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FM 1-05__________________________________________________________________________________
the installation chaplain who decides whether to continue, combine, or sus-
pend specific chapel programs and services. The UMTs transfer property ac-
countability to the installation chaplain before departure. Deploying UMTs,
in concert with non-deploying UMTs, provide transition activities for soldiers
and their families.
Load Lists and Plans
3-66. The UMT must determine what to ship and what to carry. Some re-
ligious support supplies (communion bread, wine or grape juice) are consum-
able and cannot be pre-positioned with other war stocks. Sacred scriptures,
religious literature, rosaries, crosses and medals can be pre-positioned.
Equipment and supplies may not be available in theater for an unforeseen
length of time. The UMT must include in the TSOP a religious support sup-
ply load list and plan.
Family Support Activities
3-67. As information about the deployment becomes available, the unit, as
directed by the commander provides pre-deployment briefings to families
(typically the S1 coordinates such briefings). The information given will be
constrained by operational security requirements. Pre-deployment briefings
include information on services that will be available on the installation
during the deployment. Information will also be discussed regarding the ad-
vantages or disadvantages of family members remaining in the military
community or returning to their community of origin. UMTs participate in
pre-deployment briefings to provide religious support information to fami-
lies.
3-68. Religious support provided to soldiers and their families directly con-
tributes to the success of mobilization and deployment. Religious support
fosters family wellness, a substantial factor in soldier readiness. Lessons
learned from previous deployments and other research establish that sol-
diers deploying while anxious about personal and family problems are more
vulnerable to combat stress. They are more likely to experience panic, poor
judgment, battle fatigue, and the loss of the will to fight.
3-69. A lack of sufficient information, concern for coping without a spouse or
parent, and the trauma brought on by a soldier's departure can generate
stress within the family. Because families need religious support during this
period, many will turn to the UMT. The deploying team must balance the
needs of soldiers and families with its own preparation for departure. The
non-deploying UMTs must assume much of the religious support responsi-
bility for the families of the deploying soldiers.
3-70. It must also be mentioned that while care for the families of fellow sol-
diers is a responsibility for the UMT, the families of UMTs will also need
care and religious support. Non-deploying UMTs can assist these families
through the deployment process.
Deployment Phase II: Movement to the Port of Embarkation
3-71. When pre-deployment activities are concluded, the unit begins move-
ment to the port. Units traveling outside of CONUS use both sea and aerial
ports of embarkation (SPOE/APOE). Heavy equipment and the soldier op-
erators travel by ship to the theater of operations. The remainder of the unit
usually travels by air. Splitting the unit presents a challenge for the UMT.
3-16
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UNIT MINISTRY TEAM OPERATIONS
Since the UMT will normally travel by air, RS for soldiers traveling by ship
will require special planning and coordination.
Holding Areas
3-72. While the unit awaits transportation to the SPOE/APOE, it is normally
confined to a Personnel Holding Area (PHA). Time spent there can seem
long and monotonous. If the holding area is on the installation, this can be a
frustrating time for soldiers because families are near but out of reach. This
can be an important opportunity to provide religious support.
Deployment Phase III: Strategic Lift
3-73. Strategic lift begins with departure from the POE and ends with the
arrival in theater. Transportation Component Commands are responsible
for the strategic transportation of forces and their support. Religious sup-
port during this phase is oriented toward soldiers traveling with UMTs to
the theater of operations.
Deployment Phase IV: Theater Base Reception
3-74. Force reception begins when the unit arrives at the port of debarkation
(POD) in theater and ends when the unit departs the POD to begin the on-
ward movement phase. One of the primary requirements during this phase
is coordinating the onward movement of the deploying forces to their desti-
nation. The theater chaplain is responsible for religious support in the ports
of debarkation.
3-75. Except in the case of opposed entry, CSS units may arrive early in the
deployment to process combat units through the POD and to establish logis-
tical support systems. Religious support resources in the port-based CSS
units are limited. To prepare for operations, units are moved out of the
PODs as rapidly as possible, through marshaling or staging areas, and into
assembly areas (AA) or logistics bases.
3-76. In assembly areas soldiers prepare for onward movement. The unit
may task organize the force, develop and issue tactical plans and orders, co-
ordinate with other units, conduct reconnaissance, conduct training, and re-
hearsals. The immediacy of the pending mission frequently focuses soldiers’
concerns upon matters of faith or religion. When units are in Assembly Ar-
eas (AA), UMTs are generally able to provide religious support to soldiers
with little risk and with great receptivity.
Deployment Phase V: Theater Onward Movement
3-77. Onward movement begins with the personnel and equipment linkup,
the reconfiguration of forces, sustainment, and receipt of pre-positioned war
reserve stocks at designated areas. This phase concludes with the unit’s ar-
rival at the gaining command's Intermediate Staging Base (ISB) and tactical
assembly areas.
Intermediate Staging Base
3-78. Units traveling through the ISB en-route to their combat mission pres-
ent some religious support challenges. ISBs vary in size depending on the
forces involved in the mission, and at times can be large in terms of popula-
tion and geography. Units remain in the ISB for a minimum time, thus cre-
ating a highly transient community.
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FM 1-05__________________________________________________________________________________
Tactical Assembly Areas
3-79. Tactical assembly areas (TAAs) are occupied by brigades, battalions,
and companies that are forward of the rear area. Enemy contact is likely
and the commitment of the unit directly into combat is possible and often an-
ticipated.
3-80. Actions in the TAA focus on preparing the unit for future operations.
Common TAA activities include task organization, maintenance, personnel
replacement, re-supply, reorganization, rest, and planning for future opera-
tions. UMTs monitor changes in the task organization and adjust their
plans accordingly. TAAs offer good opportunities for religious services.
Continental United States Replacement Centers
3-81. Replacement centers within the Continental United States (CONUS)
receive and certify individuals for deployment to a combat theater. The
CONUS Replacement Centers (CRCs) process non-unit related AC soldiers
(to include RC soldiers accessioned onto active duty), Department of the
Army civilians, contract civilians, Red Cross workers and other civilians.
BATTLEFIELD TRANSITION PLANNING AND EXECUTION
3-82. As with planning for different types of operations, planning for mission
transitions must extend throughout the planning process and into operations
and redeployment. Transferring control of an operation to another organi-
zation requires detail planning and execution. Transition depends upon the
situation and will have its own characteristics and requirements. The UMTs
should continuously communicate and coordinate among themselves, en-
suring continual RS. After a hostile conflict or engagement, regeneration of
force capabilities will be a primary consideration for the UMT in the transi-
tion plan. Following a stability or support operations mission, the soldier’s
physical, emotional, family, and spiritual recovery may be the UMT’s transi-
tion focus. Mission analysis should provide the initial information to com-
mence transition planning. The RSP supports the command’s OPLAN with
thorough integration. Transition planning and execution considerations in-
clude—
· Logistical supplies.
· Synchronized RSP transition with follow-on units.
· Denominational support.
· Transition religious support continuity file.
· Religious and Cultural information of the AO.
3-83. A smooth transition between forces and UMTs is essential for continu-
ous religious support of all the military units. Cooperation among UMTs
will ensure that all military and approved personnel receive quality religious
support.
RELIGIOUS SUPPORT DURING REDEPLOYMENT AND DEMOBILIZATION
3-84. With the cessation of hostilities or the declaration of a truce, the de-
ployed force in a theater of operations will transition through the last stages
of Force Projection. This transition from the post-conflict stage through the
redeployment and demobilization stages may begin even if residual combat
operations are still underway.
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UNIT MINISTRY TEAM OPERATIONS
3-85. While some forces are preparing for redeployment, other forces remain
in support of Peace Building Operations. While soldiers restore order and
reestablish the host nation infrastructure, UMTs provide religious support
during the post-conflict stage.
3-86. As operations cease and forces are no longer required for Peace Build-
ing, units begin the redeployment stage. Forces and materiel not required
for subsequent operations re-deploy to CONUS or home-theater to prepare
for future missions. Redeploying forces may deploy to another theater or to
an area other than home station on short notice. Redeployment, like deploy-
ment, occurs in several phases:
· Reconstitution for strategic movement.
· Movement to redeployment assembly areas.
· Movement to the port of embarkation.
· Strategic lift.
· Reception at a port of debarkation.
· Onward movement from port of debarkation.
3-87. During demobilization the process of transferring RC units, individu-
als, and materiel from an active posture to a pre-mobilization or other ap-
proved posture begins. Demobilization coincides with the first three phases
of redeployment, the phases before the units depart the theater of opera-
tions. During this stage, RC units return to pre-mobilization status.
3-88. Demobilization requires careful planning which takes into account
public relations and what the soldiers are thinking and saying to each other.
3-89. The phases of demobilization are—
· Planning.
· Area of operations demobilization actions.
· Port of embarkation to demobilization station operations.
· Demobilization station operations.
· Home station actions.
Unit Religious Support During Redeployment
3-90. Religious support during redeployment is similar to religious support
during deployment. Some soldiers and contractors will be preparing equip-
ment for strategic lift or waiting in holding areas for transportation, while
others will be engaged in force projection operations.
Worship, pastoral care, and religious education help soldiers begin the transition
back to normal life.
3-91. UMTs providing religious support in assembly and PHAs during rede-
ployment face challenges similar to those encountered during deployment.
Worship, pastoral care, and religious education will help soldiers begin the
transition back to normal life. Reunion sessions, an important part of the
UMT's work, require early planning to be effective.
Reunion
3-92. Reunion denotes the reuniting of family members after separation as a
result of deployment. Army research shows that family problems intensify
3-19
FM 1-05__________________________________________________________________________________
when spouses return from deployments. Characteristics of the readjustment
period, which lasts for about two months, include the emergence of physical
symptoms, children's behavior problems, and marital tensions. For many
couples, the first weeks of reunion are the most challenging part of the whole
deployment experience. Tensions become most acute during the two weeks
before and after the soldiers' return.
3-93. Religious support during reunion assists soldiers and family members
in dealing with the stress that may occur while attempting to integrate ex-
periences while separated, as well as, personal expectations of family life af-
ter deployment. UMTs help to restore and preserve the relationships that
couples and families knew before deployment. During the reunion, UMTs
join with the Installation Religious Team, Army Community Services,
STARCs, United States Army Reserve Command (USARC) Major Subordi-
nate Commands (MSC), family program coordinators, and mental health
personnel to provide family assistance.
By assisting with the stress of reunion, the UMT helps to restore and preserve the
relationships that couples and families knew before deployment.
3-94. As married soldiers encounter reunion issues with spouses, single sol-
diers will experience reunion struggles with family and friends. Soldiers de-
ployed as individuals or in small detachments also experience reunion prob-
lems upon return to their units. Reunion briefings and workshops help to
minimize the problems for soldiers, families, and units. These events equip
soldiers with coping skills to face the challenge of reintegration to families,
peer groups, and units.
Reunion Preparation In Theater Before Redeployment
3-95. Before departing a theater of operations, UMTs coordinate with the
S1/G1 for reunion briefings and workshops. The workshops teach skills
needed to reconnect with younger children or to bond with newborns. Dur-
ing the pre-reunion period soldiers and families wonder, "What will it be like
to be together again?" and "How has this experience changed us and our re-
lationship?" While deployed UMTs conduct workshops in theater, non-
deployed UMTs conduct similar workshops for waiting families.
UMTs coordinate with the S1/G1 for briefings and workshops for soldiers in order
to prepare them for reunion.
