Reconciliation Division Soldiers, Mission Requirements – Fort Carson Mountaineer

Editor’s note: This article was originally published in the March 28, 1986 issue.

Randy Schaefer’s story and photos

Fort Carson, Colorado. – When Headquarters and Headquarters Company, the 4th Infantry Division, returned from a low command post exercise recently, they encountered a situation unique to these units. The best way to complete paybacks while still providing employees for the departments that “make the department work.”

The former commander of Headquarters Company, Captain Richard Graham, said the unit’s standard operating plan for recovery was not in place when he took command.

“There were no standard operating procedures, no inspections and no coordination between NCOs and key commanders regarding recovery,” explained Graham, who now serves as a battalion operations officer in the 1st Battalion, 8th Infantry Regiment. “In my experience with Staff Sergeant, we have implemented the recovery plan.

“In the past, unit soldiers were caught between their division leaders and the requirements of company recovery,” Graham said. “There is an entire division that needs to keep moving. Soldiers’ routine job is to operate the squad. This doesn’t just stop to allow for recovery operations. The Staff Sergeant and I have devised a plan that enables key division commanders to manage their Soldiers time so that they can continue on staff assignments while they recover with a Few or no problems on either side.”

Sgt. Major Charles Ledoff, who served as HHC’s first sergeant with Graham, said the unit’s recovery standard operating procedures were designed to assign specific soldiers to specific recovery work, so that no single section of personnel would be lacking. LeDuff now works in the G-3 training division.

“With the new SOP, a target was set for every soldier, non-commissioned officer and officer,” said Ledov. “Everyone has a strict recovery schedule to follow, which is designed to mitigate interference with diversion functions. The SOP is set up so that equipment recovery is accomplished and ready for inspection in a timely manner.”

According to HHC 1st Sgt. William Jameson, the unit recovers just like the combat element.

“The time factor is really the only difference, recovery takes place over a period of time. Compensation has to be done between restoring and maintaining the partition. The SOP is written this way. Routine personnel jobs continue to work, while we prepare to publish at any moment.”

Photo of the page that appeared in the March 28, 1986 issue.Jameson noted that when a streak unit goes into recovery, that’s a phase of its training; That all unit soldiers have unlimited time to complete healing.

“When we recover, this is not a phase of our training, because our job is to keep the department working,” he said. “The SOP ensures that the departments remain open for business, while soldiers are given enough time to complete the recovery requirements. As recovery takes place over a long period of time, an enormous burden is placed on the upper unit personnel, who work in the weapons rooms and NBC rooms, as well as the engine pool and PAC.

“The company commander and I have researched the standard operating procedures extensively. We are working to improve it every time the unit deploys to and from the field.

One of the unit’s soldiers who had to juggle her time in order to meet the demands of work and recovery was the soldier. 2 Yolanda Hart, G-2 Division Secretary.

“After sending the car off and cleaning it on the wash rack. I cleaned my gun at the company. Then I went to my office and did some printing,” Hart said. “My department sergeant then told me I had to go to the motor pool to help straighten the cone. When that was over, I went back to my place of work. I had to time myself to get everything done, and the day went by much faster than usual.”

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