Army Training and Evaluation Program 63-006-MTP: Mission Training Plan for Headquarters, Forward Support Battalion For Heavy, Light, Air Assault and Airborne Divisions

Mission Training Plan for Headquarters, Forward Support Battalion For Heavy, Light, Air Assault and Airborne Divisions

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Wednesday, October 31, 2001
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Thursday, December 30, 2004
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Department of the Army ARTEP 63-006-MTP

MISSION TRAINING PLAN
FOR
HEADQUARTERS,
FORWARD SUPPORT BATTALION
FOR HEAVY, LIGHT, AIR ASSAULT
AND AIRBORNE DIVISIONS

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
DODDOA-007296

ARMY TRAINING AND HEADQUARTERS EVALUATION PROGRAM DEPARTMENT OF THE ARMY 63-006-MTP Washington, DC, 31 October 2001
MISSION TRAINING PLAN
HEADQUARTERS, FORWARD SUPPORT BATTALION FOR HEAVY, LIGHT,
AIR ASSAULT AND AIRBORNE DIVISIONS

TABLE OF CONTENTS

PAGE Preface iii
Chapter 1 Unit Training 1-1 1-1 GENERAL 1-1 1-2 SUPPORTING MATERIAL 1-1 1-3 CONTENTS 1-1 1-4 MISSIONS 1-2 1-5 PRINCIPLES OF TRAINING 1-3 1-6 TRAINING STRATEGY 1-3 1-7 CONDUCTING TRAINING 1-3 1-8 FORCE PROTECTION (RISK MANAGEMENT AND SAFETY) 1-4 1-9 ENVIRONMENTAL PROTECTION 1-14 1-10 EVALUATION 1-15 1-11 FEEDBACK 1-16
Chapter 2 Training Matrix 2-1 2-1 GENERAL 2-1 2-2 TRAINING MATRIX: MISSION TO COLLECTIVE TASKS 2-1
Chapter 3 Mission Outline 3-1 3-1 GENERAL 3-1 3-2 MISSION OUTLINE 3-1
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes ARTEP 63-005-MTP, 3 October 1988.

DODDOA-007297
Chapter 4 Training Exercises 4-1 4-1 GENERAL 4-1 4-2 FIELD TRAINING EXERCISE 4-1 4-3 SITUATIONAL TRAINING EXERCISE 4-1 4-4 SAFETY 4-1 4-5 VISUALIZATION 4-1
Chapter 5 Training and Evaluation Outlines 5-1 5-1 INTRODUCTION 5-1 5-2 STRUCTURE 5-1 5-3 FORMAT 5-1 5-4 USE 5-2
Chapter 6 External Evaluations 6-1 6-1 INTRODUCTION 6-1 6-2 PREPARING THE EVALUATION 6-1 6-3 SELECTING THE OBSERVER CONTROLLERS 6-10 6-4 TRAINING THE OBSERVER CONTROLLERS 6-11 6-5 RECORDING EXTERNAL EVALUATION INFORMATION 6-11 6-6 SELECTING AND TRAINING THE OPFOR 6-14 6-7 CONDUCTING THE EVALUATION 6-15 6-8 CONDUCTING THE AFTER ACTION REVIEW 6-17
Appendix A Combined Arms Training Strategy A-1
Appendix B Army Universal Task List B-1
Appendix C Geneva Convention C-1
Glossary Glossary-1
References References-1
Questionnaire Questionnaire-1
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c.
Chapter 3, Mission Outline, presents a graphic portrayal of the relationship between missions and their subordinate tasks.

d.
Chapter 4, Training Exercises, consists of a field training exercise (FTX) and supporting situational training exercises (STXs). This chapter provides training information and a preconstructed scenario for each exercise. These exercises can serve as part of an internal or external evaluation and may be modified to suit the training needs of the unit.

e.
Chapter 5, Training and Evaluation Outlines (T&EOs), provides the training and evaluation criteria for tasks that the unit must master to effectively perform its mission. Each task has a training and evaluation outline that identifies task steps, performance measures, and individual and leader tasks. Selected combinations of missions and their tasks comprise the training exercises in Chapter 4. Note: Some task steps within the T&EO may require modifications based on the digitized or analog equipment available to your unit.

f.
Chapter 6, External Evaluations, explains how to evaluate training and assess evaluation results. It includes sample worksheets, summary sheets, and evaluation scenarios.

g.
Appendix A, Combined Arms Training Strategy, provides user information, a description of the training strategy, and a task template.

h.
Appendix B, Army Universal Task List (AUTL) provides definitions and descriptions of each AUTL.

1-4. MISSIONS. This MTP covers the specified missions found in the TOE and implied missions that this unit must perform in order to accomplish them. The critical wartime mission, Support Battalion Headquarters, is the focal mission for this unit. The commander may supplement these missions with his own. The following is a listing of missions for this unit:
a.SMissions.
(1)
63-1-E0002SSupervise Deployment of Subordinate Elements to a New Theater of Operations.

(2)
63-2-E0004SPlan Logistics and Combat Health Services Support for Brigade and Elements in the Brigade Support Area.

Resources. (3) 63-2-E0005SSupervise Relocation of Subordinate Elements and Sustainment
(4) 63-2-E0006SSupervise Establishment of Subordinate Elements and Facilities.
(5) 63-2-E0007SProvide Logistics and Combat Health Services Support for

Brigade ano Elements to the Brigade Support Area.
(6) 63-2-E0008SSupervise Force Protection Activities.
(7) 63-2-E0009SSupervise Redeployment of Subordinate Elements to Home Station
b.SEach of these missions may be trained individually or jointly with other missions. Training is based on the criteria described in the T&EOs. Several T&EOs can be trained as an STX. Various combinations of STXs can be used to develop an FTX for the unit to practice its entire mission responsibility. Several STXs can be developed into an external evaluation designed by the next higher echelon to evaluate the unit's ability to perform multiple missions under stress in a realistic environment.
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c.
Leader tasks that support the unit's missions are trained through STP and Officer Foundation System (OFS) training, battle simulations, and execution of the unit's missions.

d.
Individual tasks that support collective tasks are mastered by training to standards listed in the appropriate STP.

1-5. PRINCIPLES OF TRAINING. This MTP is based on the training principles found in FM 25-100
and FM 25-101. For further information, see Paragraph 1-7 below.
1-6. TRAINING STRATEGY. The training program developed and executed by a unit to train to standards in its critical missions is a component of the Army's Combined Arms Training Strategy (CATS). The purpose of the CATS is to provide direction and guidance on how the total Army trains and identifies the resources required to support that training. CATS provides the tools that enable the Army to focus and manage training in an integrated manner. Central to the CATS is a series of proponent-generated unit and institutional strategies that describe the training and training resources required to train to standard.
a.SThe unit training strategies central to CATS provide the commander with a descriptive "menu" for training reflecting that while there is an optimal way to train to standard, it is unlikely that all units in the Army have the exact mix of resources required to execute an optimal training strategy.
b..A unit's training strategy is composed of three separate training strategies. When integrated with the training tasks found in the MTP, they form a comprehensive and focused training strategy that allows the unit to train to standard. The elements of a unit's training strategy are:
(1)
Combined Arms Training Strategy. CATS is intended to provide a set of recommended training frequencies for key training events in a unit and depict those resources required to support the training events.

(2)
Gunnery Strategy. The gunnery strategy is built around weapon systems found in the unit, provides an annual training plan, and depicts resources required to support weapons training. Data for the gunnery strategy comes from the Standards in Training Commission (STRAC) manual or appropriate field manual (FM).

(3)
Soldier Strategy. The soldier strategy provides an annual plan for training and' maintaining skills at the individual level and lists the resources required to train a soldier.

c.SA critical element in the unit training strategy is the identification of critical training gates. Critical training gates are defined as training events that must be conducted to standard before moving on to a more difficult or resource intensive training event or task. Training gates follow the crawl, walk, run training methodology. For instance, if the unit training strategy calls for conducting an FTX and an STX has been identified as a critical training gate for the FTX, the training tasks contained in the STX must be trained to standard prior to conducting the FTX. Standards for all tasks must be clearly defined so the trainer can assess the preparedness of his soldiers, or unit(s), to move on to more complex training events. The provision for critical training gates recognizes that the unit's METL and the commander's assessment of his unit's training status will determine the selection and timing of the collective training exercises in a specific unit's training strategy.
d.SWhen developing the unit's training plan, the commander identifies the training tasks from the MTP required to train his METL.
1-7. CONDUCTING TRAINING. This MTP is designed to facilitate the planning, preparation, and conduct of unit training as explained in FM 25-100 and FM 25-101.
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a.
The commander assigns the missions and tasks for training based on his METL and the training guidance from the next higher headquarters. Trainers must plan and execute training in support of this guidance.

b.
The commander reviews the mission outline in Chapter 3 to determine whether the FTX and STXs provided will support, or can be modified to support, the senior commander's guidance. If they do not support the guidance or need to be modified, refer to the matrix in Chapter 2. The matrix provides a listing of collective tasks that must be mastered to perform the mission.

c.
The commander prioritizes the tasks that need training. He never has time to train everything. He must orient on the greatest challenges and most difficult sustainment skills.

d.
The commander integrates training tasks into the training schedule by the following:

(1) List the tasks in the priority and frequency they need to be trained.
(2)
Determine the amount of time required and how multi-echelon training can be used for the best results.

