months, according to the National Guard.
Maj. Danny Blanton of the Guard's public affairs office in Jackson told The Associated Press this week, "They're going to make sure all their records are ready to go. Likewise, they're going to make sure that their equipment meets mobilization standards, make sure the personnel strength meets mobilization standards."
Blanton told The AP he had no specifics about when the anticipated order will be issued or where troops will be headed. "It could be as few as 30 days or as long as three months," he said. "That's up to the Army."
Blanton also said it's possible the troops would not be mobilized, according to the report.
"We have had units that have been alerted and de-alerted," he said. "It just depends on the needs of the combatant commander in the theater."
Tuesday, May 18, 2004
Sent a bunch of emails to FedEx folks regarding my deployment
Sent the following emails:
From: Harold Taylor [mailto:hwtaylor@fedex.com]
Sent: Tuesday, May 18, 2004 4:12 PM
To: 'Michael Clark'
Subject: RE: FW: Military Alert
Thank you sir. The written orders have not been received at the Battalion level. Those will probably come during the period between June 8, and September 15. The instant I receive anything, I forward it on to Madelyn and you. I also understand that I'll have to file a request to return from military leave less than 90 days after my return. Of course I'll probably send that much sooner. If there are any possible hurdles or issues, please let me know, as I wish for nothing to hinder my return. Thanks for your kind regards.
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
-----Original Message-----
From: Michael Clark [mailto:maclark2@fedex.com]
Sent: Tuesday, May 18, 2004 4:00 PM
To: Harold Taylor
Cc: 'Robert Bryden'
Subject: Re: FW: Military Alert
Thanks for the update Harold. Be sure to keep in contact with Madelyn
regarding your orders and provide copies of any formal military
documents you have received/will receive. Is the Alert to Deployment
the written documentation? I know there is not much you know as of yet
but again please provide copies of any military documentation to
Madelyn. I imagine you would receive that information as soon as they
can provide to you correct?
I don't know much about how that all works. If you should be deployed,
with you and all the others already there and possibly being deployed
God Bless and be safe. Michael
Harold Taylor wrote:
FYI.
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
From: Harold Taylor [mailto:hwtaylor@fedex.com]
Sent: Tuesday, May 18, 2004 4:12 PM
To: 'Michael Clark'
Subject: RE: FW: Military Alert
Thank you sir. The written orders have not been received at the Battalion level. Those will probably come during the period between June 8, and September 15. The instant I receive anything, I forward it on to Madelyn and you. I also understand that I'll have to file a request to return from military leave less than 90 days after my return. Of course I'll probably send that much sooner. If there are any possible hurdles or issues, please let me know, as I wish for nothing to hinder my return. Thanks for your kind regards.
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
-----Original Message-----
From: Michael Clark [mailto:maclark2@fedex.com]
Sent: Tuesday, May 18, 2004 4:00 PM
To: Harold Taylor
Cc: 'Robert Bryden'
Subject: Re: FW: Military Alert
Thanks for the update Harold. Be sure to keep in contact with Madelyn
regarding your orders and provide copies of any formal military
documents you have received/will receive. Is the Alert to Deployment
the written documentation? I know there is not much you know as of yet
but again please provide copies of any military documentation to
Madelyn. I imagine you would receive that information as soon as they
can provide to you correct?
I don't know much about how that all works. If you should be deployed,
with you and all the others already there and possibly being deployed
God Bless and be safe. Michael
Harold Taylor wrote:
FYI.
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
I downloaded and printed out FedEx's Military Leave policy today
Gathered a lot of Newspaper articles about Iraq today. Also downloaded FedEx’s Military Leave policy.
Man, we are going to struggle financially while I'm deployed. and the minimum deployment time will be around 18-24 months. I don't know how we can financially manage this.
Here is part of the FedEx policy regarding military deployment:
Job Placement Upon Return to Work
Employees entitled to return to work that are in the service:
90 days or less
Must be placed in the job that they would have held if their continuous employment had not been interrupted.
90 days to 24 months
Must be placed in the job that they would have held if their continuous employment had not been interrupted, or in a position of like seniority, status, and pay.
FedEx Services makes reasonable efforts to qualify “unqualified” returning employees for their new position. However, if reasonable efforts fail, the employee must be placed in a position of like seniority, status, and pay.
Compensation and Benefits
Employees who are reemployed are entitled to the same rights and benefits determined by the Company continuous service that they had on the date they left for duty, as well as any additional rights and benefits that they would have attained if they had remained continuously employed. Compensation eligibility is based on the same criteria as for Salary Increases.
Employees on military leave may elect to continue their health care coverage but not for longer than 24 months or the day after the date on which the employee is terminated, or fails to report or reapply for employment. Terminated employees may elect to continue their health care coverage in accordance with COBRA provisions.
