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Military

CHAPTER 8

Combat Service Support

Combat service support consists of the logistical and administrative effort to maintain the battalion's ability to fight. The commander forecasts his needs for CSS. He employs CSS units to ensure accomplishment of the mission.

8-1. Ranger support element.

a. The ranger support element is a non-TOE organization formed from elements of CSS units collocated with CONUS-based ranger units augmented by selected personnel from the host installation. The mission of the RSE is to provide all the CSS needed to outload and deploy a ranger unit from CONUS. The personnel designated as part of the RSE have the same alert notification, reaction, and security requirements as members of the ranger unit they support. The RSE is normally built around a command and control group provided by a major CSS unit on the ranger unit's host installation. The remaining CSS elements and teams are then designated. An RSE consists of--

(1) An emergency operations center liaison group that provides timely coordination between the ranger unit and the functional elements of the RSE.

(2) A command and control group that coordinates and directs the actions of the functional elements.

(3) A supply section responsible for the timely issue of all Class II, III, IV, and VII items. This section maintains a stockage of contingency items marked for use by the resident ranger unit. It also issues items out of common stocks.

(4) A transportation section moves equipment and personnel from the unit area to the departure airfield and picks up equipment from local storage sites. It may also operate material-handling equipment and trailers to support loading of aircraft.

(5) An ammunition section responsible for the requisition, storage, issue, loading, and security of the ranger unit's basic load(s) of conventional munitions.

(6) A mess section provides all Class I support to the ranger unit. This includes operating a dining facility, providing food to remote sites, and drawing and issuing operational rations.

(7) A load team loads and unloads all equipment and supplies for the ranger unit. This team prepares pallets for loading, documents hazardous or dangerous cargo, and loads equipment pallets on USAF aircraft. It can also provide limited security for loads.

(8) A communications and electronics section provides secure communications among the RSE subelements, ranger unit, EOC, and DACG.

(9) An engineer platoon that is responsible for the construction of targets and rehearsal areas. This element of the RSE may or may not be activated, depending on the mission given the ranger unit. If the ranger unit deploys from CONUS to the objective area, this platoon has a key role to play in the premission preparation.

(10) A maintenance team whose primary mission is to ensure that the vehicles used by the RSE remain operational. It also provides predeployment maintenance and Class IX support for ranger unit vehicles and equipment.

(11) A medical team that provides unit-level medical care while the organic ranger medical section completes its outloading preparations. This team also provides any Class VIII supplies that the ranger unit may need.

(12) A security team responsible for security at the EOC, ranger unit location, and departure airfield. This team enforces stringent physical security precautions and maintains a constant counterintelligence (CI) surveillance of the outloading procedure. The security team provides armed guards for the protection of ammunition convoys, equipment movement, and vehicles.

(13) A rigger detachment that maintains, packs, rotates, and issues the personnel and equipment parachutes required by the ranger unit. It maintains enough stock of personnel parachutes to conduct a battalion-level parachute assault. The riggers lend technical skill to the rigging and aerial delivery of bulky, unusual, or delicate equipment.

b. The primary mission of the RSE is to provide the support necessary to quickly load and deploy the ranger units. The theater commander provides CSS to the ranger force once it has arrived at the OCONUS REMAB or ISB. The transition of support from the RSE to the CSS assets of the theater commander may be delayed for certain subelements in order to ensure a smooth deployment and enhance mission accomplishment. These subelements are released when the in-theater CSS assets can provide the support. Retained subelements of the RSE may be released from support requirements all at once, released in increments, directed to continue to provide support until mission completion, or augmented by in-theater CSS assets. The maintenance, medical, security, and rigger elements are those most likely to continue providing support OCONUS. This is likely if deployment is to an austere ISB pending immediate employment.

c. Once a ranger unit has been deployed OCONUS and has closed to a REMAB or ISB, the theater commander's staff coordinates CSS. If 1st SOCOM elements have deployed to the theater or operational area, the special operations support battalion (SOSB) of the 1st SOCOM coordinates CSS. Ranger logisticians at regiment and battalion level are mainly planners with limited logistics operations ability. Ranger logistical and personnel officers coordinate with CSS elements who provide such services.

d. The Theater Army Materiel Management Center (TAMMC) is the point of contact for information concerning in-theater logistical assets. In a developed theater of operations, a series of theater Army support groups will have been set up. One of these groups is assigned the mission of supporting the ranger force. The 1st SOCOM may also deploy certain assets available to provide CSS to the ranger force. The many CSS sources, the rapidly changing nature of SOF operations, and the unique CSS requirements of ranger units combine to make providing logistical and personnel support a challenge. The ranger unit's logistics officer must be included in the early phases of planning and deployment.