Reunion Preparation at Home Station after Redeployment
3-96. UMTs plan additional workshops at home station. Some workshops will
be for soldiers and spouses, others for soldiers or spouses alone. UMTs may
coordinate workshops with the Installation Ministry Team (IMT), ACS,
Family Readiness Groups (FRG), and Chaplain Family Life Centers. The
UMT must be prepared to sustain the effort for several months, depending
on the length of the separation and the severity of the mission. From time to
time, UMTs conduct assessments of the effectiveness of the workshops and
the need to continue them.
3-97. Members of UMTs are cautioned not to ignore their own family reunion
process. Being occupied with helping others is not a reason for neglecting
3-20
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UNIT MINISTRY TEAM OPERATIONS
one's own family. Installation and Family Life Chaplains conduct workshops
specifically for redeploying UMTs.
UMTs are cautioned not to ignore their own family reunion process.
Recovery/Refitting
3-98. The unit's need to reestablish its readiness level sometimes competes
with the soldier's family for the soldier's time, energy, and attention. During
the recovery and refitting phase, soldiers need to clean, repair, and secure
equipment; identify shortages; requisition supplies; and reestablish stock
levels. Property accountability is reestablished with the installation Property
Book Officer (PBO). UMTs are not exempt from these concerns, even though
they are busy helping soldiers and families to reintegrate.
UMTs must balance reunion activities with refitting.
RELIGIOUS SUPPORT DURING DEMOBILIZATION
Planning Actions
3-99. Demobilization planning begins with mobilization and ends with the
decision to release units and individuals from active duty. This planning in-
cludes—
· Relocating units and individuals.
· Incorporating annual training (AT) for non-mobilized RC units to sup-
port demobilization.
· Mobilizing additional RC units.
· Using individual volunteers (by means of temporary tours of active duty)
to support critical missions in the demobilization process.
· Basic maintenance of equipment.
· Awards and decorations.
· Evaluation reports.
· After Action Reviews/Lessons Learned.
· Chaplaincy Detachment (CD) and GSU integration for support.
In Theater Activities
3-100. Before a unit departs the theater, it initiates demobilization adminis-
trative and logistical actions to include—
· Processing awards, decorations, and performance reports.
· Initiating line-of-duty investigations.
· Updating supply records and equipment accountability.
3-101. Medical and dental actions are started in theater when resources are
available. During this phase soldiers may be frustrated as they become anx-
ious to return home. As always, UMTs adapt religious support based on an
assessment of soldiers' needs.
Home Station Activities
3-102. The reintegration of soldiers who deployed with those who did not is
an important consideration for UMTs. During mobilization, many soldiers
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FM 1-05__________________________________________________________________________________
may deploy at different times, or with other units as a result of cross level-
ing. During demobilization, they may also return to home station at different
times. Feelings of resentment may build in the unit, and in families, because
some soldiers have returned and others have not. Reentry into the civilian
work force is of another concern of the soldiers of the RC.
INSTALLATION RELIGIOUS SUPPORT
REINTEGRATION/REUNION
3-103. The Installation Religious Team plans for—
· The reintegration of returning soldiers with their family members and
with non-deployed soldiers in their units.
· Support to casualty survivors.
· Non-deploying UMTs to continue their coverage of units and family
members normally served by the returning UMTs, so that they will be
able to reintegrate without the pressure of immediate duty.
3-104. Chaplain Family Life Center will—
· Assist in preparing families for reunion with soldiers.
· Assist UMTs with training and technical guidance on reunions.
(See Chapter 7 for further discussion of the Installation Chaplain and
NCOIC responsibilities.)
GENERAL RESPONSIBILITIES OF THE UNIT MINISTRY TEAM DURING
RELIGIOUS SUPPORT OPERATIONS
Staff Supervision
3-105. Chaplains at brigade and higher levels provide staff supervision of
religious support by visiting subordinate units, monitoring the tactical situa-
tion, and revising estimates and plans based on changes in METT-TC.
3-106. A staff officer does not have the authority to order a subordinate unit
to execute directives or orders. Staff officers make recommendations to sub-
ordinate commanders. These recommendations may be accepted or rejected.
A staff chaplain may contact a subordinate UMT to provide instructions, ad-
vice, and recommendations, offer assistance, or exchange information. The
commander will establish the nature and degree of the chaplain’s actual
authority or control in implementing the RSP.
Advising
3-107. Chaplains advise the commander on religion, morals, ethics, and mo-
rale as affected by religion. Advice extends to concerns such as the quality of
life for soldiers and families, impact of indigenous religions on operations,
and the allocation of resources. Commanders rely on the advice of the UMT
to help them discern the unit climate. At brigade and higher levels, the
UMT advises the command on the assignment of chaplains and chaplain as-
sistants. The chaplain's direct access to the commander allows face-to-face
communication and is the most effective means for providing advice.
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UNIT MINISTRY TEAM OPERATIONS
Administration
3-108. Administrative actions continue in the tactical environment. They
comply with unit TSOPs and appropriate regulations and doctrine.
Correspondence
3-109. Battlefield conditions complicate the preparation of correspondence.
The necessity for correspondence, however, will not decrease. The UMT
must prepare required reports and correspondence despite equipment limita-
tions or the tactical situation. Prior to deployment, UMTs must consider
how to adapt their procedures to field conditions.
Records Management
3-110. Army regulations and the unit TSOP determine the procedures for
managing and maintaining records. The UMT may need to maintain the
following records:
· Baptisms and other sacramental acts.
· Services of worship and attendance.
· Ministration to casualties.
· Memorial services or ceremonies.
· Staff journal (See DA Form 1594).
· After Action Reviews.
Logistics
3-111. Logistic support is essential to religious support in combat. Because
support requirements are more difficult to meet in combat, UMTs must be-
come familiar with the military supply system and use it as their first source
of re-supply rather than making local purchases. UMTs should know what
items are available within the system, which items are authorized for the
UMT, and what procedures to use to requisition supplies.
3-112. The Modified Table of Organization and Equipment (MTOE) is the
authorization document for ordering equipment. The chaplain is responsible
for all team equipment; while the chaplain assistant is accountable for its
proper use, security, and operational readiness. Request for changes to the
MTOE should be coordinated and staffed through the chain of command us-
ing DA Form 2028 (Recommended Changes To Publications and Blank
Forms).
Supplies
3-113. The chaplain assistant monitors supply levels, conducts inventories,
and requisitions supplies through unit supply channels digitally using De-
partment of Defense on-line requisition sites, or in coordination with the De-
fense Supply Center Philadelphia (DSCP) Item Manager. This procedure will
ensure timely replacement of standard expendable items. The team reports
its supply requirements to the supply section by national stock number
(NSN), nomenclature, amount, and projected usage rates.
3-114. UMTs should deploy with at least 60 days of ecclesiastical supplies.
Normally the unit establishes stockage levels, expressed as "Days of Supply"
(DOS). The UMT may need to adjust the amount of supplies carried in ac-
cordance with the projected rate of resupply for each mission. A team de-
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FM 1-05__________________________________________________________________________________
ploying to an immature theater with limited logistical support may not have
resupply available for 90-120 days.
3-115. UMTs at division and higher echelons coordinate directly with the
Defense Logistics Agency (DLA) Liaison Officer and the 9925 Item Manager
at DSCP to ensure a steady flow of Chaplain Resupply Kits and other relig-
ious support supplies to subordinate teams.
3-116. Planning must incorporate religious education/sustainment supplies
for long-term continual operations. These supply items are also managed by
the 9925 Item Manager. The supplies will support all faith groups’ spiritual
sustainment needs.
Maintenance
3-117. Maintenance is critical in a combat environment. The team is re-
sponsible for the maintenance of its assigned vehicle and other equipment.
An effective maintenance program is essential to ensure the UMT's ability to
perform religious support. Operator maintenance focuses on preventive
maintenance checks and services (PMCS). Both the chaplain and the chap-
lain assistant must be able to operate and maintain the vehicle. These skills
must be acquired and practiced before deployment.
Transportation
3-118. Section 3547 of 10 USC mandates transportation assets be afforded
to the Chaplain for the conducting of religious services. The vehicle must be
able to transport the team to all unit locations within the AO. The team
must take precautions to avoid compromising the unit's location or fighting
positions. Both members of the UMT must be trained and licensed to operate
the vehicle.
3-119. METT-TC will determine who drives the vehicle. The practice of the
chaplain driving in hostile areas ensures that the assistant, who is a com-
batant, can provide security. When not providing security for the team, the
chaplain assistant operates the vehicle.
3-120. The UMT should take full advantage of unit convoys. It must be
thoroughly familiar with convoy procedures, unit policy regarding move-
ments, and vehicle densities.
Communication
3-121. As the UMT travels on the battlefield, it must maintain communica-
tions with its operational base to keep the base informed of its status, loca-
tion and travel plans. At the same time, the team receives and transmits
situation reports (SITREP). The commander must provide the team with
dedicated communications equipment that is compatible with and keeps pace
with the commands secure communication equipment. The team may use a
variety of other means available within the unit. The team must be flexible
and creative to maintain communications.
3-122. Religious support is synchronized and implemented throughout the
area of operations, theater of operation, and communications zone (COMMZ)
by being fully integrated into the digitized communication and automation
systems. The ability to reach from the area of operations to the home sta-
tion support node (HSSN) is essential for relaying time sensitive information
3-24
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UNIT MINISTRY TEAM OPERATIONS
and religious support requests. A mobile communication link between each
echelon enables the UMT to allow time-sensitive data to be rapidly commu-
nicated to and from each echelon. This is essential for the UMT’s mission of
providing soldiers with the personal delivery of religious support. It ensures
that the UMT has the ability to move to where time-critical religious support
is essential. The communication linkage between UMTs provides immediate
access to processed critical information needed to ensure the commander’s
religious support plan is executed successfully.
Assessment
3-123. UMTs continuously identify, assess, and disseminate lessons learned
throughout the force and branch. Assessment of lessons learned from opera-
tions is the key element for future training objectives. Observation teams
deploy with Army forces on every major operation. Religious support is an
important element of the operation and lessons learned must be gathered on
and integrated into the overall assessment of the operation.
3-124. Lessons learned are also critical during a transition phase between
one force and another. UMTs arriving into the theater of operations can bet-
ter understand the battlefield and METT-TC implications through lessons
gathered by departing UMTs.
RELIGION, MORALS, ETHICS, AND MORALE
3-125. Chaplains serve as the "conscience of the command." Chaplains ad-
vise the commander on the moral and ethical nature of command policies,
programs and actions, as well as, on the impact of command policies on sol-
diers. They advise the commander on—
· Religious/ethical issues as they bear on mission accomplishment and mo-
rale.
· Inter-faith relations among religious groups in the command.
· The role of religion within indigenous population groups.
· Accommodation of special religious needs/requirements.
· Quality of life issues.
· Unit command climate.
INDIGENOUS RELIGIONS
3-126. The chaplain advises the commander and staff on the beliefs, prac-
tices, and customs of religious groups in the AO, and the impact that local
religions may have on the conduct of the mission. This advice is based on in-
formation developed at division and higher echelons and is coordinated with
the G5 and Civil Military Operations (CMO) officer. (See Appendices A and
F for more information.) Common concerns include—
· Religious organizations and doctrines.
· Religious practices and customs.
· Places of worship, shrines, and other holy places.
