CHAPTER
II
Real-World
Scenario
Most
Reserve Component (RC) units have the possibility of conducting the Reception,
Staging, Onward movement, and Integration (RSOI) process in one of two possible
scenarios. This is true whether they are being received by, or serving as,
the command and control (C2) element conducting RSOI process. One scenario
is to be able to practice the RSOI process in the controlled environment of
one of the Combat Training Centers (CTCs) such as the Joint Readiness Training
Center (JRTC) or the National Training Center (NTC). The other scenario is
being conducted by Active Component (AC) and RC units arriving in the Balkans
as this product is being written. Given the nature of the Balkan theater and
the maturity of that theater, many more agencies and support structures are
in place to facilitate the quick and successful conduct of each stage of RSOI.
This chapter describes the real-world scenario and provides key lessons and
tactics, techniques, and procedures (TTPs).
A
Combined Arms Assessment Team (CAAT) was sent to Bosnia to observe the RSOI
process as it was performed by the Division and its supporting unit, many of
which were National Guard or USAR. Operation JOINT FORGE was a strategic relief-in-place
operation; consequently, the division did not fully execute all four of the
classic RSOI processes described in a previous chapter. The division relieved
another division, fell in on Combat Equipment Group, Europe (CEGE) stocks,
and assumed the mission on a designated date. The division's processes to build
combat power were:
-
Reception:
Soldiers
arrived at the Air Port of Debarkation (APOD) in Taszar, Hungary, via strategic
air. Equipment to supplement CEGE, approximately 750 pieces, sailed into the
Sea Port Of Debarkation (SPOD) in Rijeka, Croatia, via a Large, Medium-Speed,
Roll-on/Roll-off (LMSR) ship. Reception capacity and clearance capabilities
were adequate to ensure smooth reception operations.
-
Staging:
Personnel
and equipment were assembled into units at the destination base camps where
the deployed equipment arrived by rail and convoy, and the division signed
for CEGE stocks. Consequently, there was no need for a Theater Staging Base.
-
Onward
movement:
Soldiers
traveled to their destination by bus while equipment was shipped by rail and
by highway using military trucks.
-
Integration:
Integration
was set for a specific date after the new division had an opportunity to do
a "right-seat ride" with the outgoing division.
The
following are key lessons and TTPs from Operation JOINT GUARD and Operation
JOINT ENDEAVOR in Bosnia and Hungary, and Exercise INTRINSIC ACTION in Kuwait.
These TTPs were categorized to aid in the reader's understanding. Keep in mind
that unit leadership devoted hard work and time learning these lessons. Whether
these observations are from Kuwait during Operation INTRINSIC ACTION or from
the Balkans, they may be applicable to your operation in any geographical location.
1.
When setting up a Marshalling Area, the following planning factors should be
used:
-
Holding area square footage required = Ship cargo square footage x4x no.of
ships per a week's flow.
-
Staging area holding requirement = Holding area required vicinity port.
-
Tentage requirement = Arriving PAX x Average stay at staging area + 50 percent.
-
Sign requirement = No. of arriving units (CO level) x 3.
-
Strip maps required = No. of units (CO level) x 15.
-
Hot meals per day = (No. of arriving + no. of staging - no. departing) x 2.
-
Travel time to key areas in Marshalling Area. (Entry point through to all stations)
-
Latrine requirement = No. of soldiers/30.
2.
Rules for Supporting Units:
-
Do everything by unit - move your customers by unit, not by individual.
-
Greet and brief commander at APODs.
-
Give units Start Points/Time (SP) from staging area to the Tactical Assembly
Area (TAA).
-
Signs, signs, and more signs.
-
Maps, maps, and more maps.
-
All unit headquarters at unit staging base must be on net (bde/bn level).
-
Containers should be restricted to areas with appropriate people or equipment
handlers (55B ammunition handlers, forklifts).
-
Daily meeting with all affected units (updates to schedule and situation).
3.
Rules for Deploying Units:
-
Meet time schedules (make SP and meeting times and follow the training schedule).
-
Attend all daily meetings.
-
Maintain radio net (24 hrs).
-
Track and report incremental buildup of combat power.
-
Maintain a TOC.
-
Manifest some mechanics tool boxes as TAT (To Accompany Troops).
-
Ensure one set of keys travels with vehicles and that the location of a second
set is known and available throughout the RSOI process.
-
Identify critical people as initial deployers and have backup personnel identified
and trained.
-
Vehicle Markings: In addition to stenciled vehicle markings and bar-code labels,
clearly mark vehicles in a conspicuous location so that they can be identified
temporarily from a distance (signs in front windows, affixed to trailers, on
track vehicle turrets).
LESSONS
FROM OPERATION JOINT GUARD: Centralized
Planning and Decentralized Execution.
1.
Cross-load advance party (ADVON) personnel for deployment if possible. The
unit ADVON, to include the Port Support Activity (PSA) and Air Mobility Command
(AMC) when possible, should deploy on two or more aircraft. Deploying on two
or more aircraft enables port and rail operations to begin in the event one
aircraft experiences mechanical problems.
2.
Using host-nation (HN) support and equipment can impose incompatibility dangers.
HN heavy equipment transporter vehicles (depending on nation) often have access
ramps for wider vehicle wheelbases than that of U.S. vehicles. Verify HN equipment
for compatibility and make necessary modifications or arrangements.
3.
Arriving equipment generally requires refueling immediately after offload.