(3) Determine where the training can take place.

(4)
Determine who is responsible for what. The leader of the element being trained must always be involved.

(5) Organize his requirements into blocks .of time and training vehicles.

e.SThe commander must approve the list of tasks to be trained and schedule them on the unit-training schedule.

f.
The commander must determine the equipment, supplies, personnel, facilities, and other resources needed to conduct the training.

g.
The commander must keep subordinate leaders informed and oversee their training. The training standards must be rigidly enforced.

1-8. FORCE PROTECTION (RISK MANAGEMENT and SAFETY). Leaders must understand the importance of using risk management and safety programs in conserving combat power and resources. These are not add-on features to the decision-making process but rather fully integrated elements of planning and executing operations, to include training events. Factors which impact on the accidental losses experienced in operations include: an ever-changing operational environment; the effects of fast­paced, high operational tempo (OPTEMPO) and high personnel tempo (PERSTEMPO) on unit and human performance; equipment failure and support failure; and the effects of the physical environment. Training events may mimic some of the characteristics of a wartime environment, and leaders will be challenged by the uncertainty, ambiguity, and friction, which create both opportunities and hazards.
a.SRisk management is the process of identifying, assessing, and controlling risks arising from operational factors and making decisions that balance risk costs with mission benefits. It is fundamental in developing confident and competent leaders and units. Risk is characterized by both the probability and severity of a potential loss that may result from hazards due to the presence of an enemy, an adversary, or some other hazardous condition. The risk management process acts to conserve combat power and resources. Managing risk requires educated judgement and professional competence. Risk management is a way to put more realism into training without paying the price in deaths, injuries, or damaged equipment. Both leaders and staff manage risk. The staff seeks to identify hazards associated with their areas of expertise, and recommend controls to reduce the risk. Leaders and individual soldiers become the assessors for ever-changing hazards such as those associated with environment (weather; visibility; contaminated items, air, water and soil), equipment readiness, individual and unit experience,
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and fatigue. Leaders advise the chain of command on risks and risk reduction measures. IAW FM 100­14, Risk Management, the basic principles that provide a framework for implementing the risk management processes are:
(1)
Integrate risk management into mission planning, preparation, and execution. This requires the ongoing identification and assessment of hazards and risks. Leaders and staffs integrate control measures into plans and estimates and implement those controls continuously.

(2)
Make decisions at the appropriate level in the chain of command. Leaders and subordinates are provided the guidance necessary to determine what level and types of risk are to be managed at what level of command.

(3)
Accept no unnecessary risk. Commanders, at the appropriate level and with consideration of the impact of available controls, analyze the residual risks against mission expectations. The commander alone accepts risks only if the benefits outweigh the potential costs or losses.

(4)
Observe regulatory restrictions and guidelines. Risk controls required by law, such as life safety and fire protection codes, physical security, transport and disposal of hazardous materials, and storage of classified material, will be enforced.

.b.SRisk management is a five-step cyclic process that is easily integrated into the decision-making process outlined in FM 101-5. The five steps are:
(1)
Identify Hazards. Identify the probable hazards for the missions. A hazard is an actual or potential condition where exposure to the hazard can result in injury, illness, or death to personnel; damage or loss of equipment or property; degradation to the mission. The factors of METT-TC provide a sound framework for identifying hazards.

(2)
Assess Hazards. Examine each hazard in terms of the probability and the severity of the potential outcomes to determine the risk level that can result from exposure to the hazard. The end result is an estimate of risk from each hazard and an estimate of the overall risk from hazards that cannot be eliminated. The Hazard Probability Chart (Figure 1-2), Hazard Severity Chart (Figure 1-3), Risk Assessment Matrix (Figure 1-4), and Levels of Risk Chart (Figure 1-5) combine to form a tool for assessing hazards.

(a)SFigure 1-2, Hazard Probability Chart, defines the terms used to describe how often an element of the unit is likely to experience a condition.
FREQUENT (A) Occurs very often, continuously experienced
Single item Occurs very often in service life. Expected to occur several times over duration of a specific mission or operation. Always occurs. Fleet or inventory of items Occurs continuously during a specific mission or operation, or over a service . life. Individual soldier Occurs very often in career. Expected to occur several times during mission or operation. Always occurs. All soldiers exposed Occurs continuously during a specific mission or operation.
LIKELY (B) Occurs several times
Single item Occurs several times in service life. Expected to occur during a specific mission or operation. Fleet or inventory of items Occurs at a high rate, but experienced intermittently (regular intervals, generally often). Individual soldier Occurs several times in career. Expected to occur during a specific mission or operation. All soldiers exposed Occurs at a high rate, but experienced intermittently.
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OCCASIONAL (C) Occurs sporadically
Single item Occurs sometimes in service life. May occur as often as not during a
specific mission or operation.
Fleet or inventory of items Occurs several times in service life.
Individual soldier Occurs sometimes in career. May or may not occur during a specific

mission or operation. All soldiers exposed Occurs sporadically (irregularly, sparsely, or sometimes).
SELDOM (D) Remotely possible; could occur at some time
Single item Occurs in service life, but only remotely possible. Not expected to occur during a specific mission or operation. Fleet or inventory of items Occurs as isolated incidents. Possible to occur sometime in service life, but rarely. Usually does not occur. Individual soldier Occurs as isolated incident during a career. Remotely possible, but not expected to occur during a specific mission or operation. All soldiers exposed Occurs rarely within exposed population as isolated incidents.
UNLIKELY (E) Can assume will not occur, but not impossible
Single item Occurrence not impossible but can assume will almost never occur in service life. Can assume will not occur during a specific mission or operation.
Fleet or inventory of items Occurs very rarely (almost never or improbable). Incidents may occur over service life. Individual soldier Occurrence not impossible but may assume will not occur in career or during a specific mission or operation. All soldiers exposed Occurs very rarely, but not impossible.
Figure 1-2. Hazard Probability Chart
(b) Figure 1-3, Hazard Severity Chart, defines the terms used to describe how great an impact the element suffers when it experiences a condition.
Hazard Severity
CATASTROPHIC (I) Loss of ability to accomplish the mission or mission failure. SDeath or permanent total disability (accident risk). SLoss of major or mission-critical system or equipment.SMajor property (facility) damage. Severe environmental damage.SMission-critical security failure. SUnacceptable collateral damage.
CRITICAL (II) Significantly (severely) degraded mission capability or unit readiness. Permanent partial disability, total disability, temporary total disability exceeding 3 months time (accident risk). Extensive (major) damage to equipment or systems. Significant damage to property or the environment. Security failure. Significant collateral damage.
MARGINAL (III) Degraded mission capability or unit readiness. SMinor damage . to equipment or systems, property, or the environment. SLost day due to injury or illness not exceeding 3 months (accident risk).SMinor damage to property or the environment.
NEGLIGIBLE (IV) Little or no adverse impact on mission capability.SFirst aid or minor medical treatment (accident risk). Slight equipment or system damage, but fully functional and serviceable. Little or no property or environmental damage.
Figure 1-3. Hazard Severity Chart
(c) Figure 1-4, Risk Assessment Matrix, helps calculates the risk exposure the element experiences when a specific level of severity is encountered at a given frequency. The chart describes the intersection of information from the two preceding charts, Figure 1-2 and Figure 1-3.
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SEVERITY
(see Figure 1-3)
Catastrophic Critical Marginal Negligible
E — Extremely High Risk H — High Risk
Risk Assessment Matrix
Frequent
A
I E
II E
III H
IV M

PROBABILITY
(see Figure 1-2)
Likely Occasional Seldom Unlikely
B C D E
E H H M
H H M L
M M L L
L L L L
M — Moderate Risk
L — Low Risk