PUBLICATIONS
3-127. Prior to deploying, UMTs review the list of publications in the refer-
ence section of this manual to determine what to carry. As a minimum, the
team carries this manual (FM 1-05), JP 1-05, AR 165-1, and pertinent "go to
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FM 1-05__________________________________________________________________________________
war" publications of the unit. The chaplain assistant requisitions missing
publications and maintains the team’s publications.
JOURNALS AND WORKBOOKS
3-128. The UMT should maintain a staff journal covering each 24-hour pe-
riod (See DA Form 1594). The staff journal is a chronological record of
events and serves as a permanent record for operational reviews, training is-
sues, and historical research. The team’s journal entries should provide
enough detail to describe its activities adequately and to fix the time and
place of significant religious support events; however, care must be taken to
avoid compromising privileged information by recording it in the staff jour-
nal. Journals are useful in reconstructing events, maintaining religious
support histories, writing AARs and lessons learned for the operation. Typi-
cal entries include—
· Summaries of plans and orders.
· Religious support activities.
· Reports sent and received.
· Reports of contact with other UMTs, missionaries, faith-based NGO/IOs,
and humanitarian agencies.
3-129. A UMT may choose to keep a staff section workbook, also known as a
"battle book." It is an informal, indexed collection of references and informa-
tion taken from written and oral orders, messages, journal entries, and
meetings. The battle book may include extracts from doctrinal manuals,
forms, and other information. It has no specific format and is not a perma-
nent record. (See FM 101-5.) RC UMTs should build battle books in concert
with the AC unit they train with in peacetime and/or deploy with for opera-
tions.
SUMMARY
3-130. Religious support operations planning, preparation, coordination,
and execution must be comprehensive. It must envelop all faith groups and
personnel, be synchronized among all commands and UMTs, and be flexible
enough to meet the fluid environment. The UMT will be faced with a great
deal of information it must manage, implement, and disseminate. Constant
and aggressive information gathering and analysis will keep the UMT in-
formed of the religious support requirements for the commander. The
chaplain, as a personal staff officer, and the chaplain assistant are a critical
assets for ensuring the commander’s religious support plan is implemented
in a comprehensive and timely manner. Through proper staff procedures,
mission rehearsals, and staff coordination, the RSP will meet the mission’s
requirements.
RESOURCES
3-131. The following is a list of main resources utilized for writing and up-
dating this doctrine.
· AR 165-1.
· JP 1-05.
· JP 5-00.2.
· JP 3-0.
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UNIT MINISTRY TEAM OPERATIONS
· JP 3-05.
· FM 16-1.
· FM 3-0 (100-5).
· FM 25-100.
· FM 25-101.
· FM 100-17-3.
· FM 101-5.
· FM 55-30.
· National Military Strategy
· Joint Vision 2010
· Army Vision 2010
· Concept for Future Joint Operations, May 1997
· U.S. Army Chaplaincy Strategic Plan FY 2000-FY 2005
· Chaplain Support Force XXI White Paper
· Quadrennial Defense Review Report, September 2001.
3-27
Chapter 4
BATTALION, SQUADRON, BRIGADE,
REGIMENT AND GROUP RELIGIOUS
SUPPORT OPERATIONS
The levels described within this chapter are the smallest echelons to
which UMTs are assigned.
CONTENTS
TACTICAL ECHELON DESCRIPTION
Tactical Echelon Description
4-1
BATTALION AND SQUADRONS
Fundamentals of Religious Support
Operations
4-3
4-1. Maneuver battalions can
Role of the Battalion/Squadron Unit
be reinforced with other
Ministry Team and Section
4-3
combat and combat support
Role of the Brigade Unit Ministry
companies to form task forces
Team
4-6
for special missions. Task
Operations Planning and
organization increases the
Preparation for Unit Ministry
capability of maneuver
Teams
4-14
battalions to ensure
Developing Priorities for the Task
operational success. A Brigade
Force Unit Ministry Team
4-15
commander through the staff
Writing Religious Support Appendix 4-16
estimation process may task-
Brigade
4-17
organize tank and mechanized
Situational Awareness
4-22
infantry battalions by cross-
Offense
4-25
attaching companies between
Religious Support of Defensive
these units. Field artillery
Operations
4-30
(FA) batteries can be reinforced
Other Brigade and Below Units and
with batteries of any kind to
Special Religious Support
form artillery task forces.
Considerations
4-36
Light units and engineer
battalions can also be reinforced using this same task organization process.
4-2. Combat support and CSS battalions vary widely in type and organiza-
tion. They may be separate division or non-divisional battalions but nor-
mally perform functional services for a larger unit within that unit’s area of
operations. Air defense artillery and signal battalions assigned to, or sup-
porting, divisions routinely operate throughout the division area of opera-
tions. The Corps Support Battalion (CSB) is part of a Corps Support Com-
mand (COSCOM) and a Corps Support Group (CSG) and provides support to
units that could belong to a division, or a Corps.
4-1
FM 1-05__________________________________________________________________________________
4-3. Battalions, or their equivalent, conduct operations as part of a brigade’s
operation. Occasionally they are directly under a division or regiment’s con-
trol. Their capability is increased through task organization. The com-
mander understands the intent of the brigade commander and division
commander so that he can properly employ his force.
BRIGADES, REGIMENTS, AND GROUPS
4-4. Brigade size units control two or more battalions or squadrons. Sepa-
rate brigades of infantry, armor, field artillery, air defense artillery, engi-
neer, and aviation, and armored cavalry regiments can be used to reinforce
corps or division and can be shifted from unit to unit to tailor forces for com-
bat.
4-5. Division commanders adjust the organization of their brigades and
change their task organization as required by the factors of METT-TC. They
normally receive support from FA battalions, engineer battalions (heavy di-
visions), forward support battalions, and smaller combat, combat support,
and CSS units. Their chief tactical responsibility is synchronizing the plans
and actions of their subordinate units to accomplish tasks for the division or
corps.
4-6. Separate maneuver brigades and armored cavalry regiments have a
fixed organization with organic cavalry, engineer, air defense, field artillery,
military intelligence, chemical, and CSS units. Separate brigades are capa-
ble of operating as independent units.
4-7. Other combat, CS, and CSS brigades and groups are organized to con-
trol capabilities for divisions, corps, and larger units. They may also be the
building blocks of large unit support structures such as corps and theater
army support commands and of combat support commands such as engineer
commands. Divisions receive support from an organic brigade-sized, division
artillery (DIVARTY), an aviation bri-
Planning Checklist
gade, and a Division Support Com-
Staff: communication, annex,
mand (DISCOM) comprised of CSS
integration, briefings
battalions and companies. Heavy divi-
sions have an organic engineer bri-
Specialized:
gade.
· Nurture the living:
® Spiritual Fitness
Part of a Division
® Worship
4-8. Brigades or their equivalent usu-
® Counseling
ally operate as part of a division. The
® Visitation
division is a large, fixed Army organi-
· Care for the Dying:
zation that trains and fights as a tacti-
® Spiritual triage
cal team. Normally, the division com-
® Leadership
mander controls two- to five-ground
maneuver brigades. The brigade can
® Battle Stress
be employed in autonomous or semiau-
· Honor the Dead:
tonomous operations when properly
® Memorial Services
organized for combat. All brigades
® Memorial Ceremonies
must be able to deploy, conduct offen-
® Rites
sive operations, conduct defensive op-
® Sacraments
erations, and conduct retrograde op-
® Prayers
4-2
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
erations. Airborne, air assault, and ranger brigades/regiments are capable of
conducting forced entry operations. All brigades may deploy to conduct mili-
tary operations other than war. The brigade UMT is part of the division re-
ligious support staff and program.
Part of a Joint Task Force
4-9. Brigades or similar may deploy as part of a JTF with or without its
traditional divisional headquarters. In these types of operations, the brigade
may work directly for the JTF commander. The demand for experienced liai-
son will be high for a brigade in a JTF. Liaison may be required with joint,
multinational, interagency, and or non-governmental agencies. The brigade's
requirement for liaison will exceed its normal personnel and equipment
structure.
4-10. Planning Religious Support for this type of operation needs to take into
consideration the diversity and complexity of the chain of command, logis-
tics, force structure, and area of operation.
FUNDAMENTALS OF RELIGIOUS SUPPORT OPERATIONS
GOAL OF UNIT MINISTRY TEAMS
4-11. The goal of all Unit Ministry Teams is the personal delivery of compre-
hensive, timely, and effective religious support to all soldiers.
4-12. Comprehensive, because each soldier has his or her own definition of
what constitutes religious support. While not every spiritual need of every
soldier can be met in the battlespace, the UMT seeks to meet as many needs
as possible. Timely, because time is a limited commodity, and the situation
changes in the battlespace. The UMT must be aware of the changing situa-
tion and prioritize ministry accordingly. Effective, because religious support
must be more than minimal presence and a hurried service by the UMT.
Quality effective religious support can provide hope and courage to soldiers
who are facing the stress of battle.
ROLE OF THE BATTALION/SQUADRON UNIT MINISTRY TEAM AND
SECTION
BATTALION/SQUADRON TACTICAL UMT
CHAPLAIN (O-3)
CHAPLAIN ASSISTANT (E-3/4/5)
Role
Role
Commissioned Officer/Staff
Noncommissioned Officer
Religious Professional
Specialized Assistant
Title 10 Protected
Religious Support Specialist
Team Security
Mission
Mission
Advises commander on religious support and
Advises Chaplain and NCO Chain.
quality of life issues to support the unit’s
Provides specialized assistance in areas of
mission.
religious support to support the chaplain.
4-3
FM 1-05__________________________________________________________________________________
BATTALION/SQUADRON TACTICAL UMT
CHAPLAIN (O-3)
CHAPLAIN ASSISTANT (E-3/4/5)
Performs/provides/coordinates the religious
Perform battle staff functions.
support mission for the battalion/squadron.
Team member/ NCO.
Team leader.
Parallel Tasks
Parallel Tasks
Performs religious support.
Prepare and synchronizes religious support and
Provides spiritual, stress, fatigue, suicide
provides emergency religious ministrations in
preventive counseling to individuals and
the battlespace.
family members.
Screens stress, fatigue, suicide individuals for
Plans unit CMRP.
counseling or provide referrals if needed.
Initiates religious support plan.
Implements the unit CMRP.
Manages section funds and field offerings.
Prepares the Religious Support Annex.
Supervises Chaplain Assistant/Team NCO.
Safeguard and accounts for field offerings.
Maintains unit equipment.
RESPONSIBILITY AND ACCOUNTABILITY
Staff Responsibilities
4-13. The chaplain serves the commander as a personal staff officer to plan,
synchronize, and coordinate religious support, within the commander’s area
of responsibility. The battalion chaplain is the section leader. The chaplain
assistant serves as the section NCOIC.
4-14. Chaplains serve as the "conscience of the command." Chaplains advise
the commander on the moral and ethical nature of command policies, pro-
grams, actions, and the impact of command policies on soldiers. They advise
the commander on—
· Religious and ethical issues as they effect mission accomplishment.
· Indigenous religions and their impact on the mission.
· Accommodation of special religious needs and practices within the com-
mand.
· Matters of unit morale as effected by religion.
