ARMY AL&T
One of the AL&T-D’s primary respon- sibilities is to support the integration and accountability of newly fielded equipment. These efforts have many moving pieces, including planning and coordination for life support, facilities, communications, shipping/receiving of equipment, personnel support, and sustainment planning. AL&T-D’s abili- ties not only provide U.S. Forces-Iraq (USF-I) a substantial benefit, but also provide the program executive office (PEO)/program manager (PM) a “no cost” initial entry point for essential fielding coordination.
The Beginning Coordination for all fieldings within theater begins and ends with the USF-I J3 Force Modernization Division and its direct coordination with the U.S. divisions (USDs) to ensure appropriate coordination in support of the warfighter mission. Fielding coordination is initiated with the Notification of Intent, by the PM, to field in the ITO. This action triggers subsequent planning meetings that include USF-I, the Assistant Secretary of the Army for AL&T Liaison Officer, and AFSB AL&T-D. Once planning begins, several key tasks and common issues arise (see Figure 1 on Page 69). Through the use of the AFSB, the PEO/PM can support the overall intent: to meet the warfighting commanders’ requirements while filling resource gaps with the receipt and retention of essential assets.
Pre-Execution Documentation Within the fielding process, essential pre-execution documentation is nec- essary for a successful fielding. This documentation includes a Technology Development Plan (TDP), which is provided by the PM to ensure essen- tial fielding information is available; a Memorandum of Notification, where the specific fielding requirements are outlined; and a distribution plan that provides a picture and description of the system being fielded, a fielding plan
68 JULY –SEPTEMBER 2010
CWO4 Darren L. Cook (left), BLST Chief for the 172nd Infantry Brigade (Bde), works with SFC Wendoly D. Portillo, 172nd Infantry Bde PBO Noncommissioned Officer-in-Charge, and CWO2 Tuajuanna N. Jones, 172nd Infantry Bde Property Book Officer, as the unit resets equipment in preparation for future deployment. (U.S. Army photo by Summer Barkley, 402nd AFSB.)
summary (including sustainment), and the prioritized unit/division distribu- tion. Once this information is provided, a fielding schedule is determined and coordinated among the various USDs.
Accountability Accountability of Theater-Provided Equipment (TPE) is managed by the Theater Property Book Office (TPBO). In the 402nd AFSB, the TPBO Cell is collocated with the 2nd Battalion (Bn) and includes a chief warrant officer as the Accountable Officer, a govern- ment civilian employee appointed as Deputy Accountable Officer, and additional contracted Property Book and Unit Supply Enhanced (PBUSE) technicians. There are 13 TPB teams in the ITO supporting units with TPE property accountability. All TPE
must be documented on the TPB, and PMs are required to establish a hand receipt account within PBUSE. Before equipment is brought into theater, it is imperative that PMs populate equip- ment to be fielded into PBUSE using derivative unit identification codes. The TPBO is a tremendous asset and can provide a list of unit TPB accounts, a sample Department of the Army Form 3161 Lateral Transfer, and a point of contact (POC) list of all TPB offices in the country. The relationship between the warfighter and AFSB provides the PEO/PM timely and manageable accountability of fielded equipment, thus supporting their ability to execute schedule and cost requirements flaw- lessly (per 402nd AFSB AL&T External Standard Operating Procedure (SOP), July 31, 2007).
Using an internal asset known as the AL&T-D, the AFSB can provide coordination between the warfighter and the materiel developer to facilitate all fielding tasks and coordinate with external entities.
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