(d)SFigure 1-5, Levels of Risk Chart, describes what impact the element
experiences when the risk exposure found in Figure 1-4 is applied. The chart also provides descriptive examples of the level of risk.
Levels of Risk
E- Extremely High: Example:
Loss of ability to accomplish the mission if A commander finds that one of his implied tasks to relocate hazards occur during the mission.SA to a new site involves crossing a normally shallow riverbed.
frequent or likely probability of catastrophic loss (IA or 18) or frequent probability of critical loss (IIIA) exists.
H-High:
SignificantSdegradation ofS
mission capabilitiesSinStermsSofStheSrequired mission standard, inability to accomplish allSpartsSof theSmission,SorSinability to After looking at the factors of METT-TC, he discovers that 3 days of heavy rains have raised the water level to flood stage, with currents far in excess of his ability to safely ford
the river. After review of the situation with his staff, he
determines the accident risk is extremely high because of the likely probability and catastrophic severity of losing vehiclesSandSkillingSsoldiers.SOtherSCOAsSmustSbe developed.S.
Example:
In preparation for a relocation to a new operating site, the advanced party provides intelligence indicating that the enemy presence and combat power is much greater than planning guidance allowed for. The new information results
completeStheSmissionStoSstandardSif in revised casualty estimates of significant losses if his unit is
hazardsSoccurSduringStheSmission. Occasional to seldom probability of catastrophic loss (IC or ID) exists. A likely to occasional probability exists of a critical loss (116 or 11C) occurring. Frequent probability of marginal losses (IIIA) exists.
M- Moderate:
NoticeableSdegradationSofSmission capabilitiesSinStermsSofStheSrequired mission standard if hazards occur during the mission.SAnSunlikely probability of catastrophic loss (1E) exists. The probability of a critical loss is seldom (IID). Marginal losses occur with a likely or occasional probability (IIIB or IIIC). A
ambushed en route, and critical losses would be incurred if the unit engaged in prolonged contact. The original relocation plan has become a high risk situation.SThe commanderSandSstaffSmustSseekShigherSheadquarter guidance and develop other COAs.
Example:
AScommanderShasSbeenSdirectedStoSsetSupSsupport operations in an industrial zone near an urban center. Travel time to perform support missions is increased due to local traffic. Instigators in the local populace have been pelting security forces with garbage, rocks and occasional molotov cocktails. Other units have had personnel suffer burns, cuts and occasional fractures. Leaders seem to be targeted most frequently. Roadblocks are regularly fabricated from building
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frequent.probabilitySofSnegligible.(IVA) debris and burning tires.SFumes are major respiratory
losses exists. irritants. Otherwise, the instigators appear to have little to no access to weapons systems. Political considerations severely limit the military force that can be exerted on the instigators. The commander realizes that the insurgents can cause catastrophic damage if bulk POL is fire bombed, but site access is highly unlikely given the facilities and security details available.
L-Low: Example:
Expected losses have little or no impact The unit is relocating to a new operational area in a desert onSaccomplishingStheSmission.SThe environment, and is overtaken by nightfall before reaching probability of critical loss is unlikely (11E), the objective area.SThe terrain is flat, open and the road while that of marginal loss is seldom (111D) network is in generally good condition. Visibility is good with orSunlikely (111E).SThe probability of a clear skies, near full moon, and no obstruction. SNo enemy negligible loss is likely or less (IVB through presence has been reported in the area. STroops are IVE). moderately rested, although some have been suffering flu-
like symptoms.SAll drivers and most of the other unit personnel are well trained in the use of night vision devices. The commander estimates that it is unlikely that his unit will incur losses of critical severity by being surprised by enemy or lose critical manpower/ equipment due to an accident. The commander estimates that the risk to his force in continuing a nighttime move is low.
Figure 1-5. Levels of Risk Chart
(3)
Develop Controls and Make Risk Decisions. Controls fall into three basic categories — educational controls, physical controls and avoidance. These controls must be effective, and to be effective they must be suitable, feasible, and acceptable. After the controls are developed and accepted, the leader determines the residual risk for each hazard and the cumulative effect of residual risks on the mission. Weigh the risk against the benefits of performing the operations and make the risk decision. Accept no unnecessary risks and make any residual risk decisions at the proper level of command. Apply the Appendix from FM 100-14.

(4)
Implement Controls. Integrate specific controls into plans, OPLANs, OPORDs, SOPs, and rehearsals. Communicate controls to the individual soldier, augmentation personnel to include personnel that are authorized contractors, Nor! Governmental Organizations (NGOs), Private Volunteer Organizations (PVDs), and media.

(5)
Supervise and Evaluate. Ensure that subordinates understand how to execute risk controls, and supervise to ensure standards and controls are enforced. Determine the effectiveness of controls in reducing the probability and effect of hazards. Develop the lessons learned, and

disseminate the findings.
c.SSafety also is a component of force protection. Safety protects the force and preserves resources through accident prevention and risk management. Commanders, leaders, and soldiers use risk assessment and management to tie force protection into the mission. Risk management assigns responsibility, institutionalizes the commander's review of operational safety, and leads to decision making at a level of command appropriate to the risk. The objective of safety is to help units protect combat power through accident prevention, which enables units to win fast and decisively with minimum losses. A good accident prevention program requires the ongoing review of unit operations and training during planning, preparation, execution, and follow-up to detect hazards and recommend controls and methods of preventing injury to personnel and damage to equipment and the environment. Eliminate hazards on a "worst first" basis. When safety is fully integrated in a unit, soldier errors, equipment breakdowns, and other negative effects are minimized. Performing to standard is one of the key steps in preventing accidents. Safety is an integral part of all combat operations and begins with readiness. Readiness
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depends on a units ability to perform its mission essential task list (METL) to standard. Readiness standards addressed during METL assessment are:
(1)
Soldiers with the self-discipline to consistently perform tasks to standard.

(2)
Leaders who are ready, willing, and able to enforce standards.

(3)
Training that provides skills needed for performing to standard.

(4)
Standards and procedures for task performance that are clear and practical.

(5) Support for task performance, including equipment, personnel, maintenance, facilities, and service.
d.SSafety demands involvement of the total chain of command in planning, preparing, executing, and evaluating training. The chain of command responsibilities include:
(1)SCommanders, who must:
(a)
Seek optimum, not adequate, performance.

(b)
Specify the risk acceptable to accomplish the mission.

(c)
Select risk reductions provided by staff.

(d)
Accept or reject residual risk, based on the benefit to be derived.

(e) Train and motivate leaders at all levels to effectively use risk management concepts.
(2)SStaff, who must:
(a) Assist the commander in assessing risks and developing risk reduction
Options for training.
(b) Integrate risk controls in plans, orders, METL standards, and

performance measures.
(c)
Eliminate unnecessary safety restrictions that diminish training effectiveness.

(d)
Assess safety performance during training; evaluate safety performance during after action reviews (AARs).

S
(3) Subordinate leaders, who must:
(a) Apply consistently effective risk management concepts and methods to operations they lead.
(b) Report risk issues beyond their control or authority to their superiors.
(4)SIndividual soldiers, who must:
(a)
Report unsafe conditions and act to correct the situation when possible.

(b)
Establish a buddy system to keep a safety watch on one another.

S
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(c)
Take responsibility for personal safety.

(d)
Work as a team member.

(e)
Modify their own risk behavior.

e.SAccident prevention requires that units and individuals observe the following guidance:
(1)
Train for the task.

(2)
Beware of overconfidence.

(3)
Don't play around.

(4)
Be attentive, incorporate rest breaks, and avoid overtired status.

(5)
Check equipment and fully perform PMCS.

(6)
Use equipment and tools correctly.

(7)
Be physically capable for the task.

(8)
Know how to safely perform the task. Develop good habits.

(9)
Promote a safety conscious attitude.

f.SDeath, serious injury, damaged or destroyed equipment and the loss of mission capability may result if personnel fail to observe safety precautions. The first five areas listed below account for more than half of all Army accidents during combat and tactical operations. Potential safety hazards are found in, but are not limited to, the following areas:
(1)
Vehicle Operations. Factors involve excessive speed, weather, traffic conditions, recklessness, fatigue, unfamiliarity with roads and untrained and inexperienced drivers. Ground guides are mandatory during movement in bivouac and assembly areas, when backing and during periods of limited visibility. Failure to correctly do preventive maintenance, especially for brakes and lights, contribute to accidents as well.

(2)
Sports and Recreation. Drowning is the leading cause of fatalities in this category. Basketball and touch football are the largest contributors to injury, usually due to lack of supervision and playing by "combat rules". While these accidents typically are not severe, they do reduce the effectiveness of a soldier.

(3)
Material Handling. These accidents occur when an object is too large or heavy to handle for the individual(s) attempting to move it, or when trying to move material when visibility is obstructed/impaired. Results include muscle and back injury, crushing of personnel and equipment, and miscellaneous damage to dropped loads. Additional injuries occur when steel banding, cut under tension, snaps free and whips into personnel. Leather gloves and face shields are required. Overconfidence in one's ability, a lack of planning and fatigue are contributing factors to accidents. Turn all vehicles off when loading, practice safe lift techniques (using the leg muscles not the back), and stay within load limits for MHE, slings, racks and platforms, and individual lift capabilities. Remove loose clothing, ID tags, and jewelry to prevent being dragged into moving parts. Hazardous materials must be so marked, the Material Safety Data Sheets (MSDS) readily available, and the Hazardous Release emergency plan be well rehearsed, to include communications of the danger.

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(4)
Maintenance. The accidents are as diverse as the tasks; failure to follow procedures, improper use of tools, personal fatigue, and prolonged exposure to hazardous conditions (exhausts, burns from contact with both hot and extremely cold surfaces, chemical products and fumes, high voltage, debris driven by compressed air, welding arc, jewelry caught in machinery) are common factors. Electricity is unlike most other dangers because it gives no warning, has no symptoms, and its effects are immediate. It can cause severe burns, unconsciousness, nerve and brain injury, and death. Remove power and prevent accidental reconnections before any maintenance is done on electrical equipment. Never initiate a rescue until all power is confirmed to be off.

(5)
Tactical Parachuting. Poor parachute landing falls (PLFs) usually cause the injuries, but fatalities are often due to weather related loss of control.

(6)
Ammunition and Explosives. Mishandling, disassembly, unauthorized use and improper storage of ammunition and explosives result in fewer but more fatalities per incident. This category includes explosive souvenirs taken from battlefields or ranges. Post training shakedown inspections are a must. Grenades have a killing radius that make it dangerous to both enemy and friendly forces; train and enforce standards.

(7)
Field Expedients. The use of field expedient methods and materials are inherently more risky than standardized methods and approved materials. The need to consider them often traces back to inadequate planning or supply system problems. Be suspicious of shortcuts.