Relationship to Brigade Unit Ministry Team
4-15. The battalion/squadron UMT works closely with the brigade (BDE)
UMT ensuring a comprehensive and coordinated religious support plan for
the BDE commander. The BDE UMT technically supervises the subordinate
UMT and supports their RSP. During combat operations the battalion (BN)
UMTs maintain communications with the BDE UMT sharing information
about the religious support mission. In garrison operations, the BN UMT
trains with the BDE UMT, coordinates unit and family religious support,
and prepares for deployments.
Relationship to the Division Unit Ministry Team
4-16. The battalion/squadron UMT looks to the division UMT as their men-
tors and advisors during garrison operations. During combat operations, the
4-4
___
BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
BN UMT will be prepared to communicate religious support issues directly if
they assume the BDE UMT mission or if they work directly for a divi-
sion/task force (TF) UMT. The principle of understanding and implementing
the guidance of the commander two levels up also applies to the work of the
Battalion UMT. The BCT UMT plans its RSP in harmony with the guid-
ance the Division UMT. The Battalion UMT must understand and imple-
ment the Division RSP as it plans and executes its RSP.
Supervision Responsibilities
4-17. The chaplain exercises staff supervision and technical control for re-
ligious support throughout the battalion AO. The Chaplain is responsible for
the development, implementation, and coordination of religious support as-
sets, operations and activities. The chaplain assistant NCOIC is an active
member of the NCO support channel in the unit on religious support issues
and soldier welfare. The Chaplain assesses the soldiers and other author-
ized personnel’s interpersonal/spiritual well being, which can affect the
unit’s fighting spirit. The UMT advises the commander on humanitarian
aspects of operations, and the impact of command policies on indigenous re-
ligions. The Chaplain provides and coordinates privileged and sensitive
spiritual counseling and pastoral care to the unit’s command, soldiers,
authorized civilians, and families. The UMT locates where they can best co-
ordinate, communicate and facilitate religious support across the
battlespace.
Staff Supervision During the Operation
4-18. The battalion Chaplain supervises the Chaplain Assistant. The UMT
provides direct support and area support to units located within the battal-
ion AO. The UMT coordinates religious support with each unit. The UMT
monitors the tactical situation, and plans based on changes in METT-TC. If
necessary, they recommend changes to the religious support annex and en-
sure supported units receive information concerning changes via` FRAGOs.
The UMT reports required religious support data to the brigade UMT. The
battalion UMT receives operational missions via the Brigade Operational
Order/FRAGOs. The brigade UMT is the technical supervisor for the bat-
talion UMT who does prior coordination and establishes contingency plans
for the brigade religious support plan.
4-19. Before the battle, the battalion UMT submits a religious support annex
that gives guidance to all unit commanders of the religious support provided.
The chaplain assistant gathers information that will allow the UMT to battle
track the operation, current unit positions, overlays, special operating in-
struction (SOI) information and successfully navigate the battlespace.
4-20. The UMT before, during, and after a phase of operation will coordinate
with the Battalion Task Force for treatment and forward surgery teams to
provide comprehensive religious support to soldiers being treated and to the
team itself. The UMT coordinates their efforts in conjunction with the
movement of the casualties. The UMT maintains contact via radio, casualty
feeder cards, etc. with the brigade UMT in the form of SITREPs on their lo-
cation, health, statistics, and ability to provide religious support such as
mass casualty (MASCAL).
4-5
FM 1-05__________________________________________________________________________________
4-21. The battalion UMT considers the spiritual condition of the soldiers in
follow-on planning. The severity of the previous operation and the number
of casualties suffered are key factors in planning, preparing, and executing
cycle that is a nonstop process.
Training
4-22. The battalion UMT has the responsibility to be proficiently trained in
all areas necessary in order to adequately execute the religious support mis-
sion. It is the responsibility of each member of the UMT to be a tactically
and professionally proficient team member. They must train in soldier tasks
and collective tasks as a team. The battalion UMT trains to the unit’s METL
utilizing the derived religious support METL. The religious support METL
serves as the focal point on which the UMT plans, executes, and assesses
training. Training must encompass the following principles to effectively
train as a team:
· Train as you provide religious support in the battlespace.
· Use all appropriate doctrine and tactics, techniques, and procedures
(TTPs).
· Use performance-oriented training.
· Use mission-oriented training.
· Make training a challenge.
· Train to sustain proficiency.
· Train using multi-echelon techniques.
· Take control and maximize training opportunities.
ROLE OF THE BRIGADE UNIT MINISTRY TEAM
4-23. The religious support section is made up of a minimum of a Unit Minis-
try Team (UMT) composed of a chaplain (56A) and one enlisted chaplain as-
sistant (56M). The UMT facilitates and coordinates religious support across
the battlespace.
4-24. The brigade chaplain is a religious leader, competent staff officer and
team leader. The brigade chaplain assistant NCOIC is a leader and advisor,
mentor and information manager for the UMT. The UMT must have a keen
awareness of the world situation as it bears on potential military operations,
must know the role of military religious leaders and must have a broad un-
derstanding of the impact of indigenous religions on military operations.
4-25. UMTs must use technology to enhance the personal delivery of relig-
ious support. They must be trained in joint and multinational operations and
skilled in synchronizing all aspects of religious support during military op-
erations. They will operate in an environment of increasing volatility, com-
plexity and ambiguity, thus the brigade UMT must be innovative and disci-
plined.
4-26. The brigade chaplain assistant needs to be a graduate of the Battle
Staff NCO Course (with the 2S identifier). This will enable the brigade
chaplain assistant NCOIC to take part in the MDMP in the absence of the
chaplain, to track the battle analytically, and to better utilize the digital en-
ablers that the brigade will share with other staff sections.
4-6
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
4-27. Brigade UMTs require the same level of technology as the command.
UMT automation, communication and transportation must keep pace with
the command’s requirements in order to effectively coordinate religious sup-
port, communicate critical information and remain physically flexible to
meet requirements across the brigade battlespace. The UMT is an integral
part of the brigade.
THE BRIGADE/REGIMENTS/GROUPS TACTICAL UMT
CHAPLAIN
(O-4/5)
CHAPLAIN ASSISTANT NCO (E-6/7)
Role
Role
Commissioned Officer/Staff
Noncommissioned Officer
Religious Professional
Specialized Assistant
Title 10 Protected
Religious Support Specialist
Team Security
Mission
Mission
Advises commander on religious support and
Advises Chaplain
quality of life issues to support the unit’s
NCO Support Channel
mission.
Provides specialized assistance in areas of
Performs/provides/coordinates the religious
religious support to support the chaplain.
support mission for the brigade.
Performs Battle Staff functions.
Brigade Team Leader.
Team NCOIC.
Parallel Tasks
Parallel Tasks
Provides religious support supervision of
Provide religious support supervision of Bn/Sqd
Bn/Sqd Chaplains.
Chaplain Assistant NCOs and Chaplain
Initiates and develops the religious support
Assistants.
plan.
Synchronizes the religious support plan.
Train Chaplains on MOS task.
Trains Chaplain Assistants on MOS task.
Plan and reviews the BDE CMRP.
Prepare and implement the BDE CMRP.
RESPONSIBILITY AND ACCOUNTABILITY
Staff Responsibilities
4-28. The Brigade UMT works directly for the commander. The chaplain
serves the commander as a personal staff officer to plan, synchronize, and
coordinate religious support, within the commander’s area of responsibility.
The brigade chaplain is the section leader. The chaplain assistant serves as
the section NCOIC. The brigade UMT serves as the technical supervisor
and mentor to subordinate UMTs. As the commander’s personal staff officer
for religious support, chaplains at brigade-level and higher are responsible
for assessing the technical proficiency of UMTs in subordinate units. They
conduct assessments with the unit during field training exercises (FTXs),
Battle Command Training Program (BCTP) events, external Army Training
and Evaluation Program (ARTEP) events, Combat Training Center (CTC)
rotations, unit training, and command inspections.
4-7
FM 1-05__________________________________________________________________________________
4-29. Chaplains serve as the "conscience of the command." Chaplains advise
the commander on the moral and ethical nature of command policies, pro-
grams and actions, and the impact of command policies on soldiers. They
advise the commander on the following, in addition to, the previous battal-
ion/squadron topics:
· UMT personnel issues.
· Division RSP.
· Training issues.
Relationship to the Division Unit Ministry Team
4-30. The Division or TF UMT is the immediate technical supervisor for BDE
UMTs assigned or attached operationally to a division or task force. If not
assigned or attached, there may be a need operationally for coordination and
close communication to ensure comprehensive religious support.
4-31. The BDE UMT or equivalent fully supports the division and/or TF RSP
by supervising and providing guidance to BN UMTs RSPs. They work
closely supporting the operational information religious support manage-
ment process for the entire division or task force.
Relationship to CORPS Unit Ministry Team
4-32. The principle of understanding and implementing the guidance of the
commander two levels up also applies to the work of the Brigade UMT. It is
essential for the BCT UMT to understand and implement the Corps RSP as
it plans and executes its RSP.
Staff Supervision During the Operation
4-33. Brigade UMTs provide staff supervision of religious support by visiting
subordinate units, monitoring the tactical situation, and planning based on
changes in METT-TC. If required, they recommend changes to the religious
support annex and ensure subordinate units receive and execute the
changes, which are issued as FRAGOs. The brigade UMT should maintain
contact with subordinate UMTs by visits, radio spot reports, or any means
possible to insure subordinate UMTs status is 100 percent and religious sup-
port data is collected and sent to the division UMT.
4-34. The brigade UMT monitors the tactical situation, the status of each
battalion UMT, and plans for future operations. If changes in METT-TC
warrant adjustments in religious support, the brigade chaplain recommends
changes to the brigade commander or executive officer. Reassigning a
chaplain or chaplain assistant, or changing the mission of a battalion UMT,
requires a FRAGO. The brigade UMT must be prepared to augment TF
UMTs in the event of mass casualties. The brigade religious support annex
should have a plan to augment the religious support provided at the base
support battalion (BSB), forward support medical company (FSMC).
4-35. When the brigade reaches the objective, casualty evacuation increases.
The brigade UMT again assesses the requirements for additional religious
support in the AO. If the number of casualties is high, a MASCAL is de-
clared. The brigade UMT will issue a FRAGO to notify supporting UMTs.
These UMTs will assist the BSB UMT in providing religious support at the
FSMC to casualties and by conducting religious support debriefing.
4-8
___
BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
4-36. If a TF UMT has not submitted a current SITREP (See format model in
FM 101-5-2), the brigade UMT NCO contacts the team to determine its
status. When feasible, the brigade UMT moves forward to the TF UMTs to
provide direct spiritual care. Priority goes to the TF executing the main at-
tack. If the brigade continues the mission, time may be very limited. This
phase may start with reconnaissance, or it may go directly into deployment
for another assault.
4-37. The brigade UMT considers the spiritual condition of the soldiers in
follow-on planning. The severity of the previous operation and the number
of casualties suffered are key factors in the planning, preparing and execut-
ing cycle that is a nonstop process.
4-38. If the brigade is operating as part of a division mission, the brigade
UMT of the follow-and-support brigade establishes liaison with the UMT of
the lead brigade to facilitate pastoral care casualties and other religious sup-
port. The follow-and-support brigade may provide evacuation and treat-
ment for casualties of the lead brigade, so that the lead brigade can continue
its tempo. This mission is of particular concern to the brigade UMT because
of its complexity, intensity, and momentum.
