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and personnel that they would work with in Saudi Arabia.   The
exposure to the USCENTOOM joint environment that Internal Look
provided can not be overemphasized.

Further,  the battalion was at the end of July and the first of
August 1990 the subject of a FSMAO inspection.    It i~ always
assumed that units should not require extra maintenance effort
just prior to an inspection, but in reality all units look at
their maintenance records and equipment status more closely when
the inspector visit is imminent.    This was the situation in 9th
Communication Battalion.    Careful examination of equipment repair
status and records had been completed, and at the time of
Hussein's aggressive exploits the FSMAO team was evaluating the
battalion's equipment and records.    Accordingly, the overall
maintenance status of the battalion was excellent.   As
preparation for deployment began,   the battalion commander had the
assurance that his equipment was operable, well maintained and
ready for employment.

Aside,  from the FSMAO inspection and exercise Internal Look two
other events were either being planned for or in progress.
First, Bravo Company was preparing for exercise Display
Determination to be conducted in Turkey.    While the exercise was
still some weeks of f,  the planning steps that had begun provided
good training to the process that would be immediately required
after the battalion was ordered to go. The second event in
progress at the start of the Gulf crisis that provided valuable
experience was supporting the MSC-63A test.   While this event was
not as consuming as any of the others already mentioned,   it did
provide key persons in the battalion at least minimum exposure to
the new equipment which would be employed heavily in the latter
3tages of Operation Desert Shield and throughout Desert Storm.

These four particular events provided experiences which
paralleled many of the challenges the battalion would face in the
weeks to come in Saudi Arabia.    Moreover, the proximity of these
events to the initiation of Operation Desert Shield increased
their benefit immeasurably.    The lessons and experiences were
still fresh,  the equipment was in excellent condition and the
battalion was ready to go.

In August 1990,  9th Communication Battalion in a high state of
combat readiness got the call.    Immediately after receiving the
initial warning order,   rapid preliminary planning began. The
initial concept that the battalion began planning for proved
remarkably consistent with the actual outcome.    Several very
divergent concepts were initially proposed from various sources
but were rapidly found wanting and discarded.    The initial
concept focused on providing communication support for 7th MEB.
Bravo Company, who was in the midst of Display Determination
preparation, began liaison with the 7th MEB G-6 and G-4 for
embarkation and communication planning.    Further, late on the 7th
of August,  the battalion commander gave the battalion staff and
company commanders the basic communication requirements and

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