8-2. Logistics and personnel.

a. The echelons-above-corps CSS structure provides support to the ranger regiment as directed by the theater Army (TA) commander. In a low-intensity contingency involving a corps or less, there may be no echelons-above-corps logistics and personnel support elements. The corps support command (COSCOM) involved may be able to meet all needs from its own sources. However, in a combined operation in a high-intensity environment, the theater commander assembles a large CSS organization to provide support to the TA. This CSS base normally provides for all the ranger unit's requirements. During contingency operations in an area where there is no TA, the JTF commander provides the CSS elements. Until the buildup of these elements is complete, the ranger regiment must be prepared to operate from austere facilities with only the supplies it brings from CONUS.

b. The ranger regiment is normally assigned to the theater command for CSS. The TA commander, as directed by the theater commander, provides CSS to the ranger regiment and sets up support priorities. The EAC CSS organizations are under the command of the TA commander and consist of subordinate area and functional commands. The TA plans, coordinates, and executes its CSS functions through area-oriented support commands and specialized subordinate organizations. During the early stages of conflict, the TA may be organized as shown in Figure 8-1.

Figure 8-1. Ranger force relationship to theater Army.

c. The Theater Army Area Command (TAACOM) is the key CSS operator in the communications zone. It functions as a major subordinate command under the theater Army. The primary mission of the TAACOM is to provide direct support CSS to units such as the ranger regiment located in or passing through its assigned area. While located in an OCONUS REMAB, the ranger regiment receives most of its logistical support from the TAACOM.

d. The TAACOM area support group (ASG), which is subordinate to the TAACOM, is structured with operating units to provide direct support CSS to units located in or passing through its assigned geographical area of responsibility (see Figure 8-2). Area support groups are usually located along the lines of communication. The ASG is the prime source of CSS for the ranger regiment. It contains the units that actually provide services requested by the ranger unit logistics officer.

Figure 8-2. Ranger force relationship to theater Army area support group.

e. The ranger regiment is not normally assigned to a corps for employment. However, it may be placed under a corps' operational command for a specific mission. The ranger unit logistics and personnel officers must coordinate with the COSCOM that would then be providing CSS. (See Figure 8-3.) Corps support groups are major subordinate elements of the COSCOM. They provide command and control of COSCOM companies and battalions, which provide direct support (DS) and general support (GS) supply and field services to nondivisional units, such as the ranger battalion. (See Figure 8-4.)

Figure 8-3. Ranger force relationship to corps support command.

Figure 8-4. Ranger force relationship to corps support group.

f. Normally, the ranger regiment receives its logistical support from the corps support group responsible for the geographical area in which the REMAB or ISB is located. The corps support group provides all supplies except Classes V and VIII. The medical brigade provides Class VIII supply and medical maintenance support. The ammunition group provides Class V support. Financial and personnel services are provided by the corps finance group and the personnel and administration battalion, respectively.

g. Transportation needs are met by the transportation brigade. The ranger unit places ground transportation requests with either the Movement Control Center (MCC) or a designated movement control team. All airlift supply requirements are passed IAW FM 100-27. Standard and nonstandard supplies are normally requested from the supporting direct support unit (DSU). If authorized by the corps commander, the ranger regiment can place requirements for nonstandard items on the appropriate division within the corps MMC.

h. The COSCOM MMC (see Figure 8-5) performs supply and maintenance management for all classes of supply. The ranger unit logistics officer may coordinate with the MMC division chiefs or operations section.

Figure 8-5. Ranger force relationship to COSCOM MMC.

i. Critical logistics operations, such as those supporting ranger and other SOF elements, need intensive management. They may be assigned to special staff sections that act as special operations force logistics managers. If designated, a logistics manager for special operations force elements would be a major point of contact for logistical support for the ranger regiment.

j. The ranger regiment may also receive logistical support from the SOSB. Normally, the SOSB provides administrative and logistical support to the Headquarters, Army Special Operations Forces (ARSOF). It complements the support provided by the Army component in the theater of operations by coordinating, augmenting, or assisting CSS forces. The SOSB provides unique quick-reaction support to the ARSOF or deploying SOF elements.

k. The ranger regiment does not make inordinate demands on the logistical system. However, a ranger unit may need certain nonstandard or low-density equipment. The concurrent need for nonstandard Class IX items requires management by logisticians to ensure support.