4-39. In the mobile defense, battalions engaged in offensive, defensive, and
retrograde actions present a challenge for the brigade UMT. The UMT plans
religious support for each of the units based on METT-TC. The religious
support plan is incorporated into the brigade OPLAN as an annex. The area
defense differs from the mobile defense in that all units are engaged in de-
fensive operations.
Supervision of Brigade Combat Team (BCT) Religious Support Operations
4-40. All action starts with a vision and that includes religious support. "Vi-
sion" is a personal concept of what the organization must be capable of doing
by some future point. It is the target. What does the organization need to
accomplish today, tomorrow, or years from now to achieve the desired result?
How is the organization developed to achieve that capability? Simply put,
vision sees the required effort, leadership, and plan to get the job done.
4-41. The transition from battalion to brigade-level religious support requires
a transition in focus as well as location. The brigade-level chaplain’s focus
moves from being primarily an operator to being a staff supervisor of relig-
ious support for the commander. A very important part of being a brigade
chaplain/supervisor is the development of the vision mentioned above. That
vision must broaden to the whole brigade and see supervision as an aspect of
religious support proper.
4-42. One component of the vision is certain imperatives for focusing action --
a vision that includes provisions to provide purpose, direction, motivation,
and continuity. To provide some insight as to how this applies to the Bri-
gade Unit Ministry Teams, the following few paragraphs will paraphrase
FM 22-103, Leadership and Command at Senior Levels.
4-43. Purpose insures there is a clear and worthy object for every action and
sacrifice. It provides the UMTs with a reason to withstand the stress of con-
tinuous operations. It depends heavily on the ability of the battalion UMTs
to understand all requirements. The brigade chaplain does this by giving a
4-9
FM 1-05__________________________________________________________________________________
sense of priority and importance to necessary tasks. The brigade chaplain
explains how the success or failure of the UMTs will impact upon the unit.
Teams with a good sense of purpose will succeed in ways that cannot be fore-
cast before the action. Purpose provides the religious support teams of the
BCT with goals. It gives the teams a sense of "why" they are doing what
they are doing.
4-44. Direction channels the collective efforts of the people on the teams to-
ward the unit's goals, objectives, and priorities. It puts the Unit Ministry
Teams on a clear and unambiguous course and thus creates the conditions
that allow them to succeed. Setting goals and standards, ensuring disci-
pline, and training the teams are some of the means the brigade chaplain
can use to chart a direction for the teams. Goals and standards provide the
azimuth. Good discipline provides the confidence that goals and standards
are met in the absence of leaders and immediate guidance. Training ensures
results. An additional means of providing direction is the SOP. Direction
helps the teams know what to do, while purpose helps the teams understand
why they do it.
4-45. Motivation engages the will of Unit Ministry Teams to do their utmost
to achieve the purposes, goals, objectives, and priorities of the unit, even un-
der the most difficult circumstances of combat. It is not enough to know why
and what to do; we need the moral force of a strong will.
4-46. Continuity anticipates future conditions, situations, and needs; it takes
steps in the near term to ensure that the BDE Unit Ministry Team can meet
future missions. Synchronization of plans and efforts among all Unit Minis-
try Teams is critical to quality religious support. The Brigade Chaplain is
the focal point for this as the staff representative for religious support for the
commander.
Supervisory Relationships
4-47. The complex job of the brigade chaplain is to organize the efforts of
UMTs in different subunit commands with different battlefield operating
system (BOS) responsibilities and support. Some of the teams are in units
assigned directly or as attached to the brigade, i.e., the maneuver battalions
and field artillery battalion (unit support). To further expand religious sup-
port supervision and synchronization, area support to soldiers, members of
other services, authorized civilians, and all who have no organic or available
religious support is part of the comprehensive plan. The supervisory role
expands to denominational coverage to these soldiers. Still, the mandate to
UMTs is to provide religious support to all soldiers in the AO.
4-48. The Brigade Chaplain as a staff officer for the commander uses differ-
ent external coordination channels to ensure the accomplishment of religious
support. Three channels of communication command, staff, and technical re-
quire development and rehearsal. Too often coordination and guidance are
communicated through the wrong channels; and because the Brigade Chap-
lain has no command authority, he/she must work effectively through the
correct coordination channels.
4-10
___
BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
Supervision of Brigade Religious Support Operations
4-49. Task Force UMTs work for their unit commanders. The BDE UMT
cannot give guidance to subordinate UMTs that conflicts with their com-
mander’s guidance. Proper coordination and solid common sense on the part
of the BDE UMT make the entire BDE religious support plan work.
4-50. Proper coordination with the commands and staffs in the brigade opens
doors of quality communication and support. A good working relationship
builds respect and cooperation with commanders and staffs throughout the
brigade combat team. The brigade chaplain and NCOIC need to cultivate
this relationship and respect their position on the commander’s staff. Proper
staffing procedures make religious support a reality.
OBSERVED PRINCIPLES OF EFFECTIVE SUPERVISION
The primary mission of the Brigade UMT is to synchronize Religious Support.
The BDE Unit Ministry Team assigns its highest priority to managing religious support for the whole
BDE. The UMT must see supervising as their part of comprehensive religious support. Providing
religious support to the tactical operations center (TOC) is secondary to the primary mission of
synchronizing religious support throughout the BDE. When the BDE UMT is effectively overseeing
religious support, quality religious support reaches all corners of the BDE.
PRINCIPLE 1. The BDE UMT trains as a team before it arrives in a theater of
operation.
A goal of the BDE UMT training is to work as a synchronized team. UMTs do individual
religious support well, but the BDE UMT must work hard at coordinating the religious
support that happens in the Brigade.
PRINCIPLE 2. Synchronize Religious Support Appendices at all levels.
The BDE UMT ensures that religious support is synchronized on paper and in action.
Make certain that the Brigade Religious Support Appendix is accurately reflected in
subordinate UMT Religious Support Appendices. A goal for BDE UMT training is to
have continuity in religious support appendices throughout the BDE UMT.
PRINCIPLE 3. Plan, rehearse and coordinate casualty replacement plans for
members of the BDE UMT.
UMT members in the BDE should know who would replace them in the event they
become a casualty.
PRINCIPLE 4. Coordinate all Religious Support guidance with the appropriate
commanders.
Just because something is written in an appendix does not mean that it will happen, it
must be coordinated. Coordinate religious support prior to the mission with all subunit
UMTs. This effort helps to ensure comprehensive religious support synchronization in
the AO.
4-11
FM 1-05__________________________________________________________________________________
OBSERVED PRINCIPLES OF EFFECTIVE SUPERVISION
PRINCIPLE 5. Daily communication is vital to Religious Support.
UMTs have a crucial piece of the overall religious support plan and need to send that
information up and down. UMTs must know what sort of information is necessary to
report. BDE UMTs must be aggressive in maintaining disciplined and systematic
information flow. Daily communication between all UMTs in the BDE is imperative for
up-to-date information. Here are some suggestions for making that work:
· Net calls. A net call establishes a specified frequency and time when all UMTs are on
the radio at the same time. In this way information can be put out quickly and every
UMT becomes knowledgeable of the religious support situation.
· Maintain regular hours for monitoring the radio and mobile subscriber equipment
(MSE) so subordinate UMTs know when they can directly contact the BDE UMT.
· Send daily guidance and updates to subordinate UMTs.
· Spot reports to pass on time sensitive information.
· Use the BDE RETRANS frequency (coordinate with the signal officer.
· Send messages by couriers such as commander's drivers, ambulance drivers, and lo-
gistics package (LOGPAC) drivers.
· Authorize lateral communication between UMTs. Often one UMT cannot make radio-
communication with the BDE UMT, but can pass a message through a neighbor UMT.
· Schedule regular meetings with subordinates in the field.
PRINCIPLE 6. Daily updates from the BCT UMT to subordinate UMTs are critical.
When the BDE UMT communicates to its subordinate UMTs it builds teamwork. This
enables individual UMTs to understand what is happening, and what is expected of
them. They feel like part of the team. Always remember that effective communication
is a two way street. UMTs must communicate the following items of information:
· A daily status report of all UMTs in the BDE.
· UMT NCOs update.
· Changes in religious support for attached/detached units, and units operating in the
brigade AO.
· Upcoming religious events in the command, and indigenous religious holidays.
· The Brigade Commander’s daily guidance and other important issues from the com-
mand.
· Questions that need answering reference indigenous religions and their potential im-
pact on operations.
PRINCIPLE 7. Daily SITREPs from subunit UMTs to the BDE UMT are critical.
The BDE UMT must know what the subunit UMTs know to effectively manage the
religious support mission. Emphasis upon effective communication will build teamwork
and enhance the religious support mission. Examples of information that must be
communicated follows:
· The status of the UMT.
· The status of ecclesiastical supply.
· Daily activity.
· Changes in unit RPP.
· CA issues.
· Information on indigenous religious leaders and sacred sites.
· Issues of religion, morals, ethics, and morale.
4-12
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
TRAINING
4-51. To supervise religious support in a combat environment, the BDE UMT
creates well-rehearsed coordination, synchronization, and communication
techniques through training before deployment. If it does not happen effec-
tively in a garrison/training environment then, quality religious support may
not happen in a stressful and fast-paced combat operation. The responsibil-
ity for training rests heavily on the BDE UMT. Quality combat survivability
training is available at the unit level. Religious support training is available
at division and higher level. This does not prevent BDE Unit Ministry
Teams from conducting training within the BDE. Training at this level is
crucial to support the commander’s mission. The BDE UMT needs to be pro-
active with an approved, staffed and coordinated training plan that takes
into account Officer and Enlisted Critical Task lists as part of the total BDE
training plan.
4-52. In addition to the BN training topics and individual and collective re-
sponsibilities, the BDE UMT must be personally involved in the training of
subordinate UMTs. The BDE UMT plays a critical role in the development
of the subordinate unit’s junior chaplains and chaplain assistants. Success
in providing spiritual support to soldiers requires adequate training. The
UMTs of a BDE require sufficient training to enable it to mobilize, deploy,
and provide quality spiritual support to soldiers anywhere in the world. The
battlespace fixes the directions and goals of training. The BDE UMT is the
training management team for subordinate UMTs. Their responsibility is to
initiate, plan, and coordinate training for all UMTs in the command. The
BDE UMT will make training effective by:
· Developing and communicating a clear training vision.
· Requiring subordinate UMTs to understand and perform their roles in
unit, technical, and individual training.
· Being proficient on their mission essential tasks.
· Continually assessing training completed.
· Eliminating training distractions.
· Developing near and far term training plans.
· Being systematic and aggressive.
4-53. Suggested training topics include—
· Land navigation—mounted/night/navigation.
· Operations order process—
§ Developing and writing a religious support estimate.
§ Writing a religious support annex.
§ Writing religious support FRAGOS.
· War-gaming a battle as a brigade UMT combat team.
· Communications rehearsal—
§ Daily reports.
§ Communicating vital information.
§ UMT net call.
§ Practicing alternate means of communication.
§ Practicing cross communication between BN UMTs.
· Rehearsing the RSP of succession.
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FM 1-05__________________________________________________________________________________
· Re-supply training: ordering and getting ecclesiastical supplies through
logistics channels.
· Map reading, military symbology, and battle tracking.
· Conducting Religious Area and Impact Assessments
· UMT TSOP development and rehearsal.
· Chaplain assistant coordination of the RSP in absence of the Chaplain.
· Briefing the RSP.
· Staff Integration.
