Army Chemical Review presents professional information about Chemical Corps functions related to chemical, biological, radiological, nuclear, smoke, flame, and civil support operations.
Issue link: https://chemical.epubxp.com/i/533676
Army Chemical Review 20 decision to station a CBRNE company on the Korean Penin- sula. While CBRNE companies had been designated as sepa- rate, numbered companies, they lacked organic sustainment capabilities and continued to rely on their parent battalions for support. The CBRN FDU resolves this issue. Based on a manpower requirements criteria analysis, CBRNE com- panies are now provided organic maintenance and signal support. Based on lessons learned in Korea and Iraq, the CBRNE company mission was changed from providing support to combatant commands and interagency partners to providing divisional support as a component of the CBRNE battalion. This change allows the maneuver commander the full range of capabilities and creates a truly scalable and tailorable force that is operationally agile enough to mitigate risk to the force and to exploit opportunities at the lowest echelon. Conclusion For nearly a decade, the CBRN force has been in a constant state of change as it has undergone reorganization in support of contemporary operational requirements. In spite of this constant change, the Regiment has remained ill-suited to meet current requirements in support of the joint force. It has relied heavily on nonstandard DOTMLPF-P solutions that have placed an unnecessary burden on the operational force to develop and maintain capabilities. The CBRN FDU leverages lessons learned to provide a resource-informed, DOTMLPF-P–integrated, outcomes-based solution to support the warfghter. It does more than reorganize the block-and-line chart; it transforms the way we fght as a Regiment. The CBRN FDU optimizes the available force structure and rebalances the force to provide maneuver commanders with the tools needed to detect, protect against, and mitigate future CBRN threats. Major Harwell is the CBRN concepts offcer for the MSCoE, Fort Leonard Wood, Missouri. He holds a of policy - degree Georgetown University, Washington, D.C., and "The CBRN FDU leverages lessons learned to provide a resource- informed, DOTMLPF-P–integrated, outcomes-based solution to support the warfghter." ("The 23d CBRNE Battalion: How We Train and Sustain," Conclusion While training for two distinct wartime mission sets and meeting "Fight Tonight" deployment readiness require- ments, the 23d CBRNE Battalion continues to gather les- sons learned regarding the best ways to train and sustain the unit. The battalion makes use of a 6-month training cycle and information gained from annual exercises includ- ing Ulchi Freedom Guardian, 2ID WMD Elimination Micro- experiment, Key Resolve, and Warpath to continue to refne tactics, techniques, and procedures and improve combined operations. But these practices are by no means the end state; they merely represent the beginning of an enduring ability to increase tactical and technical expertise while out- ftting units for distinct wartime mission sets—all while en- during the continuous personnel turnover in Korea. Endnote: 1 The Army time management cycle consists of three phases: • Red. The red phase, or support period, allows leaders to take advantage of all training opportunities to conduct individual Soldier, leader, and collective training; routine medical, den- tal, and administrative tasks are typically addressed during this period. Self-development is the key focus during the red phase. • The amber phase, or mission training period, focuses on the lowest level of combat power, meaning that crews, squads, and platoons take part in educational and other training; scheduled maintenance and other critical readiness training tasks take place during this phase. The focus of the amber phase is more on the individual, with lim- ited collective training opportunities. • The green phase, or prime time, focuses primar- ily on Soldiers and leaders; this type of training often in- cludes collective tasks that are integrated through multi- echelon training. Green-phase training always supports the mission-essential task list objective. Administrative and other activities are eliminated during the green phase to en- sure that all Soldiers participate in the training. Major Little is the S-3 offcer, 23d CBRNE Battalion. She holds a bachelor's degree in the U.S. Military Point, New York, and a degree in the University of North Carolina at Chapel Hill. Major Pineda is the executive offcer, 23d CBRNE Battalion. He holds a bachelor's degree in biology San Jose State University, San Jose, California, and a degree in