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. |