OPERATIONS PLANNING AND PREPARATION FOR UNIT MINISTRY
TEAMS
4-54. Military operations consist of four types: offensive, defensive, stability
and support. Each type consists of four phases: pre-deployment, deploy-
ment, sustainment, and redeployment. The following is a discussion of the
responsibilities of company and field grade UMTs in each type and through
each phase of operation.
CREATING THE TASK FORCE RELIGIOUS SUPPORT PLAN
TIMELINE OF CRITICAL EVENTS + PRIORITY OF RELIGIOUS SUPPORT = TF
UMTs RSP
Timeline
4-55. The most valuable resource is time. The UMT must manage time so
that the RS mission gets accomplished. A TF chaplain will not be able to see
every soldier and certainly not solve every problem. Set priority of effort and
allocate time to that effort. You must use the tools of time management.
First, the UMT extracts all the time critical events from the OPORD and
places them on a time line; for example—
· Logistics package (LOGPAC) activation and deactivation.
· Enemy recon expected.
· Friendly recon/counter-recon sent out.
· TF rehearsals/brief-backs.
· CSS rehearsals.
· Engineer movements.
· Company team movements.
· Line of departure (LD) /Be-Prepared-to-Defend times.
· Jump Aid Station (JAS) moves out, and any other time driven events.
4-56. Second, the UMT determines the intent of religious support during this
phase of the battle. Knowing the religious support intent will help deter-
mine how much time to spend on visitation, where to spend it, and where
priorities lay.
4-57. Third, the UMT determines soldier activity level. The Commander's
Intent and unit warfighting doctrine must be understood. With these in
mind, the UMT will know what tasks the company teams must accomplish.
The UMT may then gauge when is the most effective time to visit and pro-
vide religious support.
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
4-58. Fourth, the UMT determines limiting factors like restrictions in the
OPORD, ROE, METT-TC, and personal state of readiness.
4-59. The RSP is an informal plan and is flexible to meet mission require-
ments. It is likely to change during the execution phases of the battle be-
cause not everything goes as planned. It is easier to alter an existing plan
than create (and communicate) one in a crisis.
Priority
4-60. Priority of religious support is to be identified as early as possible.
4-61. First, the UMT takes into account what has been experienced by each
company in the TF, and their role in the coming mission. The UMT must
determine what and where the needs are, and which unit has priority for
religious support.
4-62. Second, the UMT considers morale factors known before the battle,
leadership issues, human sustainment issues (food/rest/water), and interper-
sonal conflicts.
DEVELOPING PRIORITIES FOR THE TASK FORCE UNIT MINISTRY
TEAM
4-63. The driving force behind the planning process of a TF UMT is deter-
mining its religious support priorities. Where will you place your main ef-
forts and why? The UMT must create a time line that includes the unit's
critical-time-driven-events. Working with this data, the UMT can then se-
lect blocks of time for priority religious support.
1.
Study the Brigade OPORD/OPLAN and extract the following information:
· The mission assigned to your battalion.
· The BDE Commander's intent for this mission.
· Attachments / Detachments
· The RS missions assigned to the UMT - Unit and Area Support.
· Channels of communication with the BDE UMT, and with UMTs in the BDE area
of responsibility (AOR).
· Succession plans in case the BDE UMT becomes a casualty.
2.
Study the Battalion OPORD / OPLAN and extract the following information:
· The missions assigned to the various Battlespace Operating Systems (BOS).
- Intelligence
(S2 / G2/Scouts)
– Maneuver
(combat companies)
– Fire Support
(artillery, mortars, close air support)
– Air Defense
(Air Defense Artillery)
– Mobility & Survivability
(Engineers)
– Logistics
(support, supply, repair, maintenance; medical)
– Battle Command
(Command and Staff)
4-15
FM 1-05__________________________________________________________________________________
3.
Identify the main effort company(s), the supporting attack company(s), and
the Scout's mission.
4.
Identify the first location for the medical units (BAS, JAS, FSMC), and the next
several places each will jump by phase. Locate the AXPs and plot them on
your map.
5.
Determine the priority of religious support the UMT will perform:
· Main effort company(s)
· Supporting attack and reserve company(s)
· Ordinances/ Rites / Sacraments / Worship services
· Visitation / Counseling
· Senior leader religious support
· Company / Platoon leader religious support
· Individual soldiers
· Morale problem areas
· Honor the dead - Memorial Ceremony/Service
· Scouts
· Area Support requirements
· Religious support to other UMTs
· Ethical / Moral counseling
· Displaced Persons / Detained Person religious support
6.
Create a time line for your religious support
· Write in the critical events of the day that effect the UMT.
· Identify blocks of time for priority religious support.
· Write in your priority religious support objectives in the priority religious support
time blocks.
· Consider flexible time factors in a high operation tempo (OPTEMPO) and fluid
combat environment.
· Choose an alternative plan in case conditions change unexpectedly.
WRITING RELIGIOUS SUPPORT APPENDIX
4-64. Consider the audience. The religious support appendix to the Serv-
ice Support Annex is for the entire command. The religious support appen-
dix must contain information that is both specific to subunit UMTs, and im-
portant to the whole command. The religious support appendix must sup-
port the commander’s mission.
4-65. Only submit the appendix when it’s needed. There are many times
when there is no critical information to contribute. When appropriate, sub-
mit an appendix/matrix or a paragraph for the CSS annex. (See Appendix D)
4-66. Content is key, not the format. The UMT has no command authority
so all tasks must be coordinated with commanders. Working with the S3 /
G3, insert tasks for subordinate UMTs into the main body of the OPORD as
tasks to subordinate units in paragraph 3. This will ensure command
awareness and support for these tasks. Space for the religious support ap-
pendix varies from three pages in the BDE OPORD; one page for a matrix;
or possibly only have space for a paragraph. Use the correct military format.
A matrix can be utilized in keeping with the styles and formats used in the
4-16
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
unit (See Appendix D). Or write a concise paragraph for inclusion in the
CSS Annex. Ensure the content only states what is critical to support the
mission.
4-67. A good TSOP reduces OPORD size. TSOP material is not repeated
in the RS Appendix! The TSOP is an effective, usable, and combat oriented
document. The content of the TSOP will help in the preparation of appendi-
ces and pre-combat coordination. UMTs must possess the RS portions of
higher and lower units TSOPs.
4-68. Intent should be clearly written. Write the concept of religious sup-
port so higher and subordinate UMTs understand what is to be accom-
plished.
BRIGADE
4-69. The primary mission of the brigade UMT is to coordinate religious sup-
port for all soldiers and authorized civilians in the brigade commander's area
of operations (AO). They provide religious support to soldiers in the brigade
headquarters and others in the AO without religious support assets. They
provide critical guidance and technical control to subordinate UMTs.
RELIGIOUS SUPPORT COVERAGE PLAN
4-70. The brigade UMT coordinates the brigade UMTs religious support
throughout the brigade AO, thus ensuring that all units and individuals op-
erating within the AO are provided religious support. This includes refugees,
displaced persons, civilians in the area of operation, and enemy prisoners of
war. The support of civilians and Enemy Prisoners of War is the responsi-
bility of the commander; the commander may or may not require the chap-
lain to provide or perform religious support. As part of the Army component,
civilian employees and contractors will be present providing essential work.
Pending higher guidance issued in the division OPORD, the UMT will assess
the requirements of civilian employees and contractors deployed in the AO
and will include them in the religious support plan, at all levels.
CONTRACTORS
4-71. Chaplains are the staff officers in charge of coordinating religious sup-
port for contractors. All contractors who are clergy/lay ministers and read-
ers will submit an application for approval as prescribed under Army Regu-
lation (AR) 165-1 for supervision and coordination by military chaplains.
UMTs will make every effort to plan for adequate religious support resources
with their unit such as literature and sacramental supplies to support the
religious needs of contractors. UMTs will plan for area religious support
coverage to include contractors. Coordination for additional ecclesiastical
supplies or religious support personnel will be with the supervising UMT.
Chaplains will provide support for death notifications, Red Cross notifica-
tions by command, liaison with CONUS clergy, or others for contractor casu-
alties. Religious support is coordinated through the chain of command.
RELIGIOUS SUPPORT MISSION TASK
4-72. Before the battle, the supervisory UMT submits a religious support
appendix that both gives clear guidance to subordinate UMTs and allows all
4-17
FM 1-05__________________________________________________________________________________
unit commanders to be informed of the religious support provided. The
chaplain assistant gathers information that will allow the UMT to battle
track the operation and current unit positions, understand overlays and SOI
information, and successfully navigate the battlespace
4-73. The brigade UMT also coordinates with combat support and combat
service support units in the brigade AO. Units with organic UMTs may need
additional faith group support. Some UMTs may provide religious support
for units whose organic support is not available. Time, distance, and
battlespace conditions may restrict the travel of the UMTs and make relig-
ious support difficult.
Preparation for Combat
4-74. The brigade UMT uses the religious support estimate to plan religious
support for all units in the brigade AO. It assesses the faith group needs of
the battalions and requests additional support from the division UMT. The
brigade UMT coordinates times and locations for forward link up points with
the maneuver battalions.
4-75. The brigade UMT coordinates also with combat support and combat
service support units in the brigade AO. Units with organic UMTs may need
additional faith group support. Some UMTs may provide religious support
for units without organic religious support or for units whose organic sup-
port is not available. Time, distance, and battlespace conditions may restrict
the travel of the UMTs and make religious support difficult.
4-76. During offensive operations, the brigade support area (BSA) moves fre-
quently. The brigade UMT may establish an alternate operational base in
the BSA, but it must know how to move its equipment if the BSA relocates.
As an alternative, the team may choose to establish its operational base near
the brigade tactical operations center (TOC), where the majority of planning
and communications are found. In the final analysis, the BDE UMT must
locate in a position that best allows it to facilitate RS across the brigade. Re-
gardless of location, the brigade UMT must be prepared to displace quickly.
The brigade UMT attends rehearsals to ensure religious support is fully in-
tegrated with the scheme of maneuver and the CSS plan.
4-77. During rehearsals, the brigade commander ensures the BSB com-
mander has chosen adequate main supply routes (MSRs), future locations,
logistics release points (LRPs), and refueling sites. The brigade UMT moni-
tors this part of the rehearsal closely to integrate religious support with the
scheme of maneuver and CSS plan.
4-78. The brigade UMT monitors the tactical situation, the status of each
battalion UMT, and plans for future operations.
Develop Intelligence through reconnaissance and intelligence assets thru Exercise
Command and Control
4-79. The brigade UMT monitors the tactical situation, the status of each
battalion UMT, and plans for future operations. If changes in METT-TC
warrant adjustments in religious support, the brigade chaplain recommends
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
changes to the brigade commander or executive officer. Reassigning a chap-
lain or chaplain assistant, or changing the mission of a battalion UMT, re-
quires a FRAGO. The brigade UMT must be prepared to augment TF UMTs
in the event of mass casualties.
Perform Logistics and Combat Service Support
4-80. When the brigade reaches the objective, casualty evacuation increases.
The brigade UMT again assesses the requirements for additional religious
support in the AO. If the number of casualties is high, the team may choose
to move to the forward support medical company in the BSA.
If the number of casualties is high, the brigade UMT may choose to move to
the forward support medical company in the BSA.
4-81. If a TF UMT has not submitted a current SITREP, the brigade UMT
NCOIC contacts the team to determine its status. When feasible, the brigade
UMT moves forward to the TF UMTs to provide pastoral care. Priority goes
to the TF executing the main attack.
