Unit deployment managers ensure readiness

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

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

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

The managers use a computer database that shows what each organization has available and what people and cargo are deployment-ready. People readiness shows who is deployable with required immunizations and training. The cargo data shows the cargo’s height, weight and shape, as well as how it is packed and whether it is palletized or in a box.

“The most difficult part of being a UDM is dealing with the human aspect of making sure all squadron personnel are prepared to deploy,” said Tech. Sgt. Gregory Coulson, deployment manager for the 100th LRS.

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

While the database tracks the readiness of people and cargo on many different levels, the AEF reporting tool shows which Airmen and what cargo are ready to deploy to fill a mission requirement.

Just as important as understanding the information systems required for smooth deployment planning, deployment managers also must ensure the troops are ready to deploy. They ensure people are scheduled for individual training in the areas of weapons proficiency; self-aid buddy care training; nuclear, biological and chemical warfare defense training; and pallet buildup.

Besides ensuring the people are properly trained, managers must ensure people are personally ready for deployment. The deployment managers use the preventative health assessment and individual medical readiness database to track immunizations and medical readiness.

They also develop their communication skills -- both with their commander and with the troops in the squadron.

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

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

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

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

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

“Being flexible and always remaining mindful that there is a human being attached to the numbers and buckets that we have to fill is the most important and difficult part of being a UDM,” he said. (Courtesy of U.S. Air Forces Europe news service)