CPT Timothy E. Matthews

     During Operation Enduring Freedom in 2002, the 264th Corps Support Battalion (CSB) (Airborne), 1st Corps Support Command, Fort Bragg, NC, was preparing for deployment to Bagram Air Base, Afghanistan. I will discuss our preparation from my viewpoint as the battalion adjutant/battle captain. This article will provide 10 helpful tips that the leaders of the 264th CSB successfully employed in the predeployment phase and deployment phase. While not all-inclusive, the 10 tips will offer tools necessary for a unit’s readiness posture.

Tip 1: Conduct a Unit Soldier Readiness Program.
     Ensure that 100 percent of the assigned personnel in the unit or battalion conduct the unit Soldier Readiness Program (SRP) because constraints will prevent some critical personnel from deploying. For an adjutant, all documents and records will be coordinated through local agencies on the installation such as the personnel servicing battalion (PSB), finance, legal, medical and dental facilities for the SRP. Unit success with the SRP will be challenging because of identifying replacements for critical military occupational specialties (MOSs) on the installation and even within the Army, which will be the foundation of the unit’s accomplishment of future operations. Conducting a 100 percent SRP will not only increase unit readiness, but also identify the unit’s training goals for Soldiers who are not deploying.

Tip 2: Identify Critical MOSs and Key Personnel.
     Identifying critical MOSs will be crucial to the organization’s readiness. Examples of critical MOSs are 92Y (Unit Supply Specialist), 92A (Automated Logistical Specialist) and 92F (Petroleum Supply Specialist). However, conduct a thorough mission analysis to establish a viable Troop to Task list of personnel deploying and not deploying. Many of the identified personnel either will be on levy or required to attend mandatory schools such as the Basic Noncommissioned Officer Course (BNCOC), Advanced Noncommissioned Officer Course (ANCOC) or Officer Candidate School (OCS).

     However, when a unit is put on deployable status, the Army policies of STOP LOSS/STOP MOVE take effect. STOP LOSS is a short-term policy that stabilizes Soldiers in their current assignments by preventing them from leaving the Army at the end of their service, and STOP MOVE is a policy that stabilizes Soldiers in their current assignments by preventing their move to another unit. Soldiers who are scheduled for a permanent change of station (PCS) remain to deploy with their unit under STOP LOSS/STOP MOVE. There should be no negotiations unless there are extenuating circumstances. Ensure that all operational deletions submitted to the battalion S1 (Adjutant) go through the proper channels to the first general officer in the chain of command.

Tip 3: Select the Rear Detachment Commander/First Sergeant.
     This will be most difficult because the Soldiers selected must be competent leaders responsible for making sound decisions while the unit or battalion deploys. The leaders left behind should be stellar performers because they determine the success or failure of the rear detachment. Leadership in the 264th CSB’s rear detachment was successful in guiding and directing Soldiers on a daily basis as the necessary mission in the rear continued. The rear detachment continues administrative actions and represents the unit in the Family Readiness Group. These rear detachment leaders are the ears, eyes and voices for families to know and understand what’s going on with deployed Soldiers at all times.

Tip 4: Don’t Underestimate Inventories.
     Unfortunately, time may not be on the unit’s side with inventories. The order to deploy to an unknown location may come within two weeks, for example. The 264th had a couple of months to prepare and deploy so leaders conducted a vigorous military decision making process (MDMP). The battalion staff ensured that all subordinate units conducted proper predeployment inventories and identified the rear detachment commander early in the process. Identifying the rear detachment commander early in the predeployment phase gives the commander or first sergeant ample time to conduct inventories of all equipment to standard.

     Leaders must separate all deploying equipment from daily operations as soon as possible so that all major items not on hand can be requested through the proper channels, such as the S4 (Logistics Officer ) or property book officer. Conduct this inventory just like a change of command inventory to be successful. Ensure that the rear detachment personnel conduct monthly cyclic and sensitive item inventories when the unit or battalion deploys forward to the battle. Time will be short - so don’t delay or inventories may impact mission requirements.

Tip 5: Take the Lead on the Family Readiness Group.
     The rear detachment commander or the first sergeant in charge should take the lead on the Family Readiness Group. Families need a leader who will establish and maintain a family support bond worthy of trust and respect. Many things will and can go wrong for the unit and the leadership without such a support group. The 264th had a keen sense of responsibility about informing family members of deployed Soldiers at all times. The 264th held meetings and disbursed unit newsletters to the family members on a monthly basis.