(8)
Field Heaters, Stoves and Engines. Combustion systems must be shut off before refueling. Only authorized fuels should be provided and used. Improper use generates flash fires and poisonous accumulation of fumes. Carbon monoxide occurs in the exhaust fumes of burning heaters and internal combustion engines. A lethal, odorless, and colorless gas, carbon monoxide exposure produces symptoms of headaches, dizziness, loss of muscular control, sleepiness, and coma. Brain damage or death can result from heavy exposure. The chemical/biological mask will not protect you from carbon monoxide poisoning.

(9)
POL and Solvent Storage and Handling. Petroleum, Oil and Lubricants (POL) handlers must be well trained and supervised to prevent catastrophic injury to both personnel and equipment, especially in storage and transfer operations. Static discharge grounding procedures must be rigorously applied. Fuel and solvents are flammable and caustic to skin and eyes, and toxic in the respiratory tract. Injuries include possible nerve damage, cancer, organ failure, birth defects as well as skin irritation and eye damage. Absolute adherence to environmentally sound disposal techniques is required. Protective Clothing and Equipment (PCE) must be issued and used while handling these products. Skin/eye protection is required. Avoid repeated/prolonged contact. Use only in well ventilated areas. Keep away from open flames or other sources of ignition. The flash point of dry cleaning solvent P-D 680 Type Ill is 138 degrees F. Clothing can become flammable if soaked with these products. Post FUEL FLAMMABLE/NO SMOKING signs around the area. Suitable fire extinguishers must be present. Vapors can be highly explosive in a confined space.

(10)
Soldier Fatigue. Soldiers suffering from sleep loss experience various symptoms of fatigue, including decreased coordination, narrowed attention span, and reduced adherence to standards of performance. Sleep plans are essential, and sleep areas must be controlled to prevent soldiers from being crushed by moving vehicles or being poisoned by fumes from idling motors.

(11)
Water Operations. Plan very carefully; the risk of drowning and equipment loss is very significant during water operations. Weak swimmers should be paired with strong ones and monitored closely. Equipment should be secured and floated, not carried by individuals, across the water. Float devices and safety lines further moderate risk.

(12)
Weapons. Accidents with weapons frequently occur when cleaning or clearing weapons, entering or exiting vehicles, or running with loaded rifles. Guidance for weapons handling and

DODDOA-007309

loading must be provided and strictly enforced. Weapons not essential for the current mission should not be loaded.
(13)
Weather-related Casualties. Unit effectiveness is lost quickly through weather­related casualties such as heat stroke, frostbite, and hypothermia. The seriousness of the injury is related to a combination of temperature, air velocity, duration of exposure, moisture and individual status. Snow blindness is a burn of the retina caused by ultra violet light reflected off snow, and similar effects may be experienced in desert environments. Operating vehicles in extreme environments requires additional preparation and modification of driving techniques. Instruct soldiers in awareness, prevention and first aid for weather-related injuries, and for constant assessment of changing conditions. Catastrophic losses may be experienced as a result of tornado, hurricane, thunderstorm and sheer winds. Individuals must seek shelter from flying debris, going to the lowest level possible within a structure or when out in the open. During electrical storms avoid wide open spaces, hills, isolated trees and towers, metal objects, power lines and wires, and water bodies.

(14)
Electrical Shock. Death, injury and destruction of equipment are the potential results of electrical shock. Sources of electric shock range the gamut from static electricity, batteries, generator and communications equipment, power lines, and electrical storms. Cables, wires, antennas, metal objects, graphite, water and any wet material are good conductors of electricity. Fiberglass and rubber are good insulators. Use Ground Fault Circuit Interrupters (GFCI) and grounding rods designed and installed IAW the specific Technical Manual for the static discharge systems, generators, power distribution networks, and communication systems in use.

(15)
Insects, Snakes and Poisonous Plants. Individual soldiers may experience significant discomfort and injury from adverse contact with wildlife. Death is possible, especially if the individual has an allergic reaction to the toxin. Each operational area will have its own specific threats, and the unit must coach its members to recognize, prevent contact and apply the appropriate first aid. Examples of threats include spiders, bees, wasps and hornets, snakes, scorpions, jelly fish, poison ivy, poison oak and poison sumac.

(16)
Personal Hydration, Hygiene and Sanitation. Unit readiness is greatly dependent on individual soldier health, which requires observance of basic rules for fluid replacement and the prevention of germ transfer and incubation. Potable water only is used for drinking and personal washing. Handwash stations, with soap, must be available and used at communal latrines and before entering food service operations. Minor cuts and abrasions become major injuries if left unattended. Foot care is critical in wet-cold environments. Effective April 1998, the Surgeon General revised the fluid replacement guidelines as shown in Figure 1-6, Fluid Replacement Guidelines. Both minimum and maximum amounts are critical values; too much is as dangerous as too little.

g.SFratricide prevention is a component of force protection and is closely related to safety. Fratricide is the employment of weapons, with the intent to kill the enemy or destroy his equipment that results in unforeseen and unintentional death, injury, or damage to friendly personnel or equipment. Fratricide is, by definition, an accident. Risk assessment and management is the mechanism with which the incidence of fratricide can be controlled. The primary causes are:
(1)
Direct Fire Control Plan Failures. These occur when units fail to develop defensive and, particularly, offensive fire control plans.

(2)
Land Navigation Failures. These result when units stray out of sector, report wrong locations, and become disoriented.

(3)
Combat Identification Failures. These failures include gunners or pilots being unable to distinguish thermal and optical signatures near the maximum range of their sighting systems; and units in proximity mistaking each other for the enemy under limited visibility conditions.

1-12S
DODDOA-007310
ARTEP 63-006-MTP
Fluid Replacement Guidelines for Warm-Weather Training (Average Acclimated Soldier Wearing Hot-Weather BDU)
Easy Work Moderate Work Hard Work Heat WBGT Work/ Water Per Work/ Water Per Work/ Water
Category °F Rest* Hour Rest* Hour Rest* Per Hour
1 78-81.9 No Limit 0.5 qt No Limit 0.75 qt 40/20 min 0.75 qt
2 82-84.9 No Limit 0.5 qt 50/10 min 0.75 qt 30/30 min 1 qt
3 85-87.9 No Limit 0.75 qt 40/20 min 0.75 qt 30/30 min 1 qt
4 88-89.9 No Limit 0.75 qt 30/30 min 0.75 qt 20/40 min 1 qt
5 90 50/10 min 1 qt 20/40 min 1 qt 10/50 min 1 qt

* Rest means minimal physical activity (sitting or standing) and should be accomplished in the shade if
possible
Note 1: The work/rest times and fluid replacement volumes will sustain performance and hydration for at
least 4 hours of work in the specified heat category. Individual water needs will vary + 0.25 quart per hour.
Note 2: CAUTION: Hourly fluid intake should not exceed 1.5 quarts. Daily fluid intake should not exceed
12 quarts.
Note 3: MOPP gear or body armor adds 10°F to Wet Bulb Globe Temperature (WBGT)
Examples:

Easy Work .SModerate Work Hard Work Weapon Maintenance Walking loose sand at 2.5 mph, no Walking hard surface at Walking hard surface at 2.5 mph, . S30 load 3.5 mph,S40 pound pound load Walking hard surface at 3.5 mph, Z load Manual of arms 40 pound load Walking loose sand at Marksmanship training Calisthenics 2.5 mph, with load Drill and ceremony Patrolling
Individual movement technique; i.e.,
low crawl, high crawl.
Defensive position construction
Field assaults

Note: Soldiers who are overweight, dieting, or have been past heat casualties are more prone to heat injuries. As a result, they must be identified and their activities must be closely monitored.
Figure 1-6. Fluid Replacement Guidelines
(4)
Inadequate Control Measures. Units fail to disseminate the minimum maneuver and fire support control measures necessary to tie control measures to recognizable terrain or events.

(5)
Reporting Communication Failures.SUnits at all levels face problems in generating timely, accurate, and complete reports as locations and tactical situations change.

(6)
Weapons Error. Lapses in individual discipline lead to gunnery errors, accidental discharges, mistakes with explosives and hand grenades, and similar incidents.

(7)
Battlefield Hazards. Unexploded ordnance, unmarked or unrecorded minefields, family of scatterable mines (FASCAM), and booby traps litter the battlefield. Failure to mark, remove, record, or anticipate these hazards increases the risk of friendly casualties.

h.SFratricide results in unacceptable losses and increases the risk of mission failure. Fratricide undermines the unit's ability to survive and function. Units experiencing fratricide observe these consequences:
(1)SLoss of confidence in the unit leadership.
1-13S
DODDOA-007311
(2)
Increasing self-doubt among leaders.

(3)
Hesitation to use supporting combat systems.

(4)
Over supervision of units.

(5)
Hesitation to conduct night operations.

(6)
Loss of aggressiveness during fire and maneuver.

(7)
Loss of initiative.

(8)
Disrupted operations.

(9)
General degradation of cohesiveness, morale, and combat power.

