Keeping the people of the United States safe from the ever rising threat of terrorism and continual conflict is an important task for this nation’s military. Distraction and lack of cohesion leads to failures and unnecessary casualties. A concentrated focus on the battles at hand is a key task in overcoming the world’s threats and to be ready to fully function in the capacity assigned. Preparation, before the need arises, leads to more lives saved and success in accomplishing the mission. Regulations are created to set a standard of requirements that must be adhered to in order to be successful. They adjust over time as requirements, technology and strategy change, but they set in place the rules in which the military is to operate. Army …show more content…
The first chapter is the introduction that discusses the purpose, background and objectives for this regulation. Chapter 2 provides the responsibilities of all Army institutions involved in the deployment and redeployment process. A detailed purpose and process for the Army Deployment Readiness Exercise Program (DRE) is contained in Chapter 3. A key tool for successful deployment and redeployment is found in Chapter 4, Command Deployment Discipline Program (CDDP). Finally, in Chapter 5, the Deployment Excellence Award Program (DEA) is presented to create a program to recognize excellence in deployment operations. PURPOSE, BACKGROUND, AND OBJECTIVES The purpose of AR 525-93 is to set forth policies, procedures, roles and responsibilities for Army institutions to conduct deployment and redeployment operations effectively. Over the decades the Army has seen a myriad of processes for deployments. As time has passed, many of the processes have incorporated new and ever-changing automated systems. It is imperative for planners at all levels to continually utilize, maintain and improve these deployment related systems to remain a ready force. It is the Army’s objective to create a ready force that is trained and available to move and fight at a moment’s notice. ROLES AND …show more content…
The Army uses the Deployment Readiness Exercise Program (DRE) to validate the units ability to rapidly deploy into the fight. This chapter instructs planners on how to properly prepare for and conduct DREs in order to find the weak points in the plans that need to be adjusted. DREs may occur on an unannounced or limited notice basis, during regularly scheduled training or be part of field training exercises. There are three levels that must be achieved to fully validate a unit’s ability to deploy. The Level I DRE is the first and most basic step of the deployment process. This level evaluates the unit’s ability to alert, assemble and conduct Soldier readiness tasks. This level also verifies that all documentation and procedures for the UMO are in place and current. A Level II DRE goes a step further and includes Level I activities. During this activity, a representative sample of equipment is loaded and prepared with all documentation, vehicle preparation for all types of movements and convoy movement execution. Finally, in a Level III DRE, the unit conducts all activities in the first two as well as a strategic move. If the movement does not include air, then the air movement will be
The 160th SOAR (A) is the only Special Operations Aviation Regiment in the world. Things to be discussed will be the unit’s operational history that the soldiers have done. These soldiers are known as the Night Stalkers due to their proficiency in night time operations. They go through special training and use special helicopters and other special equipment to accomplish their mission during all weather operations during day or night.
In our military, leaders are always faced with risk, regardless if it is a training exercise or combat operations. The army has several processes to mitigate risks and commanders must put these safety procedures in place to decrease risk. According ADP 5-0, commanders have to accept prudent risk and exploit opportunities to complete missions. In Iraq and Afghanistan, leaders accepted prudent risks and placed soldiers in harm’s way to complete critical missions. The army defines prudent risk as a deliberate exposure to potential injury or loss and the commander judges the outcome in terms of mission accomplishment as worth the cost. Commanders must be able to recognize and visualize changes in the operational environment. The changes
If successful, the demonstrator may pave the way for future development of a THEL User Operational Evaluation System for use in U.S. peace keeping/contingency operations. The U.S. Army Air Defense Artillery School at Fort Bliss, Texas, officially designated as the proponent for THEL by the U.S. Army Training and Doctrine Command, will develop a mission need statement and an operational requirements statement for the initial THEL configuration.
...nues to train our best CBRN Soldiers to meet the challenges of tomorrow with confidence and professional expertise.
Operational leaders appreciate that SC is a critical element to achieving victory in current and future conflicts, but continue to struggle with how to employ SC given the lack of doctrine. A view across the combatant commands illustrates that “many different approaches to SC are being utilized, with uneven results. Processes are often quite different and integration into the planning process is not consistent.” Operational planners recognize SC is a necessary element of planning but are unsure how to plan for it.
