INACTIVATION
STANDING OPERATING
PROCEDURES
(SOP)
The
following SOP is generic and attempts to answer the basic issues that have
to be resolved to inactivate brigade (bde)- and battalion (bn)-size units.
Issues in the areas of supply/ transportation, maintenance, personnel, operations
and training, security, and leadership are discussed. Amplification of issues
are found in Sections II and III of this newsletter as Bde/Bn Inactivation
and E-Date Timeline Checklists. The following items must be addressed to successfully
inactivate units.
1.
COMMAND AND CONTROL.
a.
Installation complies with AR 5-10 as soon as possible. b.
Establishes a singular clearing house for inactivation actions. (1)
Structures rank equal to or greater than unit undergoing inactivation (honest
broker). (2)
Interfaces with higher, lower, and lateral headquarters. (3)
Records and documents inactivation decisions and actions for AARs. 2.
SUPPLY/TRANSPORTATION.
a.
Lateral transfer of equipment and supplies. b.
Turn-in of equipment and supplies. c.
Property accountability. d.
Installation property and facility turn-ins. e.
Arrangement for cancellation of DODAAC and supply accounts. f.
Development of a milestone date timeline plan to synchronize drawdown of equipment
and supplies. g.
Augmentation of unit organic transportation with commercial/Transportation
Motor Pool (TMP) assets 4-6 months prior to inactivation. 3.
MAINTENANCE.
a.
Determine, coordinate, and synchronize inactivation maintenance procedures
with installation support agencies. b.
Determine disposition and turn-in of DA critical and noncritical items. (1)
National Inventory Control Point (NlCP) identifies disposition instruction
for equipment. (2)
Equipment transferred IAW transfer standards of AR 750-1. c.
Identify maintenance turn-in or transfer standards for equipment d.
Comply with AR 220-1 readiness procedures. e.
Develop milestone timeline to synchronize inactivation activities. 4.
PERSONNEL.
a.
Develop a reassignment plan, down to the individual soldier. b.
Stabilize personnel that are key to the inactivation process. c.
Ensure strength figures are accurate at all times. d.
Ensure that personnel actions, such as promotions, awards, and services are
maintained through the use of an integrated suspense system. 5.
OPERATIONS AND TRAINING.
a.
Publish training guidance up to and including the quarter inactivation occurs.
b.
The last quarter's training guidance should focus on individual rather than
collective training recognizing resource shortages of time, equipment, transportation,
and funding. c.
Use inactivation activities to train soldiers in supply, maintenance, and personnel
tasks. d.
Plan/schedule an inactivation ceremony that appropriately honors the unit and
emphasizes soldier contributions to inactivation. e.
External taskings for personnel/equipment should be monitored carefully and
cease during the last quarter before inactivation. f.
Carefully coordinated functionally integrated milestones that clearly designate
and delegate responsibility are key to effective inactivation. g.
Task organization is key to accomplishing the inactivation mission and to fully
using staff and organizational resources. h.
Continuously track, update, and receive input on all inactivation activities
from beginning to E date, then PUBLISH AN AFTERACTlON REPORT. MAIL COPY TO
DCG-TNG, ATTN: ATZL-CTL, SEDGEWlCK AVE, BLDG 286, FT LEAVENWORTH, KS 66027-7000.
i.
Pass war plans, contingency plans, installation emergency plans, and related
materials to higher headquarters to aid next unit assigned to the mission.
6.
SECURITY.
a.
Classified information, printed, on microfiche, video, or electronically stored
on ADP media, must be securely stored or disposed of IAW regulations. b.
Ensure personnel security investigation (PSI) actions are current so soldiers
have appropriate security clearances and PSI records are promptly forwarded
to gaining unit. c.
Emphasis on accountability and physical security of government and personal
property during the turmoil of inactivation will prevent loss due to pilferage
or theft. 7.
LEADERSHIP.
a.
Information flow and effective communications are key to the inactivation process.
b.
Leaders must get out and talk to their soldiers to alleviate fears and frustrations
during the inactivation process. c.
Chaplains are key. Get them out and make them visible. Use their counseling
skills to aid soldiers. d.
The search for new assignments must not take priority over the inactivation
mission. e.
Commanders must constantly combat disinformation with command information sessions
and subject matter expert presentations. Table
of Contents
Preface
Brigade
and Battalion Inactivation Checklist
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