Combatting terrorism at home: mobilization for stability and support operations

Infantry Magazine, Summer, 2002 by T.A. Starkoski, Jr.

With the tragic events of September 11, 2001, many U.S. Army National Guard (ARNG) and U.S. Army Reserve (USAR) units were activated in support of Contingency Operation Noble Eagle. (Both will be referred to here as RC units.) This mobilization was directed to increase the protection of vital assets within the United States, including airports, utilities, ports, and military platforms for the projection of forces in support of Operation Enduring Freedom.

There were multiple types of missions, both state and federal. The state missions required the mobilization of Army National Guard units to supplement security forces within the state boundaries. Most of these missions remained under the control of the State Area Commands to establish an increased security presence to facilitate worldwide commerce and control of local utilities. Infantry forces were activated to supplement security forces at federal installations and conduct force protection/anti-terrorism (FP/AT) missions. These forces were assigned to various commands that do not normally host combat arms units. Units deployed within the United States under contingency operations face additional challenges in comparison to traditional deployment scenarios.

The intent of this summary is to help light infantry company commanders plan for potential mobilizations, as well as to help gaining units understand the challenges faced by gaining a combat arms unit instead of a military police unit for a force protection mission.

Traditionally, an infantry company works as part of a battalion organization that provides support through staff sections, direct support assets, and equipment. In operational environments, the infantry company is attached to the battalion or under the battalion's operational control to provide this support. As part of a garrison, an infantry company may be able to use the administrative clerks of the headquarters company, but it will have to coordinate most S-1, S-3, and S-4 functions, including the maintenance of vehicles and weapons.

A reserve component infantry company activated under a contingency mission in the continental United States (CONUS) faces multiple challenges that include pre-deployment training, alert, mobilization, garrison life, and stability and support operations (SAS).

Pre-deployment Training. Regardless of the type of mission, critical to the success of the infantry unit's deployment is continued focus on infantry mission essential task training in accordance with ARTEP 7-10 MTP. With the limited time that an RC unit can concentrate on mission essential tasks, a minimum of six months should be directed to those tasks, culminating in a collective training event or an external evaluation. Use of the combat training centers is essential in rehearsing critical tasks, soldier readiness, and team building.

On September 8, 2001, my company returned from a rotation at the Combat Maneuver Training Center (CMTC) in Germany. Only a few months earlier, several of the same soldiers had completed training at the Joint Readiness Training Center (JRTC) at Fort Polk. These training scenarios proved essential in the mobilization process because of the pre-deployment records review before departure. During the rotation, the unit was able to integrate into a regular Army unit and conduct both combat and security force missions.

Although the Army's CTCs are primarily designed for combat mission training, they provide the operational realism associated with any of the missions for which an infantry unit can be mobilized. The combat focus is necessary if a unit is to respond to a real-world terrorist incident that it may encounter during contingency deployments. This focus also works to hone the "warrior ethos" (FM 22-100, Army Leadership) and strengthen the command climate. During the training at CMTC, I had an opportunity to supervise and coach leaders in applying tactics, techniques, and procedures (TTPs) from previous training events and to refine them during operations, all of which applied during the mobilization and SASO.

One of the challenges RC soldiers face is professional development training. They must maintain physical fitness without the benefit of daily scheduled unit PT as conducted by Active Army units. This is crucial to their individual readiness to attend U.S. Army schools and participate in missions. The units manage fitness by frequent fitness testing, bayonet PT, combatives, and road march training. Throughout the year, most soldiers continue their professional development by using such resources as Army Knowledge Online (AKO), Army Correspondence Course Program (ACCP), and distance education centers that are sponsored by Army National Guard units. Many RC soldiers use their home station libraries throughout the month to study and prepare for the monthly unit training period. This training is conducted primarily on a volunteer basis and is in addition to the soldier's civilian employment.

Prior to deployment, the company established an Expert Infantryman's Badge (EIB) training program to sustain the basic soldier skills as well as increase opportunities for soldiers to test for and earn the EIB. Tied with an aggressive weapon training program, this enabled the company to be prepared for deployment. The remaining months of training should be focused on other training opportunities such as combat lifesaver programs, records reviews, mobilization planning, and family readiness events.