Get the Hell Out of Dodge: Techniques for Company-Level Alerts

One of the first things that impressed me when I was assigned to the Republic of Korea was “the alert.” An alert is the rapid, usually-no-notice readying of a unit. Though I had heard of such things, my then-six years in uniform had not prepared me for the rigor and speed of a well-executed alert, especially one conducted only 18 miles from the Demilitarized Zone. As madcap as my very first iteration seemed, it eventually became second nature by virtue of two things: planning and preparation. As I was learning all this the hard way, I noticed that those who did it the best focused on three areas: the arms room, the mo torpool and the headquarters. Arms room Perhaps the most important area to prepare for an alert is the arms room, which is the platform from which the unit rapidly equips itself when called to mobilize. Its ability to do this is predicated upon basic organization, and for me this was a system I called “packetization.” This is the grouping of like items into easy-to-manage groups. For example, many humvees are armed with a machinegun. However, for the weapon to function, it requires other items like its night sight, tripod and headspace and timing tool, etc. Since these things must be used together, why not store them together? And, if they are they stored together, why not draw them as a packet? Using a heavy-duty case or bag, combine commonly-drawn-together items and then print ahead of time their hand receipts, storing everything in side the container. Then, expand that concept. Group the equipment of crews, squads and platoons together, partitioning off different areas of your arms room as much as space and equipment permit. This process ar ranges your arms room into several near-identical sections, each of which is composed of little “go bags” of fre quently used items. Admittedly, since like items aren’tall in a single row anymore, you may realize certain inefficiencies when con ducting inventories or services. How ever, in my experience, this is an ac ceptable price to pay for the speed of drawing this process affords, which can be offset by manning the arms room slightly differently. Figure 1. A Bradley Cavalry Fighting Vehicle engages targets on Rodriguez Range in Korea. Practice in armor and cavalry skillsets, including at night, enables units and Soldiers alike to be ready for the no-notice alert.

To make up for the shortage, have your platoons appoint (in writing) their own arms-room assistants. These people’s job, in an alert, is to report to the arms room and begin issuing their organiza tion’s equipment, freeing the armorer to handle other problems. These pla toon armorers are empowered to know their unit’s needs and sign out and receive back platoon equipment with familiarity. They become the sub ject-matter expert about the platoon’s equipment. Unfortunately, chances are your unit will have more equipment than it does people to carry it (and, even if you don’t, you will have times when you need to store unattended sensitive items). To account for this, units must bring miniature versions of their arms room with them. Most companies have a cargo truck in complement, such as alight medium tactical vehicle. Reserve about an eighth of its cargo bed for the unas signed sensitive items you must take and an additional eighth for temporary storage of item, while people are do ing other things. As such, plan to take about a quarter of your sensitive-item containers (rifle racks, equipment cages, lockers). Never make the assumption you can do without them. If you were to find your self unexpectedly operating for a month, you will quickly find you need them. Have the armorer sketch ahead of time how he or she will arrange and strap down each of these items in the cargo truck. Motorpool The second place a commander needs to plan for is the motorpool. The first thing to do is plan for “alert dispatch es.” Dispatching is a commander’sway of giving official permission for a vehi cle or towed item to leave a military post. During training, this process can afford to be slow and deliberate. In an alert, however, units do not have that luxury. For this reason, the Army per mits alert dispatches, which are documents that allow vehicles to be immediately and legally put on the roads. Coordinate with your unit’s mainte nance leadership to generate these documents en masse at the beginning of each month, signing all of them in advance whether you anticipate need ing them or not. Then, divide these documents by subordinate elements to relieve tedious organizing when you are trying to marshal your forces. Keep them in a secure but accessible place for rapid distribution. After that, the next best thing you can do is maintain your crew roster. Review your crew or manning rosters monthly and ensure that everyone assigned to the unit is accounted for by seat. Make sure you fill recent losses, plan for anticipated personnel moves and decide where extra people will go (should you be lucky enough to have them). Lists of vehicles with the duty positions or passenger seats listed will often be sufficient. Figure 2. SGT Johnathan Chappa, Blackfoot Troop, 4th Squadron, 7th Cavalry Regiment, inspects his troops prior to an air-assault training mission.

