Unit deployment managers ensure readiness

  • Published
  • By 1st Lt. Heather Alden
  • 100th Air Refueling Wing Public Affairs
ROYAL AIR FORCE MILDENHALL, England (USAFENS) --  Described by Maj. Jeffrey Lingens, RAF Mildenhall’s Installation Deployment Officer, as the squadron lifeline to deployment processes anywhere, unit deployment managers are tasked with ensuring their unit’s troops and cargo are ready for deployment.

“Ask any commander who has a deployment mission, and they will tell you their UDM is invaluable,” said Lt. Col. Jay Schaeufele, 100th Logistics Readiness Squadron commander. “In today’s expeditionary Air Force, it would seem that there would be a UDM career field, but there isn’t. Some units designate the UDM responsibilities as an additional duty, whereas many units with large Aerospace Expeditionary Force commitments assign a full-time UDM.”

A deployment manager’s world is one of many acronyms and complex systems used to manage and track the readiness of his unit’s people and cargo.

The overarching system UDMs use in the integrated deployment system is the logistics module, more commonly known as LOGMOD. This is a computer database that shows what each organization has available and what is deployment ready, both people- and cargo-wise. People readiness shows who is on profile, who has received the required immunizations, and who is properly trained for their deployment taskings, among other things. The cargo data in LOGMOD shows the cargo’s height, weight and shape, as well as how the cargo is packed, whether it is palletized or in a box.

“The most difficult part of being a UDM is dealing with the human aspect of making sure all squadron personnel are prepared to deploy,” said Tech. Sgt. Gregory Coulson, 100th LRS, who for four years as his squadron’s UDM was responsible for the readiness of 387 military members. Sergeant Coulson earned recognition as the 100th Air Refueling Wing unit deployment manager of 2004.

“With today’s ops tempo some of our people find it difficult to be pulled away from their busy schedules to get the necessary training and medical clearances required to get ready for possible deployments,” said Sergeant Coulson. “As a UDM, you deal with these things by remaining flexible, having a sense of humor and knowing exactly what is required from each and every individual who is subject to deploy.”

While LOGMOD tracks the readiness of people and cargo on many different levels, the AEF reporting tool shows which unit type codes –– a capability which consists of either personnel, equipment, or both, tasked to deploy to perform a specific mission or function –– are ready to deploy in each AEF bucket. UDMs must understand the ART, as it is also their job to assign people and cargo to the UTCs. Using the data collected in LOGMOD, UDMs can tell which Airmen and which cargo are ready to deploy and can fill a UTC with deployment-eligible assets.

Just as important as understanding the information systems required for smooth deployment planning, UDMs must also ensure the troops are ready to deploy. Deployment managers must ensure people are scheduled for and follow up on individual training for every military member in their units for things like weapons proficiency; self-aid buddy care training; nuclear, biological and chemical warfare defense training; and pallet buildup.

Besides ensuring the people are properly trained, UDMs must ensure they’re personally ready for deployment. Deployment managers use the preventative health assessment and individual medical readiness database to track things like immunizations and medical readiness.

Unit deployment managers also have a chance to develop their communication skills –– both with their commander and with the troops in the squadron.

“UDMs have to be aware of all requirements and know how to translate that information to the unit commander and the individuals in a language that they can understand,” said Sergeant Coulson. “After Airmen have been briefed on where they are going and what is required of them, most of them seem to have less anxiety about going to some of the more dangerous locations. For most, knowing their jobs is only a small part of going TDY, they want to know that someone is thinking of them and cares about how they are going to get to their final destination and return safely home.”

Understanding all of these complex systems and managing the people and assets to ensure unit readiness is a challenging job.

“I watch UDMs, and I notice that the characteristics of individuals who do it best are leaders who are able to multi-task, know their unit inside and out, and are excited by serving as their unit’s focal point for readiness,” said Colonel Schaeufele.

“Being a UDM is an important job that can help develop individuals’ technical and leadership skills. The knowledge that UDMs take back to their Air Force Specialty Codes makes them better leaders. Tech. Sgt. Coulson is a superb example of that. After four years as a UDM, he’s moved back to his primary Air Force Specialty Code, and I already see the results of his leadership in his new work center,” added the colonel.

During his time as a deployment manager, Sergeant Coulson learned that being a UDM is about more than the many tracking databases and confusing acronyms.

“Being flexible and always remaining mindful that there is a human being attached to the numbers and buckets that we have to fill is the most important and difficult part of being a UDM,” he said.