GENERAL
1000. GENERAL. The success of any military operation, whether movement is by land, sea, or air is often dependent upon proper embarkation planning and execution. In order for 1ST MAW organizations to embark aboard ships or aircraft on short notice, commanders must ensure their units maintain the highest degree of embarkation readiness at all times.
1001. PLANNING
1. The timely and effective embarkation of personnel, supplies and equipment aboard aircraft and ships can only be achieved through detailed planning and careful execution of established plans during the embarkation phase of an operation. Planning must support the landing plan and the scheme of maneuver. Early development of the landing plan is essential to enable detailed embarkation planning to proceed.
2. Embarkation planning will be conducted in accordance with references (a), (b), (c), (d), separate instructions issued by higher headquarters and this order.
1002. PERSONNEL ASSIGNMENTS. The many complexities involved in the planning and execution of embarkation operations require that sufficiently trained personnel be available to perform embarkation duties. Careful consideration must be given in the assignment of such personnel, since embarkation will become their primary duty during planning and execution phases of air and sea movement operations.
1. All 1st MAW organizations down to, and including, the squadron level not having T/O billets for embarkation personnel, will establish such billets as a collateral duty. Squadron level embarkation billets will include one officer and one enlisted. Additionally, Commanders will assign enlisted embarkation assistants, on an additional duty basis, within all sections of the unit to e...
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...of the unit will be briefed upon completing the assist visit. SAVs will not normally be approved if requested within 120 days of a scheduled FAI inspection. All requests for SAVs should be sent to 1st
MAW G-4/Embark via the Wing Inspector’s office. SAVs are recommended prior to a formal readiness inspection.
3. Unit Inspections (Squadron level and below). Commanders are required to establish an internal embarkation inspection program. Due to frequent turnover of personnel and equipment, all 1st MAW units will establish a quarterly embarkation inspection schedule. Unit Embarkation Officers will ensure that copies of all inspection results and corrective actions taken are properly maintained within unit/section embarkation desktop and turnover files. A unit level embarkation inspection checklist should mirror Appendix C to the maximum extent possible.
Career counselors fill extremely demanding positions requiring an unusual amount of effort to accomplish their mission. The Table of Distribution (TDA) only allows one career counselor position, in every Battalion. The amount of personnel fluctuates between 300-800 Soldiers. As identified above MOS 79S, is currently experiencing a shortage causing an additional workload within a small team of NCOs adding additional stress to an already demanding position. The unique skill set a career counselor possesses are different from any other MOS. Career counselors utilize an automated system called RETAIN. Once a career counselor successfully graduates from the basic career counselor course, they receive access to RETAIN. HQDA and HRC both monitor this system. Only those authorized personnel career counselors have access to this automated system. While a unit can assign an additional duty reenlistment, Noncommissioned officer (NCO) to fill the position they will not have access to
The TC 3.04.7 (Army Aviation Maintenance) outlines the P4T3 process and it can be integrated into a battalion maintenance program. Conducting a P4T3 analysis in a garrison environment will ensure the proper plan; equipment and people are in place to successfully complete the unit’s mission while deployed.
Sharpe, Col. (Ret.) James Jr. and LTC (Ret.) Thomas Creviston, “Understanding Mission Command.” www.Army.mil. (2013) http://www.army.mil/article/106872 (accessed 20 February, 2014).
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
For many officer cadets at RMC the First Year Orientation Programme (FYOP), is often the greatest challenge they will face both in their lives at the college and in their military careers in general. For First Years, the challenge comes from having to function in a stressful environment marked by daily inspections, demanding physical activity, frequent punishments, and limited time to connect with loved ones through either phone calls or email. Meanwhile, for the third and fourth years in charge of them, the challenge comes from making sure that their assigned ‘flights’, which range in size from eighteen to twenty individuals, successfully learn, often through the use of strict discipline, the skills they will need to effectively integrate
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.
1. Army Regulation 25-50 is the only authorized reference for this memorandum. This is a memorandum THRU MILITARY POLICE ADVANCED LEADERS COURSE, FOR YOUR Company Commander.
IMPROVES - SPC Morales, your knowledge in regulation AR 600-8-19 needs improvement. Certain areas within the section such as flagging, TIG and TIS for personnel promotion eligibility, and waiver calculations in the Battalion.
During 1SG Hoh's tenure in A Co and B Co, 1-223rd Aviation Regiment, he distinguishably in numerous roles to include Standardization Instructor, Platoon Sergeant, Non-rated Crewmember Flight instructor / Standardization Instructor (NRCM FI/SI) course Manager, and First Sergeant. His keen management skill allowed the company to fly over 30.000 flight hours and train over 600 undergraduate and graduate level aviators. His leadership and contributions will have a lasting effect on the company and Army Aviation for years to come.
His proficiencies and professionalism allowed him to reach the pinnacle in this joint transportation environment as a dedicated crew chief, exceptional aviation load planner for multiple platforms, and highly talented procedures and standardization specialist. With SSgt Romero onboard we successfully mobilized/transported over 400 personnel and 1500 short tons of cargo within a six month period with minimal delay. SSgt Romero always stayed a step ahead by preparing multiple load plans and hazardous materials planning documents to fit onboard U.S. Air Force, Navy, or Marine Corps aircraft. He also, did not limit his knowledge to just those platforms as he prepared for transport onboard our coalition/allied partners’ aircraft as
There are three types of Preventive Maintenance Checks and Services (PMCS) that the military performs on their vehicles; they are, before, during, and after checks. These checks are annotated on DA form 5988-E, which is the Equipment Maintenance and Inspection worksheet. If anything looks wrong and you cannot fix it, write it on the DA form 5988-E and immediately report it to unit maintenance.
...d realization of the goals; planning, organizing, commanding, coordinating and controlling processes are vital and essential (12manage).
“Planning: is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals” (Bateman & Snell, 2004, p. 16).
Planning can be used to help the organization map out a way to efficiently achieve their goals. The beginning of the planning process should include analyzing of the current situation. From this information the company can determine the goals and start to outline the steps that need to be taken to ensure that the goal will be met. Other planning activities that should be completed are determining the company’s objectives and were they want to be in the future. This will help them to choose their business objectives and strategies. In addition, the company should look at the resources that they have available and determine if they are sufficient to achieve the organizations goals.
The planning aspect, which was totally absent before, is now the starting point for every assignment. The purpose of the plan is to give myself a direc...