1-9. ENVIRONMENTAL PROTECTION. Protection of natural resources is an ever-increasing concern to the Army. It is the responsibility of all unit leaders to decrease, and if possible, eliminate damage to the environment when conducting training. Use TC 5-400, Unit Leaders Handbook for Environmental Stewardship as a reference. Environmental risk management parallels safety risk management and is based on the same philosophy as safety risk management. Environmental risk management consists of the following steps:
a.
Identify Hazards. Identify potential sources for environmental degradation during analysis of mission, enemy, terrain, troops, time available, and civilian considerations (METT-TC) factors. This requires identification of environmental hazards. An environmental hazard is a condition with the potential for polluting air, soil, or water and/or destroying life forms or cultural and historical artifacts.

b.
Assess the Hazard. Analyze potential severity of environmental degradation using environmental risk assessment matrixes such as the one found on the following page (Figure 1-7). Severity of environmental degradation is considered when determining the potential effect an operation will have on the environment. The risk impact value is defined as an indicator of the severity of environmental degradation. Quantify the risk to the environment resulting from the operation as extremely high, high, medium, or low, using the environmental risk assessment matrixes.

c.
Make Environmental Risk Decisions. Make decisions and develop measures to reduce high environmental risks.

d.
Brief Chain of Command. Brief chain of command (to include installation environmental office, if applicable) on proposed plans and pertinent high-risk environmental matrixes. Risk decisions are made at a level of command that corresponds to the degree of risk.

e.
Implement Controls. Implement environmental protection measures by integrating them into plans, orders, SOPs, training performance standards, and rehearsals.

f.
Supervise. Supervise and enforce environmental protection standards.

g.
Environmental damage has many wide-ranging consequences. The complete success of the tactical mission depends on your environmental awareness. Leaders and soldiers must be aware of the ramifications of their actions on the environment, which, in turn, reflects upon the overall mission. Prevention of spills and improper disposal of hazardous waste is everyone's responsibility. Know the proper procedures for preventing and reporting oil or fuel spills IAW local unit SOP.

S
1-14
DODDOA-007312
1-10. EVALUATION. The T&EOs in Chapter 5 describe standards that must be met for each task.
a. Evaluations can be internal or external. Internal evaluations are conducted at all levels. They must be inherent in all training. External evaluations are usually more formal and are normally conducted by a headquarters two levels above the unit being evaluated. (See Chapter 6, External Evaluations.)
Environmental Risk Assessment Matrix
Environmental areaS I Rating:
Unit operations Risk Impact
Movement of heavy vehicle/systems 5 4 3 2 1 0
Movement of personnel and light vehicles/systems 5 4 3 2 1 0
Assembly area activities 5 4 3 2 1 0
Field maintenance of equipment 5 4 3 2 1 0
Garrison maintenance of equipment 5 4 3 2 1 0

Environmental Risk Assessment Worksheet
5-Severe 4-Heavy 3-Substantial 2-Modest 1-Slight 0-Undetectable
Air pollution Archeological and historical sites Hazardous material/waste Noise pollution Threatened/endangered species Water pollution Wetland protection Overall rating
Overall Environmental Risk Assessment Form
Environmental
Category Range Damage Decision Maker
Low 0-58 Little or none Appropriate level
Medium 59-117 Minor Appropriate level
High 118-149 Significant Division Cdr
Extremely High 150-175 Severe MACOM Cdr

Risk Categories Figure 1-7. Environmental Risk Assessment Matrix
b. A critical weakness in training is the failure to evaluate each task every time it is executed. The ARTEP concept is based on simultaneous training and evaluation. Too often, leaders do not practice continuous evaluation. Often, soldiers or small units are trained to perform a task to standard; then later,
1-15S
DODDOA-007313
when they execute that task as part of an exercise, they execute it poorly or incorrectly and are not corrected. For this program to work, trainers and leaders must continually evaluate training during execution.
c.
Leaders should emphasize direct, on-the-spot evaluations. Correcting poor performance during individual or small group training is easy to do. In higher-level exercises it is usually not feasible to do this with outside evaluators, but the opportunity for correction should not be overlooked. Plan AARs at frequent, logical intervals during the exercises (usually after the completion of a major subordinate task). This is a proven technique that allows you to correct performance shortcomings while they are still fresh in everyone's mind and prevents reinforcement of bad habits.

d.
FM 25-101 provides detailed instructions for conducting an MR and detailed guidance on coaching and critiquing during training.

1-11. FEEDBACK. Recommendations for improvement of this MTP are requested. Feedback will help to ensure that this MTP answers the training needs of units in the field and parallel requirements by training and combat developers. There is a questionnaire at the end of this MTP to make it easier to send recommendations and comments.
1-16
DODDOA-007314
Chapter 2
Training Matrix
2-1. General. The training matrix assists the commander in planning the training of his unit's personnel. The mission identification table below (Figure 2-1) provides mission identification for the unit.
Mission Identification Table
Mission Mission
Title Number
Supervise Deployment of Subordinate Elements to a New Theater of OperationsS63-1-E0002 Plan Logistics and CHS for Brigade and Elements in the Brigade Support Area S63-1-E0004 Supervise Relocation of Subordinate Elements and Sustainment ResourcesS63-1-E0005 Supervise Establishment of Subordinate Bases and Facilities S 63-1-E0006 Provide Logistics and CHS for Brigade and Elements in the Brigade Support Area S63-1-E0007
Supervise Force Protection Activities S 63-1-E0008
Supervise Redeployment of Subordinate Elements to Home Station S 63-1-E0009
Figure 2-1. Mission Identification Table

2-2. TRAINING MATRIX: MISSION TO COLLECTIVE TASKS. This matrix (Figure 2-2), identifies the mission and supporting collective tasks. The tasks are listed under the appropriate AUTL which are indicated by an "X" in the matrix. The AUTL components used in this matrix are defined in Appendix B. A specific mission is trained by identifying collective tasks in the vertical column for the mission. Based on the proficiency of the unit, training is focused on operational weaknesses.
DODDOA-007315
ART EP 63-006-MTP

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
0 • erations Resources
63-1-.PROVIDE X X
4051.INTELLIGENCE
SUPPORT
63-1-.PERFORM X
4015.BATTALION
ADVANCE/
QUARTERING
PARTY ACTIVITIES
63-1-.ESTABLISH X
4016.BATTALION POST
(FORWARD)
63-1-.COORDINATE X
4018.MOVEMENT OF
SUBORDINATE
UNITS
62-1-.SUPERVISE X
4019.ESTABLISHMENT
OF SUBORDINATE
ELEMENTS AND
BATTALION
HEADQUARTERS

9icLoo-voaaoa

ARTEP 63-006-MTP

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-SESTABLISH X
4020SLOGISTICS
OPERATIONS
CENTER AND
ADMINISTRATIVE
AREAS
63-1-SDIRECT X
4850SDEPLOYMENT
ACTIVITIES
63-1-SESTABLISH THE X
4851SEMERGENCY
OPERATIONS
CENTER
63-1-SOPERATE THE X
4852SEMERGENCY '
OPERATIONS
CENTER
63-1-SSUPERVISE X X
4853SBATTALION
DEPLOYMENT/
REDEPLOYMENT
ACTIVITIES
63-1-SUPDATE X
4854SMOVEMENT
PLAN/ORDER

/. 1.ELOO-VOCKI0a

ARTEP 63-006-MTP

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-COORDINATE X
4855 SOLDIER
READINESS
PROGRAM
PROCESSING
SUPPORT
63-1-PROVIDE X
4856 DEPLOYMENT
PERSONNEL AND
ADMINISTRATIVE
SERVICES
SUPPORT
63-1-COORDINATE X
4857 FAMILY
ASSISTANCE
SUPPORT
63-1-COORDINATE X
4858 DEPLOYMENT
TRAINING
SUPPORT
63-1-PERFORM X
4859 DEPLOYMENT
INTELLIGENCE
SUPPORT
FUNCTIONS
63-1-PROVIDE X
4860 DEPLOYMENT
LOGISTICS
SUPPORT

8 1-£L00-VOCK100

ARTEP 63-006-MTP

6 1.EL00-V0aCIOa
Collective Tasks
63-1-SPERFORM
4861SDEPLOYMENT ADVANCE PARTY ACTIVITIES
63-1-SCOORDINATE
4862SONWARD MOVEMENT 63-1-SCOORDINATE 4863SREAR
DETACHMENT SUPPORT
63-1-SCOORDINATE
4864SHOME STATION REAR DETACHMENT ACTIVITIES
63-1-SCOORDINATE
4865SRECONSTITUTION FOR REDEPLOYMENT 63-1-SPREPARE 4866SREDEPLOYMENT MOVEMENT PLAN/ORDER 63-1-SPROVIDE 4867SREDEPLOYMENT SUPPORT 63-1-SPERFORM 4868SREDEPLOYMENT ADVANCE PARTY ACTIVITIES
63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
X
X
X
X
X
X
X
X

2-5

ARTEP 63-006-MTP
Collective Tasks . 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of , of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-.PERFORM X
4869.THEATER REAR
DETACHMENT
ACTIVITIES
63-1-.COORDINATE X
4870.HOME STATION
ACTIVITIES
63-1-.DIRECT X
4871.INTEGRATION
ACTIVITIES
63-1-.SUPERVISE X
4038.OPERATIONS
SECURITY
PROGRAM
63-1-.SUPERVISE X X
4040.NUCLEAR,
BIOLOGICAL, AND
CHEMICAL
OPERATIONS
,.1 -.
i.,;.11,1,,.rl
63-1-.PREPARE X
4024.CONTINUITY OF
OPERATIONS PLAN
63-1-.COORDINATE X
4025.INTERNAL
LOGISTICS ,
63-1-.COORDINATE X
4026.CLASS III SUPPORT
63-1-.COORDINATE X
4027.CLASS V SUPPORT