4-82. If the brigade continues the mission, time may be very limited. This
phase may start with reconnaissance, or it may go directly into deployment
for another assault.
4-83. The brigade UMT considers the spiritual condition of the soldiers in
follow-on planning. The severity of the previous operation and the number of
casualties suffered are key factors in planning.
4-84. Split Operations could include a combined Legal, Medical, UMT and
Civil Affairs Cell as an active battle-tracking proponent in TOC operations,
while a separate religious support cell, employing all BSA UMTs, operates in
the BSA TOC. This type of operation promotes better use of RS assets, pre-
pares the BSA Chaplain to assume the responsibility of the TF Chaplain in
the event of loss, provides greater opportunities to minister to TF BOS sys-
tems, and produces two avenues for receiving TF UMT daily reports. The
TF UMT maintains contact with the BSA cell through digital nonsecure
voice telephone (DNVT) channels.
4-85. If the brigade is operating as part of a division mission, the brigade
UMT of the follow-and-support brigade establishes liaison with the UMT of
the lead brigade to facilitate pastoral care to casualties and other religious
support. The follow-and-support brigade may provide evacuation and treat-
ment for casualties of the lead brigade, so that the lead brigade can continue
its tempo. This mission is of particular concern to the brigade UMT because
of its complexity, intensity, and momentum.
Division Cavalry Squadron
4-86. The division cavalry squadron may operate across the entire division
front or along one or both flanks. When the squadron operates forward of the
brigades, the squadron UMT coordinates with the brigade UMTs for the care
of casualties and for additional religious support.
4-19
FM 1-05__________________________________________________________________________________
DEPLOYMENT
4-87. BDE UMTs are prepared at all times to deploy with their respective
unit. Their deployment plan is synchronized and coordinated with the Bri-
gade command and staff, subordinate TF UMTs, and higher supervisory
UMTs. The UMT trains throughout the year on the needed skills and tasks
for deployment. Planning considerations include—
· Air/Ground flow schedule.
· Intelligence information.
· Subordinate UMT readiness.
· Unit spiritual fitness.
· Ecclesiastical resupply kits and other religious support material.
Pre-combat Planning Considerations
4-88. After completing the planning process, the UMT is not yet ready to be-
gin religious support operations. Coordination with key people and pre-
combat checks still need to be completed. Listed are examples of areas for co-
ordination, inspection, and team member responsibility.
·
Chaplain—
§ Worship/Counseling preparation.
§ Coordination with—
q
Executive Officer for religious support plan/appendix; staff
meetings; daily activities.
q
Commander for his guidance and focus; give advice on spiritual
fitness of command.
·
Chaplain Assistant—
§
Coordination with headquarters and headquarters company
(HHC)/headquarters and headquarters troop (HHT) commander for
bivouac site; local security plans; food and fuel; planned moves of
trains or TOC.
§
Checks and Activities—
q
Individual precombat inspection (PCI).
q
Weapon/ammo.
q
Mission oriented protective posture (MOPP) gear.
q
Survival gear.
q
Food.
q
Water.
q
Issue equipment.
§
Vehicle PCI—
q
Meals ready to eat (MREs) stored.
q
Operator’s vehicle material (OVM) stored.
q
Fuel.
q
Water.
q
PMCS complete.
q
Radio and frequencies, crypto, fill.
§
Team PCI—
q
Map with overlays.
q
CEOI/SOI information.
q
Night Vision Goggles with spare batteries.
q
TSOP.
q
Compass.
4-20
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
q
M256 kit.
§ Movement Plan—
q
Map Recon.
q
Plan posted in Combat Trains Command Post (CTCP)/Field
Trains Command Post (FTCP)/Tactical Operations Center (TOC).
§ Ecclesiastical Supplies—
q
30/60/90 day supply.
q
Chaplain’s Kit complete.
·
Unit Ministry Team—
§ With subordinate unit commanders/CSMs/1SGs—
q
Plan subordinate unit worship services.
q
Identify times and locations for visiting soldiers.
q
Identify special spiritual needs of the command.
q
Identify other special needs and issues.
§ Higher and lower-level ministry teams—
q
Religious Support Plan (at least two levels up).
q
Location during phases of battle.
q
Religious support requirements.
q
Availability of and plans for denominational support.
q
Emergency ecclesiastical re-supply.
q
UMT Replacements.
§ Staff—
q
Casualty information.
q
Intelligence updates (critical for the UMT to keep themselves
constantly updated).
q
METT-TC updates.
q
Medical Plan updates.
OPERATIONS
Staff Coordination
4-89. Before departing the operational base, the UMT leaves a copy of its
travel plan in the command post (CP) or TOC. The chaplain coordinates
with the S1/S4 representative to receive messages and requests for religious
support. The brigade chaplain is normally expected to attend shift change
and battle update briefings (BUB). The brigade chaplain should ensure a
means whereby those who try to contact the UMT can leave messages and
that the UMT location is known at all times.
4-90. During offensive operations, the brigade support area (BSA) moves
frequently. The brigade UMT may establish an operational base at the bri-
gade TOC. The BDE TOC provides the UMT—
· Current operational updates.
· Availability to the commander and key staff personnel.
· Battle tracking.
4-91. As an alternative, the team may choose to establish its operational base
in the BSA. The TOC is preferable. Regardless of location, the brigade UMT
must be prepared to displace quickly.
4-92. During rehearsals, the brigade commander ensures that the Brigade
Support Battalion (BSB) commander has chosen adequate MSRs, future lo-
cations, re-supply points, and refueling sites. The brigade UMT monitors
4-21
FM 1-05__________________________________________________________________________________
this part of the rehearsal closely to integrate religious support within the
scheme of maneuver and CSS plan.
Note: When moving independently among task force and slice units, the
brigade UMT must be aware of the potential for being left behind. To pre-
vent this situation, UMTs must have dedicated communications equipment
that is compatible with the unit’s secure communication equipment.
Coordination with the CSS planners
1.
Refer to FM 71-2, CSS chapter.
2.
The BDE will issue its OPORD to the TF leadership early. The BDE OPORD contains the
BDE UMT's Religious Support Appendix. Coordinate with your S4, and ensure his familiarity
with the religious support appendix.
3.
The TF Cdr will issue a warning order to the TF. A possible format is in FM 71-2, appendix
4.
At this point one of two things might happen; either the S4 will return to the CTCP and
convene a meeting with the battalion maintenance officer (BMO), medical platoon leader, S1,
and the Chaplain to review the BDE order and receive feedback for CSS planning; or the S4
stays at the TOC and holds the CSS planning meeting there. If the Chaplain is occupied with
ministry, the chaplain assistant attends the CSS planning meeting and provides UMT input.
5.
The Cdr will issue the OPORD to the command at the TOC or other designated location.
One member of the UMT should attend that meeting.
6.
After the UMT has studied the OPORD, coordinate with the medical platoon leader. Find out
first hand what the CSS plan is, especially the planned locations during each phase of the
battle.
7.
Attend the CSS rehearsal and listen for changes in the plan. During the rehearsal, let
everyone know where the UMT will be during each phase of the battle.
8.
Monitor the Admin/Log net to stay current. Often the Command puts out changes to the plan
on short notice. The tactical situation changes rapidly and you might find the planned attack
has changed into a hasty defense. Be alert, your life depends on it.
SITUATIONAL AWARENESS
4-93. Frequently the operation does not take place as planned. The UMT
must know how to get information from a number of sources in the unit.
There will be times when the back-channel information flow is more timely
and accurate than the official flow.
4-94. Timely coordination with the CTCP leadership (S4 and S1) and their
staffs before deployment makes it easier to coordinate and publish UMT
FRAGOs. If the CTCP has not planned to track the UMT before it goes to
the field, then in all likelihood it will not track the UMTs movements and
priorities when in the field. Prior coordination makes it happen.
4-95. If the UMT announces that it will visit a particular company or sec-
tion, then it needs to follow through on that plan. The UMT must carefully
consider any information it places in the TF OPORD.
4-96. The Chaplain is a key player on the CSS staff. There are critical mis-
sions the chaplain must accomplish. The UMT must integrate with the CSS
4-22
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
staff before deployment and understand all the forms, reports, and planning
process used by the staff. The TF XO is responsible for all CSS within the
TF and the chaplain must insure the XO is familiar with the critical relig-
ious support coordination factors that must be completed before deployment.
4-97. Finally, the CSS staff will produce estimates of anticipated casualties
and expenditures for the upcoming battle. These estimates help the UMT to
plan their religious support mission more effectively.
THE BRIGADE SUPPORT BATTALION UNIT MINISTRY TEAM IN THE BRIGADE
SUPPORT AREA
4-98. The Brigade Support Area (BSA) is generally located behind the rear
boundary of the TF sector. The BSA contains the support elements for the
entire Brigade. The Engineer Sapper Battalion, the Brigade Support Bat-
talion (BSB), and the field trains for all the task forces are just a few of the
CSS assets in the BSA (FM 71-3). Normally, the TF UMT rarely visits this
area because of the distance from the TF fight. There will be a supply route
(SR) from the BSA into each TF sector. Each BDE and TF Chaplain should
read the CSS chapter in FM 71-2 to gain an understanding of the composi-
tion and doctrine of the Field Trains in a BDE.
4-99. The HHC Commander is in charge of the Field Trains and will have a
Field Trains Command Post (FTCP). The FTCP has the job of tracking the
battle and coordinating the CSS actions in the BSA. The support platoon lo-
cates here (including mess and maintenance) and thus the LOGPAC system
for the TF. The HHC Commander will also attend the "tenant's meetings"
given by the BSB leadership to coordinate CSS issues.
4-100. Communication with the FTCP is difficult due to distance. The best
method is to determine how the S4 communicates with the FTCP and use
the same method. Possible pathways of communication are: the mobile sub-
scriber equipment (MSE); frequency modulation (FM) radio communications
with the TF A/L (Administrative / Logistics) net are possible if the distance is
not too great. Sometimes a messenger can be used. Individuals to carry
messengers can be found on the LOGPAC convoy. Link up with the
LOGPAC convoy at the Logistics Release Point (RLP) in the TF and meet
with the Support Platoon Leader or Platoon Sergeant.
4-101. The FTCP Command and Staff must understand that the BDE UMT
or another UMT might work with them on various issues. For example, the
BSB UMT might have the mission of working with the replacements going
forward before their assignment to the individual companies. The BDE
UMT might use the FTCP to pass messages/reports forward to the TF UMT
and vice versa. One of the UMTs in the BSA normally provides religious
support for the soldiers in the field trains.
4-102. The BSB is a critical asset for the BDE. The medical company will
provide evacuation assets to the TF medical platoon as well as serve as a
replacement treatment team if needed. The flow of ambulances between the
BSB medical company and the TF BAS provides a readymade transpor-
tation/communications network. Companies evacuate wounded to a Patient
Collection Point where an ambulance from the BAS/JAS collect the wounded.
The wounded receive emergency treatment at the BAS/ JAS. A BSB medical
4-23
FM 1-05__________________________________________________________________________________
ambulance will then evacuate them directly or through an ambulance ex-
change point (AXP). The soldier receives further treatment in the BSB be-
fore further evacuation. The BDE chaplain will assign a UMT to work with
the wounded in the BSB (normally the BSB UMT). Communications can go
by the evacuation route. If the TF UMT uses this method, make prior coor-
dination so BSB ambulance personnel understand their role in passing mes-
sages, and the BDE UMT arranges to get the messages. This should be in
the TSOP for both the TF and the BSB to insure no misunderstanding.