I must:
Over 180 days, but less than 24 months - Must submit a request to return from leave to their manager no later than 90 days after the completion of their duty.
Man, we are going to struggle financially while I'm deployed. and the minimum deployment time will be around 18-24 months. I don't know how we can financially manage this.
Here is part of the FedEx policy regarding military deployment:
Job Placement Upon Return to Work
Employees entitled to return to work that are in the service:
90 days or less
Must be placed in the job that they would have held if their continuous employment had not been interrupted.
90 days to 24 months
Must be placed in the job that they would have held if their continuous employment had not been interrupted, or in a position of like seniority, status, and pay.
FedEx Services makes reasonable efforts to qualify “unqualified” returning employees for their new position. However, if reasonable efforts fail, the employee must be placed in a position of like seniority, status, and pay.
Compensation and Benefits
Employees who are reemployed are entitled to the same rights and benefits determined by the Company continuous service that they had on the date they left for duty, as well as any additional rights and benefits that they would have attained if they had remained continuously employed. Compensation eligibility is based on the same criteria as for Salary Increases.
Employees on military leave may elect to continue their health care coverage but not for longer than 24 months or the day after the date on which the employee is terminated, or fails to report or reapply for employment. Terminated employees may elect to continue their health care coverage in accordance with COBRA provisions.
I must:
Over 180 days, but less than 24 months - Must submit a request to return from leave to their manager no later than 90 days after the completion of their duty.
Monday, May 17, 2004
Formal Announcement of my Mobilization to FedEx
Wrote the following email:
-----Original Message-----
From: Harold Taylor [mailto:hwtaylor@fedex.com]
Sent: Monday, May 17, 2004 5:54 PM
To: 'Madelyn Strong-Branch'
Cc: 'Harold Taylor'
Subject: Military Alert
Madelyn,
I just wanted to follow up from our conversation regarding the Alert to Deployment that I received on May 8. This alert is for the 155 SAB, with headquarters in Tupelo, MS, which is my unit. Our actual deployment dates, duties and destination are not currently known, but it is nearly certain that I will be deployed to combat duty, with the highest probability to Iraq.
The most probable date that I would enter Active Military Duty is sometime between June 8, 2004 and September 15, 2004 and the term of activation is typically 18 months. However, none of these dates are firm at this time, and I will notify you immediately when I receive more precise information.
I want you to know that I will endeavor relentlessly to tie up all incomplete development and staffing projects, complete my documentation of systems, and plan for future developments prior to my departure. I will look forward to returning to my position upon my completion of military duty, and will maintain my focus up to the time of my departure. I feel that I will bring back to the team more experience and knowledge when I return, and will continue to be a valuable member of your team.
The alert has now been announced by all the news media, and is public knowledge. Oftentimes rumors will float regarding these activations, and I will keep you up to date as to the officially known information.
Thanks,
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
-----Original Message-----
From: Harold Taylor [mailto:hwtaylor@fedex.com]
Sent: Monday, May 17, 2004 5:54 PM
To: 'Madelyn Strong-Branch'
Cc: 'Harold Taylor'
Subject: Military Alert
Madelyn,
I just wanted to follow up from our conversation regarding the Alert to Deployment that I received on May 8. This alert is for the 155 SAB, with headquarters in Tupelo, MS, which is my unit. Our actual deployment dates, duties and destination are not currently known, but it is nearly certain that I will be deployed to combat duty, with the highest probability to Iraq.
The most probable date that I would enter Active Military Duty is sometime between June 8, 2004 and September 15, 2004 and the term of activation is typically 18 months. However, none of these dates are firm at this time, and I will notify you immediately when I receive more precise information.
I want you to know that I will endeavor relentlessly to tie up all incomplete development and staffing projects, complete my documentation of systems, and plan for future developments prior to my departure. I will look forward to returning to my position upon my completion of military duty, and will maintain my focus up to the time of my departure. I feel that I will bring back to the team more experience and knowledge when I return, and will continue to be a valuable member of your team.
The alert has now been announced by all the news media, and is public knowledge. Oftentimes rumors will float regarding these activations, and I will keep you up to date as to the officially known information.
Thanks,
ht
Harold W. Taylor
Manager, SDR&A
FedEx Services
901-397-7332/MEM/TN/38194-1095
hwtaylor@fedex.com
Did research for deployment
Got up early and wrote a bunch of TTP's (Tactics, Techniques and Procedures) and Manuals today for my Platoon to use.
Sunday, May 16, 2004
Created a list of my Det 1 1/198 CAV Expected MOB Losses
Created a list of my Det 1 1/198 CAV Expected MOB Losses. Had to provide this list of 12 Soldiers I felt might not be able to mobilize with us to Battalion Headquarters in Senatobia, MS.
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