(1) Ranger battalion mess sections are responsible for Class I operations at the REMAB. The ranger regimental headquarters, which has no mess section, either collocates with one of the battalions or is supported by a mess facility operated by a nearby unit. It may share this facility on an area basis. The ranger unit personnel officer coordinates with the supporting DSU, which initiates the issue of Class I supplies.

(2) Class II, IV, and IX support to the ranger force is normally not of a great volume. It may consist of some nonstandard items. Depending on the need, the item, and the security, the SOSB may get some nonstandard items directly.

(3) Class III support needed by the ranger regiment is small and limited to standard items. The normal source of supply for Class III is the supply and service company providing area support.

(4) Class V support needed by the ranger regiment is small. It may include requests for nonstandard items of ammunition and explosives. The ranger logistics officer passes requests for standard items to the ordnance company (conventional ammunition) of the ammunition battalion assigned to the TAACOM ammunition group. Requests for nonstocked items are passed through the TAACOM Materiel Management Center or 1st SOCOM channels. The ranger unit must contact the ammunition company early to ensure a continuous supply of ammunition.

(5) Class VII supplies needed for the ranger regiment are often nonstandard or in excess of TOE. (See Appendix C for an equipment density listing.) All nonstandard or excess requests must be coordinated through the TAMMC or 1st SOCOM channels.

(6) Class VIII supplies for the ranger regiment are normally standard items supplied by the area support Class VIII point. The ranger regiment personnel officer sets up the Class VIII supply points of contact through the ranger battalion's medical officer.

(7) Aerial delivery equipment is provided by the airdrop equipment repair and supply company of the theater Army support group (TASG) (GS). There is normally one such company for each TAACOM. This unit supplies and repairs aerial delivery equipment. It does not pack and rig supplies for aerial delivery. The ranger regiment's requirements for aerial delivery supplies normally consist of standard items. Certain low-density items, such as HALO or HAHO parachute equipment, may also be provided through 1st SOCOM channels.

(8) The supporting motor transportation group of the transportation command is responsible for unit movement of the ranger regiment. The ranger regiment does not have any organic transportation assets. It depends on outside support whenever motor movement is needed.

8-3. Resupply.

a. Resupply operations for ranger units are normally covered during the planning and coordination phase of the mission. Ranger units try to complete their mission quickly and then be extracted or exfiltrate from the objective area. Ranger units carry into the objective area the equipment and munitions they need. They do not normally remain long enough to need extensive resupply. Certain operations may require the use of bulky or heavy items of equipment that cannot be carried by personnel. If the ranger force is airlanded on or near the objective, one or more of the aircraft may contain palletized supplies. These can be quickly off-loaded for future use.

b. If the ranger force is inserted into the objective area by parachute assault, aircraft can also drop resupply loads either just before or just after the personnel drop. These loads might include extra water, ammunition, demolitions, or barrier material. During peacetime, preloaded airdrop pallets are stored at CONUS depots for such contingency use. These mixed loads can be quickly moved to a departure airfield and inserted along with, or following, the ranger force. By dropping a resupply of water, food, equipment, and munitions with the ranger force insertion, the heavy-drop aircraft do not have to conduct a separate penetration of the enemy air defense zone. The ECM and SEAD programs used in the insertion of the personnel aircraft mask the penetration of the heavy-drop aircraft.

c. The aircraft dropping ranger personnel can also carry door bundles to deliver bulky or heavy items to the objective area. These door bundles, normally made up of A-7 and A-21 containers, may be color-coded to identify different loads or units. The most common door bundle loads are such items as 90-mm recoilless rifles and ammunition, 60-mm mortar ammunition, Dragon missiles, SHORAD missiles, or more demolition material. These bundles are pushed from the personnel aircraft just before the lead jumper's exit. They may be marked with lights or infrared sources for locating them at night.

d. If the tactical situation requires that a ranger force receive a resupply during the course of an operation, the most common method would be by airdrop. Airdrop could be needed if the operation takes longer than planned, initial supplies are lost, or changes occur in the operational plan. The ranger unit logistics officer and operations officers normally plan for resupply needs and schedule follow up loads of Classes I, II, IV, V, and VIII. There are two different airdrop requests channels for the ranger force to use:

(1) Nonemergency airdrop requests are sent through logistics channels. The ranger LOC sends requests for the airdrop of supplies and equipment to its supporting supply unit, and the supporting unit forwards the requests to the COSCOM or TAACOM MMC. The MMC coordinates with the movement control center (MCC). Jointly they direct the actions of the supply and transportation units. The MCC sends the request to the joint transportation board (JTB). The board validates it and assigns it a priority. The JTB then sends the request to the airlift control center for action. If the items requested are not on hand in the airdrop company, the MMC directs the proper supply activity to prepare the items for shipment to the airdrop unit. The MMC coordinates with the MCC, and the MCC ships the items. The airdrop unit prepares the supplies for the mode of delivery to be used. It also makes sure the supplies are delivered to the air terminal at the right time. (See Figure 8-6.)

