Operation: Tennessee Whiskey

AAR Tennessee Whiskey PDF

Domestic AFTER ACTION REPORT

Operation name: Tennessee Whiskey

Duration: 2 days

Dates: 4/13-14/2013

Locations: Madisonville, Monroe County, Tennessee

Executive Summary

Paragraph 1: Pre-Deployment

            On April 11, 2013, severe storms tore through the Midwest and Southeast, causing serious destruction and loss of life in 3 different states. In Monroe County, Tennessee, the small town of Madisonville was hit with a serious damage, causing destruction to homes and damage to the community. Team Rubicon made contact with local area officials and offered assistance with debris removal on 12 April, 2013. An event was created for Region IV in OrgAction, and volunteers within 150 were contacted directly for possible deployment.

 

A local volunteer was identified and contacted, a Rally Point was identified at a grocery store in Madisonville, and assistance from the Home Depot Foundation was established. The local volunteer secured lodging for our overnight stay for the entire team. With those things determined, an OpOrder was issued on April 12, 2013. Volunteers eligible for deployment were contacted via telephone and e-mail, informed of the Rally Point, and given authorization to deploy.

 

Paragraph 2: Deployment

Upon arriving in the area, it became apparent that the local law enforcement was overwhelmed with damage reports. They welcomed our involvement and offered help in identifying local residents that needed assistance. It was determined that the best course of action was to operate as a strike team, clearing debris and helping individual homeowners.

 

Team members arrived in POVs at rally point, as instructed. Using a combination of military and first responder training, and previous deployment experience of multiple team members, we assisted 5 homeowners with the removal of 17 trees and multiple debris piles.

 

Paragraph 3: Post-Deployment

This was initially planned as a two day response, with operations ending at end of day, 14 April, 2013. Once work was completed, team members participated in a short operational debrief, then departed the area.

Financials

Provide accurate information for each inquiry:

 

The following is to be filled out by TR HQ:

Total cash raised:

Less- Credit card fees:

Net:

Expenses:

Transportation:

Equipment:

Food Lodging:

Authorized cash disbursements:

Total:

Net operation (gain/loss)

 

Roster

List all deployed members, their branch of service, & their days in the field.

Dee Clancy, USN, 2 days

Aaron Marshall, civ, 2 days

Jarrod Finlay, civ, 2 days

Levi Yardley, civ, 2 days

Greg Parham, USMC, 2 days

Barry Richmond, USA, 2 days

Charles Tacy, USAF, 1 day

Deni Albrecht, USN, 2 days

 

Lessons Learned & Key Actions

What lessons were learned on this mission, and suggest adjustments for future Team Rubicon deployments.

 

Using OrgAction during the pre-deployment phase enabled the team leader to identify and connect with local area team members. These local volunteers proved essential in locating areas of damage, interfacing with law enforcement and securing lodging and meals during deployment.

Suggest using this model during future deployments to identify and request assistance from local volunteers already involved with Team Rubicon. Personally reaching out via telephone and e-mail to secure their assistance was an integral part of the success of this mission.

 

Volunteer management and Logistics were handled by a non-deployed team member. This proved very effective for this deloyment. Using a laptop with full access to OrgAction and support from the Director of Personnel, Donna Weathers was able to take over all aspects of volunterr management and coordination, freeing the Team Leader and Assistant Team Leader to concentrate on the mission. During previous deployments in Region IV this year, volunteer management has been attempted on site by mission essential personnel with varying degrees of success. Having someone off-site proved valuable, as Donna was not hampered by internet connectivity issues or the necessity to participate in operations. It is suggested that future operations follow this model of volunteer management. This will involve training other regional volunteers on the use of volunteer management procedures and OrgAction.

 

Internet connectivity was an issue. The deployed team relied on personal cell phone connectivity during the mission for any internet access. This made it impossible to complete and submit operational reports in a timely manner. This also made it impossible for deployed team leader to access OrgAction during deployment, necessitating heavy reliance on off-site volunteer coordinator for all aspects of internet essential information. Suggest deploying each team with a mifi device in the future.

 

OrgAction proved to be challenging, as usual. There really isn’t more that needs to be said about this. It’s a difficult system, we worked through it, and it’s being replaced soon. No sense beating a dead horse.

 

All other aspects of this mission ran successfully:

-Personnel at Headquarters were supportive without being overbearing, they interacted without detracting from the mission, and they offered encouragement and assistance to all members of the team.

-The deployed volunteers worked well together as a team. Of eight total team members, five had never deployed before with TR. This was a great opportunity to test the leadership capabilites of already known team members, as well as assess new team members. This type of short, strike team deployment is a great way for this region to better develop leadership skills that will serve us well during a major deployment.