OZ£LOO-V0aa00
2-6

ARTEP 63-006-MTP

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-.COORDINATE X
4028.MAINTENANCE
SUPPORT
63-1-.COORDINATE X
4029.CLASS II, IV, VII
AND IX SUPPORT
63-1-.COORDINATE X
4030.CLASS I, VI, AND
WATER SUPPORT
63-1-.COORDINATE X
4031.COMBAT HEALTH
SERVICES
63-1-.COORDINATE X
4033.TRANSPORTATION
SUPPORT
63-1-.COORDINATE X
4034.FIELD SERVICES
SUPPORT
63-1-.ASSIST IN X
4035.REGENERATION
ASSESSMENT
63-1-.COORDINATE X
4036.SUPPORT FOR
REGENERATION
ACTIVITIES
63-1-.OPERATE THE X X
4037.TACTICAL AREA OF
THE LOGISTICS
OPERATIONS
CENTER

LuLoo-voaao'a

ARTEP 63-006-MTP

ZZEL00-V0aa0a

Collective Tasks
63-1-.PROVIDE 4042.PERSONNEL
SUPPORT 63-1-.PROVIDE 4043.ADMINISTRATIVE
SERVICE SUPPORT 63-1-.CONDUCT 4044.COMMAND
RELIGIOUS SUPPORT PROGRAM
63-1-.COMBAT 4303.BATTLEFIELD
STRESS 63-1-.PERFORM RISK 4326.MANAGEMENT
PROCEDURES
63-1-.CONDUCT MISSION 4001.ANALYSIS 63-1-.CONDUCT 4002.INTELLIGENCE
REPARATION OF
THE BATTLEFIELD 63-1-.FORMULATE 4003.FEASIBLE
COURSES OF ACTION
63-1-E0002 Supervise Deployment of Subordinate Elements to a New Theater of Operations 63-1-E0005 Supervise Relocation of Subordinate Elements and Sustainment Resources
X
X
X
X
63-1-E0006 Supervise Est of Subordinate Bases and Facilities
X
X
63-1-E0004 Plan Logistics and CHS for BDE and Elements in the BSA
X
X
X
X
X
63-1-E0007 Provide Logistics and CHS for BDE and Elements in the BSA
X
X
X
X
X
63-1-E0008 Supervise Force Protection Activities
X
X
63-1-E0009 Supervise Redeployment of Subordinate Elements to Home Station
2-8

ARTEP 63-006-MTP

EZEL00-V0aa0a

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-.DEVELOP X
4004.INTELLIGENCE
ESTIMATE
63-1-.DEVELOP X
4005.PERSONNEL
ESTIMATE
63-1-.DEVELOP X
4006.LOGISTICS
ESTIMATE
63-1-.DEVELOP X
4007.SUPPORT
OPERATIONS
ESTIMATE
63-1-.DEVELOP X
4008.SUPPORTING •
COMMANDER'S
(OPERATIONS)
ESTIMATE
63-1-.PREPARE X
4009.OPERATIONS
PLAN/OPERATIONS
ORDER AND
ANNEXES
63-1-.DEVELOP ROAD X X
4010.MOVEMENT ORDER
63-1-.DEVELOP X X
4011.OCCUPATION PLAN
63-1-.PLAN BATTALION X X •
4012.AREA. TACTICAL
OPERATIONS

ARTEP 63-006-MTP

PZE L00-V0aa00

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-.PLAN REAR AREA X X
4014.OPERATIONS
63-1-.PERFORM BN X
4015.ADVANCE/QTR
PARTY OPS
63-1-.ESTABLISH X X X
4017.COMMUNICATION
63-1-.OPERATE THE X X
4022.LOGISTICS
SUPPORT AREA
OF LOGISTICS
OPERATION
CENTER
63-1-.MAINTAIN X X X X
4041.COMMUNICATION
63-1-.PROVIDE X X X X X
4045.COMMAND AND
CONTROL
63-1-.OPERATE BASE X
4050.CLUSTER
OPERATIONS
CENTER
63-1-.DIRECT RESPONSE X
4052.TO THREAT
ACTIONS
63-1-.DIRECT AREA X
4053.DAMAGE CONTROL
OPERATIONS

2-10

ARTEP 63-006-MTP

Collective Tasks 63-1-E0002 63-1-E0005 63-1-E0006 63-1-E0004 63-1-E0007 63-1-E0008 63-1-E0009
Supervise Supervise Supervise Plan Provide Supervise Supervise
Deployment Relocation Est of Logistics Logistics Force Redeployment
of of Subordinate and CHS and CHS Protection of
Subordinate Subordinate Bases and for BDE for BDE and Activities Subordinate
Elements to Elements Facilities and Elements in Elements to
a New and Elements in the BSA Home Station
Theater of Sustainment the BSA
Operations Resources
63-1-.PLAN BATTALION X
4872.DEPLOYMENT IN A
PEACETIME
ENVIRONMENT
63-1-.PLAN BATTALION X
4873.DEPLOYMENT
UPON RECEIPT OF
A WARNING ORDER
63-1-.PLAN BATTALION X
4874.REDEPLOYMENT
Figure 2-2. Training Matrix: Mission To Collective Tasks

5ZE L 00-VO0C100

2-11

Chapter 3
Training Plans
3-1.GGENERAL. This chapter describes how to use the MTP to develop battalion level training plans and provides a mission outline. It is designed to assist commanders in preparing training plans for critical wartime missions. FM 25-100 and FM 25-101 provides detailed information on training management and should be used with the MTP for developing battalion training plans.
3-2.GLONG-RANGE PLANNING. Long-range planning allows commanders to provide timely input to the Army's various training resource systems and provide a general direction for the training programs.
a.DDevelop the Unit METL. The first step in developing a METL is analyzing all specified and implied missions and other guidance. Next, the unit's wartime mission is restated. After analyzing the unit's missions and external directives, a list of tasks is identified which must be accomplished if the unit is to successfully accomplish its wartime mission. Subordinate commanders and key NCOs participate in selecting the tasks. The task list is developed using the missions contained in Chapter 2 of the MTP, missions assigned to the battalion by contingency plans and missions directed by division commander's guidance. The commander reviews the task list and selects tasks that are essential to the unit's wartime mission. The selected tasks are forwarded to division headquarters. The final approved task list becomes the unit's METL, Figure 3-1.
(1)
INTELLIGENCE. . 1.DProvide Intelligence Support

(2)
MANEUVER.

1.
Direct Deployment Alert Activities

2.
Establish the Emergency Operations Center

3.
Operate the Emergency Operations Center

4.
Supervise Battalion Deployment/Redeployment Activities

5.
Update Movement Plan/Order

6.
Coordinate Soldier Readiness Program (SRP) Processing Support

7.
Provide Deployment Personnel and Administrative Services Support

8.
Coordinate Family Assistance Support

9.
Coordinate Deployment Training

Figure 3-1. Example Battalion METL
3-1
DODDOA-007326
(3).MOBILITY AND SURVIVABILITY.
1.
Supervise Operations Security Program

2.
Supervise NBC Defense Operations

(4).COMBAT SERVICE SUPPORT.
1.
Coordinate Class V Support

2.
Coordinate Class III Support

3.
Coordinate Maintenance Support

4.
Coordinate Class II, IV, VII and IX Support

5.
Coordinate Class I, VI, and Water Support

6.
Coordinate CHS Support

7.
Coordinate Field Services Support

8.
Prepare Continuity of Operations Plan

(5)DCOMMAND AND CONTROL.
1.
Conduct Mission Analysis

2.
Maintain Current Estimate of the Situation

3.
Prepare Battalion OPLAN/OPORD

4.
Maintain Communications

Figure 3-1. Example Battalion METL (continued)
b.
Establish Training Objectives. After the METL is identified, the commander establishes training objectives. The training objectives are conditions and standards, which describe the situation or environment and ultimate outcome criteria the unit must meet to successfully perform the tasks. Training objectives and standards for METL can be obtained from the MTP, STP, division headquarters guidance, and local SOP.

c.
Conduct Training Assessment. The training assessment is the commanders continuous comparison of the unit's current proficiency with the proficiency required to fight and win on the battlefield. The commander, his staff, and subordinate commanders assess the organization's current proficiency on mission essential tasks against the required standard. The commander then indicates the current proficiency by rating each task as "T" (Trained), "P" (Need Practice), "U" (Untrained), or "?" (Unknown). The outcome of the training assessment identifies the unit's training requirements, Figure 3-2.

d.
Develop Training Strategy and Commanders Guidance. The training strategy is developed using the outcome from the training assessment. With the training strategy, the commander and his staff establish training priorities by determining the minimum frequency each mission essential task will be trained during the upcoming planning period. It includes the commander's guidance, which includes the commander's training vision. To develop unit goals, the commander must:

(1) Review higher echelon commander's goals.
(2) Spell out, in real-world terms, what the battalion will do to comply with the goals of higher echelon commanders.
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CURRENT TRAINING STATUS BATTLEFIELD OPERATING SYSTEMS
-Z F-w _i M 0 B 2 zw A 1 R C S S C M D
& S U R V mw rc D E F & C T R L
I MISION ESSENTIAL TASK
Direct Deployment Alert Activities T P P T P T ?
Coordinate Movement of Subordinate Elements P P P P P P P
Plan Rear Operations Coordinate Class V Support LegendD T P T T ? T P ? P ? ? ? T - TrainedD U - Untrained P - Need PracticeD? - Status Unknown P P
Figure 3-2. Sample Commander's Training Assessment D

(3) List in broad terms his own goals for the unit. Figure 3-3 provides a sample of battalion goals.
Attain and sustain proficiency in all MTP missions.
Maintain a 90 percent operational readiness (OR) rate.
Attain and sustain 100 percent individual and crew-served weapons qualifications.
Support brigade offensive operations.