Figure 8-6. Ranger requests for nonemergency airdrop.

(2) Emergency requests for airdrop are passed through command channels in the quickest, most secure way.

(a) The request is usually sent to the command level that has authority to approve it, usually the tactical operations center at corps or above. The Air Force airlift officer at the direct air support center (DASC) coordinates with the Assistant Chief of Staff, Operations (G3) at the tactical operations center to determine whether airlift resources can be used for the mission.

(b) The TOC sends a request for an immediate airlift to the joint force commander's (JFC) designated agent for validation. At the same time, the airlift liaison officer advises the airlift control center (ALCC) that a request is coming through channels so plans can be made. When the ALCC receives the validated request from the JFC agent, it diverts or cancels less essential missions and provides airlift support. The TOC sends the request for supplies or equipment to the MMC.

(c) The MMC and MCC jointly direct the actions of the supply and transportation elements. The airdrop company stocks Classes I, III, and V supplies. It holds these supplies for emergency missions. If the supplies and equipment requested are not on hand in the airdrop company, the MMC directs the proper supply activity to prepare the items for shipment to the airdrop unit. The MMC coordinates with the MCC to ship the items. The airlift is arranged by the ALCC.

(d) The airdrop unit prepares the supplies according to the mode of delivery to be used. It coordinates with the MCC and delivers the supplies to the designated point at the air terminal (usually the cargo aircraft ramp). (See Figure 8-7.)

Figure 8-7. Request channels for emergency airdrop.

e. Aircraft delivering airdrop resupply deep behind enemy lines need to take precautions to avoid enemy detection and antiaircraft fire. The USAF is responsible for most of these precautions, such as ECM, suppression of enemy air defense (SEAD), and WILD WEASAL support. These do not concern the ranger commander. The choice of the type of parachute delivery system to use, however, may affect the ground commander's plan. The ranger force commander must specify any tactical restrictions that would require a specific type of delivery system. The ranger LOC and regimental logistics officer must advise the ranger force commander on the type of parachute system to be used. Conflicts must be quickly resolved so as not to interfere with the tactical operations.

(1) The safest way for the airdrop aircraft to penetrate enemy air defense and remain undetected is often by use of very low-level flight. There are four low-level parachute delivery systems that can be used without the aircraft being required to climb to a higher drop altitude and risk detection by enemy ADA.

(a) The low-altitude parachute extraction system (see Figure 8-8) needs a length of level ground with enough clearance for the delivery aircraft to make a very low pass over the extraction zone. The load is extracted by parachute from the aircraft and slides to a stop on a rugged, skid-type pallet. Heavy loads can be delivered using this system.

Figure 8-8. Low-altitude parachute extraction system.

(a) The containerized delivery system (CDS) (see Figure 8-9) consists of multiple, individually rigged A-22 containers, each with its own parachute, weighing up to 2,000 pounds each. The system provides single-pass delivery of up to 16 containers by C-130 aircraft and up to 28 containers by C-141 aircraft. The CDS loads may be delivered into drop zones using multiple points of impact to allow for tactical separation. The ranger force commander can direct the use of multiple points of impact, noting the advantages to be gained against the requirement for multiple passes.

Figure 8-9. Containerized delivery system.

(c) The high-speed, low-level, airdrop system (HSLLADS) (see Figure 8-10) is a single A-21 container specially rigged to withstand the parachute opening shock when airdropped from C-130 aircraft at high speed. This system can be used to deliver up to 600 pounds for each container, with a maximum of four containers for each pass, at speeds up to 250 knots.

Figure 8-10. High-speed, low-level, airdrop system.

(d) The CTU-2/A is a high-speed, aerial-delivery container (see Figure 8-11) that can be used to deliver supplies from high-performance aircraft flying at a minimum altitude of 300 feet above ground level and a maximum airspeed of 425 knots. The CTU-2/A is carried on the bomb racks of fighter or bomber-type aircraft. Upon release, a pilot parachute deploys the main chute and the container descends slowly.