Lastly, prepare Soldiers’ individual equipment. In a perfect world, “alert bags” containing everything on a Soldier’s packing list would be ready to go and secured in a central area all the time. Of course, most Soldiers do not have enough equipment, personal or issued, to maintain alert bags and still participate in daily training. To mitigate this, create a generic, standardized field packing list based off your anticipated deployment needs. Then, when preparing for a training exercise, deviate from this list as mini mally as possible. Enforce this list, even when you know you won’t need everything on it. Everyone needs to be come accustomed in training with how much they will have to carry, load on vehicles and live with in war. Headquarters The No. 1 tool I used to determine how good my unit was at alerts was a three-by-five foot whiteboard in my troop training room. I drew a matrix on this board that listed all my subordinate elements on one axis and everything they needed to do on the other. I spec ified and sequenced the tasks I wanted done and left out everything I didn’t want the unit to waste its time on. My list looked something like the following. Is the unit:

• Notified. Has leadership made telephonic contact with every Soldier, minus those otherwise accounted for?

• Mustered. Is everyone who ought to be there present?

• Equipped. Are weapons and other arms-room items drawn, properly stowed on their vehicles and tested? Are radios installed and talking; digital mission-command systems operational; and alert dispatches distributed? Are personal bags correctly stowed?

• Armed. Is ammunition, if applicable, drawn and distributed?

• Ready. Are Soldiers at their vehicles, at the weapons-control status the co m m a n d e r h a s set, w i t h communications fully operational and prepared to receive orders to move? Have subordinates write the time they complete each task on the matrix, allowing you to see how long each step takes and where you need to apply re sources. Several documents will be useful when going through these steps. The first is a call roster. People come and go, as do telephone numbers. Only regular up dates can keep this product anything like a worthwhile use of paper. I found that the right regularity to update this was monthly, and occasionally it took me (the commander) personally to re mind key leaders to make sure they and the company headquarters had current phone numbers. Another important item was a list of all the vehicles and towed equipment in the unit and their maintenance status. A simple “roll or no-roll” status for the purposes of an alert is usually suffi cient, and it keeps leaders of big organizations from forgetting something. A third item is the unit training calen dar. Alerts should be surprises, but conducting them completely without warning is often counterproductive. To balance these two, put on the training calendar the week in which an alert will occur but keep the day and the hour secret. This permits units to know when not to schedule a major training event, a ball or a key-leader retreat 200 miles away. Knowing the general timeframe an alert will occur allows leaders to plan resource-intensive activities for the weeks they know they will not be alerted. Lastly, after an alert is over and every one settles down, conduct an after-action-review (AAR). A prudent commander ensures the unit has had many opportunities to practice this demand ing task in a consequence-free environ ment and to repeatedly reflect on how they do. If at all possible, conduct the AAR the same day as the alert. Begin with the conclusions from the preceding iteration’s AAR. What did the group discover last time? Did you make the improvements you identified before and avoid previous pitfalls? Thorough ly review your performance in light of where you want to go and refine your processes. Conclusion After applying these ideas, do one thing more: practice. Repetition in a learning environment allows experi mentation, underwrites honest failures and rewards improvement. This pro cess builds the skills and confidence to be proficient at alerting. MAJ Burt Brender is a training officer at Headquarters, 7th Infantry Division, Joint Base Lewis-McChord (JBLM), WA. His previous assignments include or ders chief, I Corps, JBLM; chief of operations for the National Training Center, Fort Irwin, CA; armor adviser to the Royal Saudi Land Forces, Khamis Mus hait, Saudi Arabia; commander, Head quarters and Headquarters Company, Figure 3. Blackhawk helicopters arrive for an air movement on Camp Casey, Korea.

Figure 4. Blackfoot Troop, 4th Squadron, 7th Cavalry Regiment, Soldiers clear an underground facility on Camp Stanley, Korea. 1st Battalion, 72nd Armor Regiment, Camp Hovey, Republic of Korea; and commander, Troop B, 4th Squadron, 7th Cavalry Regiment, Camp Casey, Republic of Korea. His military schools include the Command and General Staff College, Red Team Course, Maneuver Captain’s Career Course and Maneuver Officer Basic Course. MAJ Brender holds a master’s degree in military arts and sciences from Command and General Staff College and a bachelor’s degree in business administration from Pacific Lutheran University. He is a member of the Military Writers Guild. MAJ Bren der and COL C. Rodney Pattan are co-authors of In Cadence (a collection of poetry from two Army officers). AAR – after-action review JBLM – Joint Base Lewis-McChord Acronym Quick-Scan