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As these deployments have progressed, we at the CSG have learned a few lessons that may be helpful to others. However, the additional duty of UMO most often is assigned to the lieutenant with the most time left to serve in xrmy company; that usually means the one with the least amount of experience.
A better alternative would be to select a smart staff sergeant or sergeant first class to be the UMO. That noncommissioned officer NCO will have the knowledge and experience to understand the deployment process and will be in the company for 2 or 3 years, which means that the commander will not be fighting constantly to keep a trained person in the UMO position.
ARMY TB 55-46-1 PDF
Whoever is chosen to be the UMO must be detail-oriented and willing to dedicate the time needed to do the job right. It is possible for the UMO to also serve as the 5-546-1 operator, but we do not recommend this because the UMO will be busy enough coordinating transportation, performing crisis management, and executing many other tasks.
Most of our operators had been to TC—AIMS training, but their skills were perishable because they lacked post-training experience. Building Organizational Equipment Lists The deployment planning process begins long before a unit receives a warning order.
One of the first steps is building an organizational equipment list OEL. Unfortunately, OELs often are poorly built. Here are some key things to look at when a unit is building an OEL. For equipment 55-4-61, each item should be measured physically with mirrors folded in on vehicles.
All assigned personnel should be loaded into the OEL with correct information. In building an OEL, the 16th CSG had trouble in assigning items to the correct categories equipment, supplies, or sustainmentgetting the passenger count correct, inputting level 6 data correctly, building shipment unit numbers SUNsand burning RFID tags.
If there are confirmed due-in personnel, include them also.
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If the unit is in U. One final note concerning OELs: They must be updated and reviewed quarterly. 55-46–1 can save themselves a great deal of time during deployment if they make sure their data are correct. If they fail to do so at the quarterly update, they will do it as they prepare to deploy. This eliminated quite a few problems.
This is the list of what the unit is taking with it to war. The answer will determine the number of unit line numbers ULNs the unit will need.
Army TB 55=46-1/Navy NAVFAC P-1055: Technical Bulletin, Standard…
If so, how big will that party be? Central Command regulations require that 1 Soldier be sent for every 10 vehicles. What are the escort and security requirements for shipping those items?
Will they need additional containers? Will the unit be falling in on stay-behind equipment in the theater? One passenger deploying three times—in ramy advance echelon, the main body, and the trail party—equals three ULNs. These items require data input 9 days before the ISA. 55-466-1 will be needed again when the unit redeploys.
Quality assurance and quality control also are important during the ISA process. The UMO needs to check each item. Another critical factor is coordination with the installation or the base support battalion that is running the ISA.
The unit should coordinate early and often. During initial in-progress reviews IPRsthe unit needs to provide an estimate of the numbers and types of equipment to be processed including all containersthe dates on which it will need an ISA, point-of-contact information for key unit personnel, and any unique support requirements.
The unit should leave the IPRs with a clear understanding of the ISA process, 5546-1 type of inspection stations used and the standards for each, frustrated cargo procedures, and available maintenance support capabilities if provided during the ISA. From there, the unit can plan for maintenance support if it is not provided during the ISA and plan on how they will fix frustrated cargo and 55-4-61 problems.
The 16th CSG had a maintenance support team on site to fix direct support-level faults and designated a single point of contact whose sole mission was to track, coordinate for correction, and release frustrated cargo.
Data and Systems Management Equipment Characteristics Data
Even if a unit expends a great deal of effort before the ISA, it is bound to be faced with equipment and documentation issues. So it needs to have a plan to fix problems on site. Having the right people and equipment on site is critical. The most current UDL should be kept on a disk or memory stick. For most units, onward movement will be accomplished by train or truck to the sea port of embarkation.
It is critical that a UMO get with his movement control team or installation transportation office as soon as he receives the prepare-to-deploy order to discuss the deployment. Some things will probably change, but it helps to have a foundation from which to start. Movement control team and installation transportation office personnel are the subject-matter experts in onward movement and will be a great help. A couple of points about port operations, found in FM 4— This will help ensure that small problems, such as damaged RFID tags and lost documentation, can be fixed quickly and easily.
Second, units at and above the battalion level should send at least one liaison officer to the port, especially when multiple units are deploying at the same time. Since ports typically work 24 hours a day, it is better to have two liaison officers to share the workload.
The presence ar,y a unit liaison officer makes it easier for port agencies to know who to talk to when many units are moving through the port. Second, the liaison officer is the conduit for information going to higher headquarters.
Having the liaison officer act as a shield armyy the UMO admy his team to execute their mission without distractions. Selection of a liaison officer must be given careful thought so that the duty is assigned to someone with a basic understanding of what the operation is about, what information needs to be passed to whom, and how that information can be obtained.
Deployment to a theater of operations is a very complex process that can qrmy the patience and test the expertise of even 554-6-1 best prepared unit. Using trained and skilled unit movement officers and TC—AIMS operators can improve the bt and make an inherently challenging process less tv. Sergeant First Class Chester W. He served 22 years bt the Army.
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