Figure 8-11. CTU-2/A high-speed, aerial-delivery container.

The CTU-2/A can be used to deliver up to 500 pounds of supplies such as weapons, water, food, or munitions. The container can be destroyed by burning. The main advantage of this system is that it can be delivered by high-performance aircraft deep behind enemy lines and in a dense air defense environment. The accuracy of this system is equal to that of a conventional bomb strike.

(2) Sometimes it may be better to drop resupply loads to the ranger force from a high altitude. The HAARS (see Figure 8-12) permits containerized unit loads weighing from 200 to 2,000 pounds to be delivered from aircraft at speeds up to 150 knots from up to 25,000 feet AGL. The HAARS consists of a cargo parachute, an airdrop container, an altitude sensor, and a pilot chute. The pilot chute gives the descending bundle a speed slightly greater than an accompanying HALO parachutist. The system provides for the steady free-fall descent of loads from altitudes between 2,000 and 25,000 feet to an altitude at which a barometric sensor actuates deployment of the main parachute. This allows safe and accurate delivery of loads onto unprepared drop zones. The HAARS can deliver a payload to within 260 meters from a target impact point from a 10,000-foot altitude, with a proportional degree of accuracy from 25,000 feet. Ranger units can use the system for resupply of battalions and smaller units with rations, ammunitions, and medical supplies, breaking down the containerized material into man-packed loads.

Figure 8-12. High-altitude, airdrop resupply system.

(3) The ranger force may need aircraft loads delivered during periods of poor visibility. The adverse weather aerial delivery system allows aircraft to drop resupply bundles accurately in adverse weather or darkness. These AWADS operations can be conducted safely and effectively with a minimum 300-foot ceiling AGL and a minimum visibility of less than half a mile. The minimum-drop altitude is 500 feet above the highest obstruction. These minimum ceiling or visibility restrictions do not apply to the Combat Talon aircraft.

f. Resupply to the ranger force can be provided by Army helicopters (see Figure 8-13). Normally this is done by SOA units. The danger to helicopters during long-range, low-level penetration of enemy rear areas requires that resupply be conducted when there is limited visibility.

Figure 8-13. Resupply bt helicopter.

8-4. Military police.

a. The ranger regiment needs military police support to provide security at the REMAB. Although ranger units can provide their own security and local defense, using military police for this purpose allows the ranger unit to concentrate its manpower and training on mission preparation. A military police security company is normally designated to provide support to 1st SOCOM elements located in the communications zone. Military police provide security patrols of the REMAB, convoy security, and vehicular search. They provide entry and exit control of the sensitive compartmented information facility (SCIF).

b. A preemptive strike by enemy special operations forces is a threat to the ranger regiment while located in the REMAB; either by conventional attack or by terrorist-type bombing. The preparation and location of the headquarters, the type of buildings, the location of landing zones, the traffic flow, and the size of the local population all influence the size of the military police unit. A military police platoon, augmented with bomb and guard dog teams, should be enough security at the REMAB. These security forces would not normally deploy from the REMAB to an ISB with the ranger unit.

8-5. Counterintelligence.

Counterintelligence support to the ranger regiment is normally provided by a CI team from the military intelligence group at TA level. The CI team provides a liaison and informational flow from the CI agencies operating within the theater. It also acts as advisor to the ranger unit commander on OPSEC while performing CI surveillance operations in the vicinity of the REMAB. The CI support may also be provided through 1st SOCOM channels. It is through 1st SOCOM that liaison with national intelligence and counterintelligence agencies is achieved.

8-6. Personnel service support.

The personnel service support needs of a ranger unit are much like that of any other unit of the same size. To receive the support his unit needs, the ranger personnel officer must meet with the proper agencies within the theater of operations.

a. Strength accounting. Within the ranger regiment, strength accounting is conducted through normal personnel channels. Regimental strength figures are passed quickly to the TAACOM or COSCOM. These figures are crucial to the theater commander for planning future operations. When matched with casualty reports, they provide the information needed for replacements.

b. Replacement operations. Ranger units need exceptionally well-trained and physically conditioned personnel as replacements. Ranger operations require that replacements train with the unit before they can become an effective member of the team. There are five sources of replacements for ranger units:

(1) In-theater volunteers. Use of in-theater volunteers, preferably with experience in ranger units, is the quickest way to replace personnel. These volunteers have a knowledge of the basic skills required of rangers and have some operational experience. The ranger regimental personnel officer coordinates with the theater personnel officer to screen and select those volunteers with the required MOSs and grades. Volunteers from other special operations force components, or from other theaters of war, are identified by DA and screened for assignment to the ranger regiment. Even though these volunteers have individual training and experience, it takes several weeks to become fully integrated into the ranger unit's operations and to achieve the needed skill level.