In the post Afghanistan period, the Army will focus on regaining readiness to support the full range of combat operations and would be a key part of any large scale offensive or security requirement. A rebalance within the active and reserve components will achieve significant cost savings by placing a large percentage of the forces only necessary for extended ground campaigns in the reserves. The Army is essential to any large-scale force projection operation and functions as an integrated force with partners and allies
The LAP is designed to improve and sustain the readiness of materiel systems and logistics support. It assists commanders with logistics problems affecting materiel readiness that are beyond their capability or organic resources. The LAP does not relieve the commander of logistics readiness responsibilities. However, The LAP acts as an early detection and resolution mechanism addressing readiness shortfalls and systemic logistics problems. It provides a means to collect, correlate, assess, and disseminate logistics information required to respond to problems from the materiel
Identification of the problem-Herein lies the crucial first step in the Army’s Problem Solving Process. Initially a leader must determine the totality of the given situation, determine where the problem originated, and determine the “Who, What, When, Where and Why” answers to the source of the problem. Gathering of information-This step in the process is the most fluid. Understanding the problem at the user level is critical; therefore, defining the problem in this process is mandatory to ensure that everyone involved understands every facet of the problem statement. Development of criteria-While defining criteria to solve a problem, Army officers form two subsets; a screening set and an evaluation set. The screening set of criteria are parameters set by the leadership attempting to solve a problem to ensure the result of the decision made is a manageable success. The evaluation criteria consists of five validating elements. The elements of the evaluation criteria are; a short title; well defined; and the criteria must be of a standard unit of measure. Additionally, the problem solver must establish a benchmark that allows, the problem solver, to
Intelligence Preparation of the Battlefield (IPB) is a very critical step in gaining expert knowledge of the environments, layout and demographic features, and how it affects the unit's defensive operations and activities. While gaining an understanding of the IPB its advantages and disadvantages while applying it to our unit’s battle plan will require some critical thinking, the resulting outcome will be a better-prepared organization with a solid plan to defend our forces from whatever adversary we may encounter
The Strengths and Weaknesses of Joint Warfare Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities under the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment.
There are five different mission sets that the teams work in. They are Emergency Response, Remediation and Restoration, Technical Escort of materials, Technical Chemical, Biological, Radiological and Nuclear support to COCOMs and Homeland Security. Emergency Response is one of the primary m...
US, Army Training and Doctrine Command. (2008). Field Manual 3-11.21: MULTISERVICE TACTICS, TECHNIQUES AND PROCEDURES FOR CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR, CONSEQUENCE MANAGEMENT. Fort Monroe, Virginia: US, Army Training and Doctrine Command.
. PURPOSE: To provide the Brigade Commander current information on the Army’s Personnel Readiness Management (PRM) System.
The Technical Escort Unit (TEU) now provides the Department of Defense and other federal agencies to include the Secret Service and the Federal Bureau of Investigation with an immediate response capability for chemical and biological warfare material. Its mission is to provide a global response for escorting, packaging, detection, rendering-safe, disposing, sampling, analytics, and remediation missions. This does not only include chemical weapons for which it was originally created, but now incorporates biological weapons, state sponsored laboratories, small independent laboratories and small non-weaponized radioactive materials. Most recently, they have been task organized to assist Brigade Combat Teams (BCT) as a force multiplier; the objective of this is to give the Battle Field Commander instant on the ground intelligence regarding Chemical, Biological, Radiological and Nuclear (CBRN) hazards within their Area of Operations (AO). With this new mission with the BCT, the TEU is becoming an expeditionary force.
“Dude 14, we’ve just located 10 anti-coalition militia in a bunker located 300 meters from our position! Request an immediate strike on that target!” Imagine hearing those words screamed into your ear and knowing that in the next moment you were about to execute a task that you trained seven years to do. This was my situation during my first combat sortie in Afghanistan. It goes without saying that employing weapons against enemies of the United States comes with a great amount of responsibility. The Air Force invested considerable time and resources into training me to skillfully execute my mission in the F-15E Strike Eagle. My duty title on paper is Weapons System Officer however, there is always a story behind each and every member of the Air Force that encompasses more than just a duty title. The goal of this essay is to reveal a little bit about my own personal story highlighting how my background and values led me into the Air Force, address what I feel are my most important Air Force experiences, and illustrate how my job specifically contributes to the Air Force’s mission.