Figure 3-3. Example Battalion Goals
e.DEstablish Training Priorities. Priorities are established for training METL tasks by basing the priorities on training status, the criticality of the task, and the relative training emphasis the task should receive. Figure 3-4 provides a sample training priority list.
TASK SOURCE TRAINING PRIORITY
Coordinate Support for MTP 3 Regeneration Activities Provide Command and Control MTP 1 Conduct Mission Analysis MTP 4 Prepare Operations MTP 2
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Plan/Operations Order and Annexes Plan Rear Operations MTP 5
Figure 3-4. Example Training Priority List
f.DPrepare Long-Range Training Calendars. The long-range training calendar is the coordinating tool for long-range planning. It is structured by long-range events to identify time periods available for training mission essential tasks. The long-range planning calendar projects the training events and activities of the battalion training program for the upcoming 12 to 24 months. To prepare a long-range calendar, follow the steps outlined below:
(1)
Select training events and activities to train the missions. The battalion commander must project events that will enable him to achieve his goals.

(2)
Assign time for subordinate units to train. Subordinate leaders must be allowed to develop their training programs in support of the battalion-training program.

(3)
Examine various training alternatives to make optimum use of the training support available to the unit. Available training resources must be compared against division directed training, DISCOM directed training events, and subordinate level projected training events. Resource tools available to the battalion commander are CATS, OPTEMPO, and STRAC.

(4) Obtain approval of long-range plans from DISCOM headquarters.

(5)
Issue Guidance. Training guidance is issued to the staff and subordinate units with the long-range training calendar. This training guidance supplements the long-range training calendar and generally includes:

(a)
Training policies.

(b)
Types of mandatory training.

(c)
Training resource guidance.

(d)
Quotas for centralized training (schools).

(e)
Training goals.

3-3.GSHORT-RANGE PLANNING. A short-range plan is prepared to address the immediate future (3 months). Short-range planning develops specific training objectives based on goals and guidance prepared during long-range planning. The short-range plan adds more detail and may modify the long­range plan based on current assessments. Prepare the short-range plan as described below:
a.DReview the training program, current unit proficiency, resources, and training environment.
(1)
Review the training program described in the long-range planning process. This review determines if assessments made during long-range planning are still valid.

(2)
Review previous short-range planning calendars for training accomplished, training preempted and lesson learned.

(3) Review current unit proficiency to update priorities.
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(4)
Review resources to determine if it is still possible to execute the program described on the long-range planning calendar.

(5)
Review the training environment again in this phase of planning because it takes on added importance as training events and activities approach. Factors that affect the training environment and that collectively impact on the training program are:

(a) Personnel assigned.
(b) Personnel turbulence.
(c) Morale.
(d) Education programs.
(e) Mandatory training.
Visits, inspections, and tests.
(g) Supplies and equipment.
(h) Non-mission-related activities.
(i) Other programs.

b.DDevelop a detailed plan of action for short-range training plans. Prepare the detailed plan of action as described below:
(1)DExamine events scheduled on the long-range training plan to determine if they are still valid.
(2)
Transfer valid events to a short-range training-planning calendar.

(3)
Determine desired outcomes for scheduled events.

(4)
Analyze missions to determine related individual, leader, and collective tasks.

(5)
Determine if there are weaknesses. Select tasks to correct these identified weaknesses and to sustain selected individual, leader and unit strengths, as necessary.

(6)
Select the specific training objectives for missions and tasks to be trained. The T&EOs in Chapter 5 provide the commander with training objectives.

(7)
Prepare a short-range training planning calendar or Threemonthly schedules. The short-range training-planning calendar provides a detailed plan of actions for the specified period.

(8) Review short-range plans with higher and adjacent headquarters.

(9)
Issue guidance. This guidance specifically addresses how training will be accomplished.

3-4..NEAR-TERM PLANNING. The final phase of planning is the execution of training. Using the short-range plan, prepare weekly training schedules.
a.DReview the training program, unit proficiency, resources, and training environment. As in long-range and short-range planning, this review determines if previous assessments are valid.
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b.
Finalize plans based upon the review of the battalion's training program. Determine the best sequence for training tasks and complete the final coordination of the training events and activities.

c.
Prepare trainers, observer controllers (OCs), opposing force (OPFOR), and support personnel to know what is to be trained, why it is being trained, and what their role in the training will be.

3-5..TRAINING THE BATTALION HEADQUARTERS. Planning training for battalion headquarters personnel provides the commander with unique challenges. The most severe challenges are those that have to do with the time and availability of personnel. The battalion staff and headquarters personnel are involved in day-to-day operations and support of subordinate unit training. It is difficult to find time to adequately address the training needs of these elements. These elements must be capable of fulfilling their role for the battalion to perform its wartime mission. The strategy selected by the commander for training these elements must include an effective method for training individuals, leaders, and units.
a.DTraining the battalion (Staff Training).
( 1 )DTraining of the staff presents the greatest challenges within a constrained training environment. This MTP identifies the training objectives for the battalion staff. The staff has numerous tasks to master to be effective. Examples of tasks that any staff must perform are:
(a) Analyze terrain and threat information.
(b) Function as an effective team.
(c) Exchange information.
(d) Prepare estimates of the situation.
(e) Provide logistics and CHS Support input into the battalion OPORD.
(f) Give appraisals.
(g) Make recommendations and decision.
(h) Prepare OPLANs.
Issue orders.

Coordinate and control unit operations.
(k)DSupervise subordinate units.
(2)DThe strategy used to train the staff will vary based on the considerations used in planning training (levels of proficiency, training support available, etc.). FM 25-101 contains detailed information on the conduct of exercises. Some methods of staff training include the following exercises:
(a)
TEWT. Tactical exercises without troops (TEWTs) are low-cost, low overhead exercises conducted in the field on actual terrain suitable for training units for specific missions. TEWTs are used by commanders to train subordinate leaders and staffs to analyze terrain and plan for the conduct of unit missions.

(b)
MAPEX. Map exercises (MAPEX) are a low-overhead training exercise that allows commanders to train their staffs to perform essential integrating and control functions to support their decisions under wartime conditions. MAPEXs may be used to train the staff to exchange

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information, prepare estimates, give appraisals, make recommendations and decisions, prepare plans,
and issue orders.
(c)
CPX. Command post exercises (CPXs) are medium-cost, medium overhead training exercises that may be conducted in garrison or a field location. CPXs normally use battle simulations to drive the staff actions.

(d)
FTX. Field training exercises (FTXs) are high-cost, high overhead exercises conducted in the field under simulated combat conditions. A unit-conducted FTX exercise the staff in coordination, control, and supervision of battalion operations. Unit-conducted FTXs provide the best opportunity for the staff to combine all of its skills and perform as they would in wartime, responding to both higher and lower levels.

(3)DAt battalion level, a method to optimize staff and unit training is to integrate TEWTs, MAPEXs, CPXs, CFXs, and combined arms live fire exercises (CALFEXs) to prepare the orders and plans for upcoming battalion FTXs. This exercises the entire spectrum of the staff effectively and makes the optimum use of unit field training time. Each unit is different and only the commander can determine the best method of training his staff.
b.DTraining the battalion. Training the battalion is a complex task requiring both unit and staff training programs. Normal day-to-day operations place a unique burden on the battalion commander to accomplish training. Elements cross staff lines and responsibilities. The battalion XO and CSM coordinate with the battalion and Headquarters and Headquarters Company (HHC) commanders to ensure individual soldiering tasks are being mastered.
3-6..DEVELOPMENT OF TRAINING EXERCISES. Chapter 4 provides sample exercises for the battalion to use or modify to meet specific training needs. Since only a sample FTX is contained in the MTP, it is necessary for the battalion to develop exercises for its own use. This section provides general procedures for the battalion staff to use for FTX preparation and for the battalion supporting STXs. Exercise plans are normally prepared during preparation of the short-range plan. Prepare the exercises as described below:
a.DSelection of Missions and Tasks for Training. This was accomplished during the development of the long-range plan.
b.DSite Selection. Confirm selection of a training area.
c.DScenario Development. After missions and tasks are selected, prepare a detailed scenario for the exercise.
(1) List the missions and tasks in the preferred sequence of occurrence.
(2) Identify events necessary for the control of the exercise. These events would normally include issuance of orders, AARs, and any other administrative or logistics action necessary to
conduct the exercise.
(3)used for each event. Prepare exercise overlays that show the sequence of actions and terrain to be
(4) Determine the estimated time for each event using the overlay and scenario. The

total time is determined to ensure that the scenario can be completed in the time allocated for the exercise.
d.DSelection of OCs and OPFOR. OCs and OPFOR are normally required for every FTX and for STXs when Multiple Integrated Laser Engagement Simulation (MILES) are used. It is difficult for a battalion headquarters to provide these from its own resources. When OCs and OPFOR must be
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provided from within the battalion, unit leaders may have to serve as the OCs for their units and the OPFOR may be selected from personnel or units not essential for attainment of the exercise objectives. Ideally, the battalion should provide OCs and OPFOR.
e.DPreparation of Control Plan. Control plans are developed to coordinate the actions of training units, OPFOR, and OCs. A detailed control plan is prepared using the developed scenario. The control plan should consist of:
(1) Detailed schedules of OPFOR actions.
(2) Detailed instructions for the OPFOR.
(3) Detailed schedule of activities for units.
(4) OPORDs and fragmentary orders (FRAGOs) for friendly units. Normally, friendly

unit actions are controlled through the issuance of OPORDs and FRAGOs.
f.DPreparation of the Evaluation Plan. All training is evaluated, either internally or externally. The evaluation plan identifies the tasks to be evaluated, by whom, and at what time. The evaluation will consist of:
(1)
Specific instructions for OCs.