     From my experience, a Family Readiness Group can become a combat multiplier for unit success. Going through the installation agencies such as Army Community Services (ACS) is another plus for the Family Readiness Group. The 264th held a town hall meeting with all family members before deployment. They received briefings on the threat level, the country of Afghanistan, chaplain support channels and, most importantly, their financial entitlements.

Tip 6: Conduct Daily In-Progress Reviews.
     As a staff, daily in-progress reviews (IPRs) will be critical for the staff, commanders and other key leadership before deployment. As an adjutant, I conducted daily IPRs and coordination meetings with the other staff members and outside agencies before the battalion leadership meetings. Company commanders should come to this meeting with all internal and external issues for the staff to resolve. The 264th resolved significant issues before deploying. The 264th conducted two mandatory meetings: one in the morning and one that afternoon. Also, establishing critical timelines for movement will be significant for the staff functions. The priorities of efforts for the units to execute will come from this timeline. I recommend sending an issue that cannot be resolved at the unit level up the chain of command as a request for information (RFI). Do not hesitate to resolve issues before deployment.

Tip 7: Establish Equipment Priorities.
     Control and monitor usage of deploying equipment to avoid readiness issues with equipment, a 5,000-gallon fuel tanker for example, because Soldiers continue using the equipment before deployment. The staff will requisition all major items not on hand to maintain unit readiness. Maintaining the Transportation Coordinator Automated Command and Control Information System (TC ACCIS) is the key to a successful deployment. Proper maintenance of the data base will make the deployment relatively easier and will prevent a crisis in the future.

     Ultimately, unit movement officers should routinely maintain and update their units’ Automated Unit Equipment Lists (AUELs) to prevent "frustrated cargo" when time for deployment. Load all critical equipment first on the aircraft, ship, truck or train for deployment operations. The 264th used the TC ACCIS, and this planning system paid big dividends for the predeployment and redeployment phases of the operation. Ensure the organization’s AUEL and deployment equipment listing are updated on a quarterly or monthly basis as required by the installation transportation office.

Tip 8: Deploy All Equipment.
     I want to emphasize the importance of deploying all your required equipment. Take everything you need or think you need because whatever you left behind will not be at your disposal for use once the unit deploys. Conduct thorough precombat checks/precombat inspections (PCC/PCI) with all subordinate leaders such as platoon leaders and platoon sergeants. The 264th conducted deliberate checks and balances to ensure accuracy of PCC/PCI.

     As leaders, checking behind subordinate leaders after they have completed the task may seem like micro-management, but in reality it’s taking care of business. You will find that what you wanted done may be done differently - so double check. Also, set aside all containers and equipment necessary for the mission because you may be told that budget constraints make procurement of certain items or equipment difficult in the future.

Tip 9: Maintain Administrative Actions.
     This will be another critical consideration for unit leadership. Upon deployment notification, unit leaders should complete all administrative changes in the organization. Ensure all personnel - deploying or not deploying - have close-out NCO Evaluation Reports and Officer Evaluation Reports before the chain of command deploys. This will prevent frustration when a unit has deployed forward and does not have signatures on these important documents. As an adjutant, I believe the 264th performed this task exceptionally well. I made a personnel tracking chart for the leaders to review, and we reviewed that chart on a daily basis during our battalion IPR meeting.

     As an adjutant, start and stop all deployed personnel entitlements as required. Commanders will need to review their unit commander’s financial report (UCFR) on a monthly basis, even when deployed or not deployed. Also, ensure the unit deploys with the Soldiers’ original promotion packets because the battalion’s command sergeant major will still conduct promotion boards when possible. Lastly, write performance awards early in the deployment to prevent delay when it’s time to redeploy back to home station.

Tip 10: Conduct After Action Reviews by Phases.
     The Army conducts after action reviews (AARs) well. Conduct AARs at each stage or phase of the operations. The 264th conducted AARs during the following phases: predeployment, movement to area of operations, deployment, redeployment and reconstitution. From my point of view, I believe our battalion performed exceptionally well during our nine-month deployment. Our leaders’ willingness to adapt to current operations and to care for the welfare of families and mission every day ensured success.

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