Again, the TSOP is very important!
4-103. Tenant's meetings held at the BSA by the BSB leadership are for all
elements of the BSA community. A representative from the BDE S1/S4
command post will normally attend as well as the TF HHC Commander from
the TF Field Trains Command Post. The BDE UMT normally has its base of
operation in the BDE S1/S4 command post area. Information and messages
may go with the TF HHC Commander to the BDE S1/S4 representative.
THE ENGINEER BATTALION
4-104. The Engineer UMT is usually based in the BSA. Engineer activities
are directed through the engineer Administrative/Logistics Operations Cen-
ter (ALOC) which is located near the BDE TOC. The Engineer UMT should
assume some of the area RS requirements in the BSA. Normally, the engi-
neer assets in the TF are in known locations at a Class IV point. If the Engi-
neer UMT elects to move forward into the TF sector to visit its scattered
unit, it should first coordinate with the BDE UMT.
4-105. Religious support within the BSA and for the entire BDE is critical.
The BSB UMT should have a definite RSP for their area of operations and
for the BDE through the BDE UMT. The BDE UMT should provide specific
guidance and tasks for the BSB UMT. Some tasks are as follows—
· Provide religious support to the medical staff.
· Read casualty feeder cards to determine if religious support has been
given by forward TF UMTs.
· Receive/send messages from/to TF UMTs then relay messages to BDE
UMT.
· Brief and prepare replacements for combat operations.
· Provide BDE UMT information on soldier replacement issues, medical
trends, number and types of casualties, and the BSA situation.
RELIGIOUS SUPPORT TO CASUALTIES
4-106. Spiritual care to wounded soldiers is one of the core functions of the
UMT. It contributes to the soldiers’ well-being and recovery. Prayers, scrip-
ture readings, rites, ceremonies, and sacraments constitute religious support
for wounded or dying soldiers. While the chaplain gives care to individual
casualties, the chaplain assistant moves among the other soldiers to provide
care and to identify those in greatest need of assistance.
4-107. During combat operations, maneuver battalion UMTs may locate
with the battalion aid station. If the medical platoon divides the aid station
into two or more treatment teams, the UMT should consider locating where
the most casualties are expected. Based upon experience, the UMT may
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
split for a short time to maintain contact with the separate treatment teams.
However, this is based upon training, experience, and necessity. The chap-
lain must carefully weight all aspects.
4-108. The UMT considers the physical condition of the casualties and gives
priority to the most seriously injured. The following medical categories help
the team determine priorities for care:
· Expectant: casualties with very serious injuries and low chance of sur-
vival. The UMT provides pastoral and spiritual care for the dying as its
first priority.
· Immediate: casualties with a high chance of survival if medical meas-
ures are accomplished quickly.
· Delayed: casualties needing major surgery, but who are able to tolerate
a delay in surgical treatment.
· Minimal: casualties with relatively minor injuries that can be treated
with self-care. Do not ignore these casualties as most will be treated and
returned to combat with potentially high levels of anxiety.
RELIGIOUS SUPPORT TO CAREGIVERS
4-109. Religious support to caregivers is a vital part of the UMT's mission.
Often the gravity of the situation, the need to give aid quickly, and the ab-
sorbing engagement of the moment will carry caregivers through the crisis.
When the crisis is concluded, however, the impact of what has happened
may strike the caregivers suddenly and dramatically. Medical personnel
and mortuary affairs personnel may be in particular need of religious sup-
port at the conclusion of a traumatic event.
RELIGIOUS SUPPORT TO GRIEVING UNIT MEMBERS
4-110. Religious support to everyone involved in a military operation is
critical. Often survivors are stunned and immobilized by the loss of fellow
soldiers. The emotional and spiritual impact of loss requires the finest skills
of the UMT to deal with the denial, anger, guilt, and fear, and to facilitate
the continuation of life and service.
4-111. Care should begin as soon as possible after the loss occurs. The
knowledge that soldiers have received religious support gives comfort and
encourages grieving soldiers to move on with their lives. Following the im-
mediate intervention, supportive follow-on care should be provided when
soldiers re-deploy to their home station.
OFFENSE
4-112. The offense is the decisive form of combat operations. The main pur-
pose of the offense is to defeat, destroy, or neutralize the enemy force. While
strategic, operational, or tactical considerations may require defending for a
time, defeating the enemy requires shifting to the offense. Rapid movement
characterizes offensive operations over large areas. The types of offensive
operations are movement to contact, attack, exploitation, and pursuit.
4-113. Offensive operations place great demands on UMTs. The constant
movement of units and troops, and the operation tempo (OPTEMPO) of the
battle limit the UMTs’ access to soldiers. The religious support focus will
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vary from mission to mission. Once an offensive operation begins, UMTs in
combat units will provide ministry on a different scale and at different times
from those in combat support and combat service support units.
OFFENSIVE PLANNING CONSIDERATIONS
4-114. The UMT plans religious support for each phase of an operation. Of-
fense planning considerations include—
· Develop Intelligence through reconnaissance and intelligence assets.
· Conduct Maneuver.
· Deployment.
· Employ Firepower.
· Protect the Force
· Exercise Command and Control (C2)
· Perform Logistics and CSS Consolidation and Reorganization or Con-
tinuation.
(See FM 100-40 for more detail.)
INFANTRY OR ARMOR BATTALION/TASK FORCE
Preparation for Combat
4-115. The Task Force (TF) UMT begins planning for religious support by
considering METT-TC. The mission and the time available will determine
how the UMT provides religious support. With little time, the team plans
and prepares quickly not to miss opportunities for religious support to sol-
diers. For example, the time available for religious support before a hasty at-
tack is much less than the time available for religious support before a
movement to contact or a deliberate attack.
4-116. The UMT carefully establishes religious support priorities. It consid-
ers the order of march, the units conducting the main and supporting at-
tacks, and the severity and number of casualties in previous missions. Pri-
ority is given to elements that have sustained the most casualties or to those
that will be engaged at the earliest. Pastoral care to casualties is always the
priority. Therefore, the UMT coordinates with the medical platoon when
casualty evacuation plans are formulated.
Develop Intelligence through Reconnaissance and Intelligence assets.
4-117. This phase begins as soon as possible after the unit receives a mis-
sion. Reconnaissance elements seek to detect enemy activity and the physi-
cal characteristics of areas of interest to the commander.
The scout platoon is an early priority for religious support.
4-118. The TF scout platoon begins its reconnaissance and surveillance as
soon as the mission is received from the brigade. It may leave as much as 24
hours before the main body crosses the LD. The scout platoon is an early
priority for religious support.
4-119. While the scout platoon conducts the reconnaissance, the rest of the
unit continues preparation for combat. This preparation normally takes
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BATTALION, SQUADRON, BRIGADE, REGIMENT AND GROUP RELIGIOUS SUPPORT OPERATIONS
place in a tactical assembly area (TAA). Worship services, sacraments and
ordinances, individual counseling, and visitation are possible and very im-
portant for soldiers during this phase. The UMT coordinates with company
commanders for times and places for religious activities. An excellent oppor-
tunity for this coordination is the meeting at the LRP.
The UMT coordinates with company commanders and first sergeants for time and
place of religious activities.
4-120. The UMT utilizes the intelligence preparation of the battlefield (IPB)
process by the S-2 staff section to identify any aspect within the AO that will
affect the manner in which they accomplish the religious support mission.
Conduct Maneuver
4-121. When attacking from positions not in contact with the enemy, units
normally stage in a TAA. The TF does not move all at once. While the line
companies move toward the LD, the main command post, the combat trains,
battalion aid station (BAS), support elements of the TOC, mortars, and other
elements of the TF prepare for the operation. Religious support is given to
each element of the TF before it begins movement. Soldiers who are prepar-
ing for the operation may not have time to gather for worship.
The Task Force UMT normally travels with the combat trains or with the BAS.
4-122. The TF UMT normally travels with the combat trains or with the
BAS. If the team is visiting soldiers in other locations before movement, it
must determine ahead of time which routes will be clear of obstacles, how
long it will take to return to the BAS, and the location of link up points. The
UMT times its movement to precede or coincide with the scheduled start
time of the BAS. All movement is coordinated with the S4.
4-123. If the medical platoon intends to split the BAS, the team must plan
support for more than one site. The UMT must know where the TF surgeon
will locate; where most of the casualties are expected; and, if the UMT needs
to separate, how it will maintain two operations.
4-124. The displacement of critical CSS elements, such as the combat
trains, BAS, Unit Maintenance Collection Point (UMCP), Logistic Release
Points (LRPs), and Casualty Collection Points (CCPs) will be triggered by
the TF crossing phase lines or by other control measures. This means of
movement allows the CSS elements to remain responsive to the task force.
The TF UMT monitors the tactical situation to know when the TF is ap-
proaching each phase line and thus when it may need to move or shift its re-
ligious support focus.
4-125. Because of distances and the OPTEMPO, most units will re-supply
on the move. The TF UMT will plan accordingly for its own re-supply.
4-126. As the TF moves, communication becomes difficult. The UMT will
find it hard to monitor the tactical situation. Good planning, rehearsals, and
the ability to adapt on the battlespace enable the UMT to provide compre-
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FM 1-05__________________________________________________________________________________
hensive religious support despite the confusion and chaos of battle. Coordi-
nation with key staff members and the executive officer is critical.
The UMT must employ sleep plans and staggered shifts when necessary to re-
main fully capable of night operations.
4-127. Task force operations are continuous. The UMT must be fully capa-
ble of night operations, employing sleep plans and staggered shifts when
necessary. If the TF moves during the hours of darkness, the TF UMT must
maintain contact with other elements with which it is traveling.
4-128. The attacking force moves to positions of advantage during this time.
The basic forms of maneuver are envelopment, penetration, frontal attack,
turning movement, and infiltration.
4-129. In the maneuver phase, religious support may be restricted to small
numbers of soldiers during halts in the movement, or at casualty collection
points along the route of march.
4-130. During the assault, casualties are likely to increase. The TF UMT
will be heavily engaged with providing religious support to casualties and
caregivers. If overwhelmed with casualties, the BAS declares a MASCAL
situation. The TF UMT requests additional support during a MASCAL from
the brigade UMT.
4-131. During a MASCAL the TF UMT requests additional support from
the brigade unit ministry team.
Employ Firepower
4-132. The fire support coordinator (FSCOORD) integrates fire support into
the unit’s maneuver scheme. Religious support during this phase is similar
to the maneuver operation.
Protect the Force
4-133. To protect the force a commander can employ any number of actions
to include: maintaining a high tempo of operations; conducting security op-
erations, which include organizing and employing covering, guard, or screen
forces; conduct area security operations; employ operations security
(OPSEC) procedures; execute deception operations; conduct defensive infor-
mation operations; employ camouflage, cover, and concealment, and conduct
active and passive air defense operations.
4-134. The UMTs movement in the battlespace, communication methods,
and information management techniques should reflect the commander’s se-
curity and force protection objectives. The UMT closely monitors force secu-
rity issues that may affect religious support planning The UMT aggressively
monitors the battle and the commander’s use of command and control (C2) in
allocating forces. The decision-making process and the format for plans and
orders are found in FM 101-5. Below are the UMTs planning considerations
within this staff process.
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