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movement of security personnel, and movement of supplies and equipment.
9-5. STABILITY AND SUPPORT OPERATIONS PLANNING CONSIDERATIONS
Once given a mission to conduct a SASO, the cargo and utility helicopter commander faces challenges
that may be different from those involved in conventional operations. Some of the planning factors that
commanders must consider are listed below.
a. Mission Analysis. Perhaps the greatest obstacle for the commander to overcome in SASO will
be defining the mission for his unit. When the unit receives the OPLAN/OPORD, mission analysis
begins. Careful mission analysis will allow the commander to determine if he is task organized
correctly to meet the intent of the JTF commander. During the mission analysis, the aviation
commander must pay particular attention to limitations placed upon him by the ROE or political
considerations.
b. Task Organization. Task organization for a SASO is METT-T driven. The commander must
assess the battalion's capabilities versus the mission he is given. He must determine if the task
organization is capable of accomplishing the assigned missions. If not, the commander must notify
the JTF commander and request to modify the task force so that the JTF commander's mission and
intent can be met by the cargo and utility helicopter unit.
c. Command Relationship. A cargo and utility helicopter unit may often deploy on a SASO
without their parent brigade headquarters, or a company may be attached to another battalion
headquarters to form an aviation task force. Further, it is possible that the aircraft may work for
another service or US nonmilitary agency, such as DEA and FBI. It is critical that the command
relationships for the SASO be established early. A clear understanding of the C2 relationship will
help reduce confusion throughout the operation. Determining the command relationship early will
allow the aviation unit to integrate with the headquarters they are attached to early, resulting in a
cohesive organization during the execution of the SASO.
d. Advanced Party Operations. Advanced party personnel need a comprehensive overview of their
unit's mission, commander's intent, capabilities, and requirements prior to deployment. Advanced
party personnel must interface with the gaining command or JTF as well as with the local
population. Advanced party personnel should be carefully selected by the commander, and the
makeup of the party is METT-T driven. For example, deploying to another country with an
undeveloped logistics base may require the advanced party to be heavily logistics weighted and
contain foreign language specialists, while other missions within CONUS, such as counterdrug
FM 1-113 Chapter 9
9-3
operations, can have an advanced party weighted with operational personnel. Whichever the
commander chooses, the advanced party must receive guidance and focus from the commander
prior to deployment. The advance party must also keep the commander informed as to their actions
and the current situation in the AOs.
e. Split-Based Operations. The cargo and utility commander will often deploy on SASO with a
portion of their unit and into a theater that has an immature logistics base. Often, logistics
operations will be conducted in theater and from the unit's home station. This is termed split-based
operations. The cargo and utility commander who deploys on an operation that is conducting
split-based operations must consider the type of support that must be provided from home station.
The commander must pay special attention to communications between the theater of operations
and the home station and to the transportation means available to provide a timely flow of logistics
to the deployed unit.
f. Deployment. SASO deployments deserve special consideration because many times the aviation
battalion, or elements of the battalion, will deploy alone and not with their parent organization.
The commander must ensure that the deploying units are fully supported during the preparation
and execution phases of the deployment. Special emphasis for deployment should be placed on the
following areas:
(1) Early involvement of movement control personnel. Commanders must integrate early
with the organizations providing movement control. Early coordination will ensure that that
rail and ship operations are conducted smoothly.
(2) Packing lists. Units need to identify a packing list and stick by it. Shipping containers
will be based upon the packing lists submitted by the units. Careful attention needs to be
placed on developing load plans that make the best use of the space available in the
containers provided.
(3) Liaison. SASO often require units to do missions for which they are not trained.
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