4.
Units should plan for a 15+ soldier detail (per planeload of soldiers) at the
APOD to download A&B bags from the plane and onto the trucks, and to monitor
any sensitive items pallets. The detail should be positioned on the plane to
be the first soldiers off to begin the offload process. To prevent loss of
personnel accountability, the detail should be identified in advance and a
roster maintained.
5.
Upon arrival at the APOD, deplaning soldiers should be uploaded directly onto
transportation assets (buses, trucks) to prevent soldiers from wandering around
the airfield. This will ensure they are moved to a secure and safe area as
rapidly as possible. To effectively maintain personnel and equipment accountability,
a reliable person must visually inspect soldiers as they deplane.
6.
Deploy communications assets early in the deployment process to maintain responsive
and reliable communications with RSOI providers and higher level commands.
7.
Units track equipment well, but do not track the incremental building of combat
power as people and equipment come together. Recommend using the charts shown
in Appendix B, RSOI Combat Power-Tracking Tools. All reporting requirements,
including report formats and times, should be established prior to deployment.
8.
Identify a "Class A Agent" and submit Memorandum of Request for Appointment
of Class A Agent. This will greatly aid in acquiring rope, chains, office supplies
or whatever needed from the local economy quickly. When a class A agent is
needed, that is not the time to start the paperwork process. Start it at home.
9.
Submit map request and obtain required maps through local supply channels before
deployment. (S2/G2).
10.
Commanders must be informed on what services are realistically available and
what tasks, conditions, and standards are required during the RSOI process. |
LESSONS
FROM OPERATION JOINT ENDEAVOR: Employment
Drives Deployment.
1.
Early deployment of Task Force Eagle leadership ensured positive and immediate
effects and set the conditions for the arrival of combat forces. This, coupled
with early employment of the Civil Affairs and Psychological Operations (PSYOP)
elements, contributed to our combat forces operating in a relatively non-hostile
environment. The lesson in this circumstance is to be keenly aware of who is
needed in country and when they will be needed.
2.
RSOI forces and capability must be staged to the Intermediate Staging Base
(ISB) early. These units, with required equipment, need time to reconnoiter
and prepare areas to support the operational units as they pass through. Also,
as with any operation, having the time to rehearse all the actions required
will make the RSOI process go much smoother for the initial units deploying
to theater.
3.
Plan to provide your soldiers with all of the necessary support and construction
requirements from your command. Do not rely solely on the word that there will
be contractors to do it all for you. Contractors can relieve Army units of
many support and construction requirements; however, they cannot match military
mobility and entry capability. It takes 60-90 days to build up LOGCAP operations;
military assets (engineers, logistics units) must be scheduled to perform the
mission until then.
4.
When controlling the RSOI process, a viable checklist is essential for the
management and control of forces passing through the ISB. One such checklist
is found at Appendix B, RSOI Combat Power-Tracking Tools. Use of these forms
may greatly aid in your control of the buildup process. |
LESSONS
FROM KUWAIT EXERCISE INTRINSIC ACTION:
Plan
and Practice.
1.
Plan to position appropriate unit C2 personnel (with decision-making authority
and communications) at the key nodes during the RSOI process. While unit command
and control personnel change as each deploying unit moves out, the U. S. Army
Forces, Central Command - Korea (ARCENT-K) C2 person should remain the same.
2.
Plan to deploy sufficient communications equipment to establish a "hasty net"
as necessary. Coordinate the nets and frequencies during predeployment planning.
3.
Units should ensure (for their own sake) that the Home-Station Air Port of
Embarkation (APOE) sends ARCENT-K a "wheels-up" report which provides detailed
unit movement data. These data should be forwarded to the destination APOD
through the installation travel office (ITO).
4.
Units should deploy with an aggressive, robust training plan which can be implemented
if the unit is not committed to the line immediately. The training plan must
be flexible enough so that it can be expanded or contracted as time and resources
are realized.
5.
If the support operations officer of an Area Support Group/Corps Support Group
(ASG/CSG) is on the first flight, he can begin coordination and planning with
key logistical personnel at Camp Doha. While the support operations officer
does not directly participate in the RSOI process, he should be planning for
the brigade's follow-on mission in the TAA. This greatly facilitates turning
on the flow of logistics at the TAA when RSOI is complete.
6.
Manifest a small percentage of the support battalion (15 to 20 percent) into
the first third of available aircraft. These soldiers draw equipment and supplies
to support elements in the TAA as they complete RSOI. This technique provides
a seamless flow of logistics support as the support provided during the RSOI
process is reduced.
7.
Have approximately 15 plus soldiers designated as the TAT/baggage detail. Thus,
they can be pulled out as soon as the plane lands. Ensure someone is placed
in charge of them. The TAT/baggage detail should then break down the TAT/baggage
into unit sets. Once the download is complete, unit leaders can send personnel
to pick up their A&B bags and specific unit TAT equipment so that it can be
uploaded.
8.
Use a bus to move unit drivers instead of riding "shotgun" with host-nation
contract Heavy Equipment Transporter (HET) drivers. Contracted HETs are not
the quality of those used by the Continental United States (CONUS) contractors
and can be dangerous for U.S. soldiers in transport. Additionaly, the contracted
HETs may not always have the capability to provide a shotgun ride. |
Chapter
I: RSOI - Its Purpose, Definition and Challenges
Chapter
III: NTC Scenario
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