(2) Reorganization of units. This method of reconstitution is used when two or more ranger units have high personnel losses. The remaining members of these units are reorganized into a single unit. This method provides the ranger regimental commander with enough ready-trained, physically fit personnel to form a full-strength unit. Extensive unit training must be conducted before such a reorganization regains the unity and esprit of its component parts. The high standards found among the subelements of the ranger regiment makes this a good method of reconstituting a ranger unit. The units that have lost all their personnel may be reconstituted later, using some other method, or left unreconstituted, depending on the situation.

(3) Hospital returnees. These personnel, former members of the ranger regiment who were injured, evacuated, treated, and have now recovered, are valuable assets. They provide the unit with a major reconstitution ability. These personnel should be returned quickly to their original battalion. This enhances unity and increases morale and esprit. Returnees may not be physically able to return to full duty right away. While recuperating, they may be assigned to limited duty as instructors. The ranger unit uses the returnee's combat experience and individual skills to screen and train newly assigned volunteers. Lessons learned in combat can help prepare the unit for future operations.

(4) Replacement volunteers from CONUS. These personnel have training in the basic skills and may have completed the ranger course, but they do not have any ranger unit experience. They need several weeks of unit training to become prepared for combat operations.

(5) Ranger indoctrination program. During wartime, this program provides screening and training of newly assigned personnel. Volunteers who have neither served in a ranger unit before nor have graduated from the ranger course require extensive individual training before they are ready to begin unit training with a ranger battalion. This method of reconstitution of ranger units requires the longest training period. During this reconstitution phase, a ranger battalion needs extensive use of ranges, maneuver areas, and support by aviation and other special operations-type units. The ranger regimental commander may choose to move the program from CONUS to a location near the regiment's REMAB.

c. Casualty reporting. Casualty reports are handled through regimental personnel channels and must be timely and accurate. The reports are used to check strength accounting data, to assist graves registration personnel in the recovery and identification of remains, and to notify next of kin.

d. Health service. The health service support needed by the ranger units deployed OCONUS is usually small. Area medical support provided by host country or theater medical command assets usually meets their needs. Evacuation of wounded members of the ranger force begins upon extraction from the objective area. Personnel wounded in action are evacuated through USAF or Army channels to the nearest medical facility that can provide treatment. The ranger force medical officer and personnel officer coordinate with the area medical support facility providing preventive and routine medical care to the unit while at the REMAB. Vaccine needed for innoculation of the ranger force members and any special Class VIII supplies needed for the mission are drawn through normal medical channels.

e. Financial service. Financial support varies with the situation. In mid- and high-intensity conflicts, regular paydays are suspended in the theater of operations. As a nondivisional unit, the ranger regiment coordinates with the theater finance center or corps finance group for financial support. In the REMAB, ranger units are provided financial support from the closest finance support unit. The ranger unit personnel officer appoints Class A agents to help with the disbursement of funds. The ranger force may be given a specific amount of local currency or military scrip depending on the length of time in the REMAB and the operational situation. The ranger unit personnel officer also coordinates with the theater finance center to get any third-country currency that may be included as part of an escape-and-evasion kit provided to ranger elements.

f. Postal service. Postal service to the ranger unit is through normal channels. Mail for members of the deployed force is forwarded by the rear detachment commander to an established theater Army general support postal activity. This activity forwards the mail to the postal unit designated to support the REMAB site. The ranger unit commander appoints subordinate unit officers as censors. The exact location of the REMAB, and all aspects of the mission and its location, remains classified until released by an official Army spokesman. The ranger unit commander must ensure that the forwarding of mail, or the writing home of personal letters, does not endanger the ranger force mission. All outgoing mail is censored during wartime. For security reasons, outgoing mail may be held for a short time before it is forwarded. Mail from the ranger unit is never sent by host country or other nation's postal services.

g. Chaplain activities. Chaplain activities are provided by the chaplain assigned to the ranger battalion. He provides unit coverage through services, rites, and sacraments regardless of his or the unit member's religious affiliation.

h. Legal service. Ranger units do not need extensive legal service support. Legal service support is obtained through coordination with the theater Army staff judge advocate.



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