(2)
A sequential list of T&EOs to be evaluated by each OC.

(3)
Detailed time schedule for evaluation and AARs.

3-7.GMISSION OUTLINE. The mission outline is designed to provide a graphic portrayal of the relationship of the critical wartime mission to FTXs and STXs. This outline should assist the commander and staff in the preparation of training plans. Figure 3-5 is a sample mission outline for the battalion.
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HEADQUARTERS, FORWARD SUPPORT BATTALION
MISSION OUTLINE

FTX
SUPPORT BRIGADE COMBAT OPERATIONS

STX 63-1-E0002 -- Supervise Deployment of Subordinate Elements to a New Theater of Operations
COORDINATE MOVEMENT OF SUBORDINATE UNITS 63-1-4018
DIRECT DEPLOYMENT ACTIVITIES 63-1-4850
ESTABLISH THE EMERGENCY OPERATIONS CENTER 63-1-4851
OPERATE THE EMERGENCY OPERATIONS CENTER 63-1-4852
SUPERVISE BATTALION DEPLOYMENT/REDEPLOYMENT ACTIVITIES 63-1-4853
UPDATE MOVEMENT PLAN/ORDER 63-1-4854
COORDINATE SOLDIER READINESS PROGRAM PROCESSING SUPPORT 63-1-4855
PROVIDE DEPLOYMENT PERSONNEL AND ADMINISTRATIVE SERVICES SUPPORT 63-1-4856
COORDINATE FAMILY ASSISTANCE SUPPORT 63-1-4857
COORDINATE DEPLOYMENT TRAINING SUPPORT 63-1-4858
PERFORM DEPLOYMENT INTELLIGENCE SUPPORT FUNCTIONS 63-1-4859
PROVIDE DEPLOYMENT LOGISTICS SUPPORT 63-1-4860
PERFORM DEPLOYMENT ADVANCE PARTY ACTIVITIES 63-1-4861
COORDINATE ONWARD MOVEMENT 63-1-4862
COORDINATE REAR DETACHMENT SUPPORT 63-1-4863
COORDINATE HOME STATION REAR DETACHMENT ACTIVITIES 63-1-4864
DIRECT INTEGRATION ACTIVITIES 63-1-4871
PLAN BATTALION DEPLOYMENT IN A PEACETIME ENVIRONMENT 63-1-4872
PLAN BATTALION DEPLOYMENT UPON RECEIPT OF A WARNING ORDER 63-1-4873
Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)

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FTX
SUPPORT BRIGADE COMBAT OPERATIONS
STX 63-1-E0004 -- Plan Logistics and Combat Health Services Support for Brigade and Elements
in the Brigade Support Area
CONDUCT MISSION ANALYSIS 63-1-4001
CONDUCT INTELLIGENCE PREPARATION OF THE BATTLEFIELD 63-1-4002
FORMULATE FEASIBLE COURSES OF ACTION 63-1-4003
DEVELOP INTELLIGENCE ESTIMATE 63-1-4004
DEVELOP PERSONNEL ESTIMATE 63-1-4005
DEVELOP LOGISTICS ESTIMATE 63-1-4006
DEVELOP SUPPORT OPERATIONS ESTIMATE 63-1-4007
DEVELOP SUPPORTING COMMANDER'S (OPERATIONS) ESTIMATE 63-1-4008
PREPARE OPERATIONS PLAN/OPERATIONS ORDER AND ANNEXES 63-1-4009
DEVELOP ROAD MOVEMENT ORDER 63-1-4010
DEVELOP OCCUPATION PLAN 63-1-4011
PLAN BATTALION AREA TACTICAL OPERATIONS 63-1-4012
PLAN REAR AREA OPERATIONS 63-1-4014
ESTABLISH COMMUNICATIONS 63-1-4017
PREPARE CONTINUITY OF OPERATIONS PLAN 63-1-4024
SUPERVISE OPERATIONS SECURITY PROGRAM 63-1-4038
MAINTAIN COMMUNICATIONS 63-1-4041
PROVIDE COMMAND AND CONTROL 63-1-4045
PROVIDE INTELLIGENCE SUPPORT 63-1-4051
COMBAT BATTLEFIELD STRESS 63-1-4303
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326

Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)
D
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FTX
SUPPORT BRIGADE COMBAT OPERATIONS

STX 63-1-E0005 — Supervise Relocation of Subordinate Elements and Sustainment Resources
CONDUCT MISSION ANALYSIS 63-1-4001
FORMULATE FEASIBLE COURSES OF ACTION 63-1-4003
DEVELOP ROAD MOVEMENT ORDER 63-1-4010
DEVELOP OCCUPATION PLAN 63-1-4011
PERFORM BATTALION ADVANCE/QUARTERING PARTY ACTIVITIES 63-1-4015
ESTABLISH BATTALION COMMAND POST (FORWARD) 63-1-4016
ESTABLISH COMMUNICATIONS 63-1-4017
COORDINATE MOVEMENT OF SUBORDINATE ELEMENTS 63-1-4018
MAINTAIN COMMUNICATIONS 63-1-4041
PROVIDE COMMAND AND CONTROL 63-1-4045
COMBAT BATTLEFIELD STRESS 63-1-4303
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326

Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)
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FTX
SUPPORT BRIGADE COMBAT OPERATIONS

STX 63-1-E0006 - Supervise Establishment of Subordinate Elements and Facilities
ESTABLISH COMMUNICATIONS 63-1-4017
SUPERVISE ESTABLISHMENT OF SUBORDINATE ELEMENTS AND BATTALION 63-1-4019
HEADQUARTERS
ESTABLISH LOGISTICS OPERATIONS CENTER AND ADMINISTRATIVE AREAS 63-1-4020
OPERATE THE SUPPORT AREA OF LOGISTICS OPERATIONS CENTER 63-1-4022
OPERATE TACTICAL AREA OF THE LOGISTICS OPERATIONS CENTER 63-1-4037
SUPERVISE NUCLEAR, BIOLOGICAL, AND CHEMICAL OPERATIONS 63-1-4040
MAINTAIN COMMUNICATIONS 63-1-4041
PROVIDE COMMAND AND CONTROL 63-1-4045
COMBAT BATTLEFIELD STRESS 63-1-4303
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326

Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)
D
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FTX
SUPPORT BRIGADE COMBAT OPERATIONS
STX 63-1-E0007 — Provide Logistics and Combat Health Services Support for Brigade and
Elements in the Brigade Support Area
OPERATE THE SUPPORT AREA OF LOGISTICS OPERATIONS CENTER 63-1-4022
COORDINATE INTERNAL LOGISTICS 63-1-4025
COORDINATE CLASS III SUPPORT 63-1-4026
COORDINATE CLASS V SUPPORT 63-1-4027
COORDINATE MAINTENANCE SUPPORT 63-1-4028
COORDINATE CLASS II, IV, VII, AND IX SUPPORT 63-1-4029
COORDINATE CLASS I, VI, AND WATER SUPPORT 63-1-4030
COORDINATE COMBAT HEALTH SERVICE SUPPORT 63-1-4031
COORDINATE TRANSPORTATION SUPPORT 63-1-4033
COORDINATE FIELD SERVICES SUPPORT 63-1-4034
ASSIST IN REGENERATION ASSESSMENTS 63-1-4035
COORDINATE SUPPORT FOR REGENERATION ACTIVITIES -63-1-4036
OPERATE TACTICAL SUPPORT AREA OF THE LOGISTICS OPERATIONS CENTER 63-1-4037
MAINTAIN COMMUNICATIONS 63-1-4041
PROVIDE PERSONNEL SERVICE SUPPORT 63-1-4042
PROVIDE ADMINISTRATIVE SERVICE SUPPORT 63-1-4043
CONDUCT COMMAND RELIGIOUS SUPPORT PROGRAM 63-1-4044
PROVIDE COMMAND AND CONTROL 63-1-4045
COMBAT BATTLEFIELD STRESS 63-1-4303
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326

Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)
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FTX
SUPPORT BRIGADE COMBAT OPERATIONS

STX 63-1-E0008 -- Supervise Force Protection Activities
PLAN BATTALION AREA TACTICAL OPERATIONS 63-1-4012
PLAN REAR AREA OPERATIONS 63-1-4014
SUPERVISE NUCLEAR, BIOLOGICAL, AND CHEMICAL OPERATIONS 63-1-4040
MAINTAIN COMMUNICATIONS 63-1-4041
PROVIDE COMMAND AND CONTROL 63-1-4045
OPERATE BASE CLUSTER OPERATIONS CENTER 63-1-4050
PROVIDE INTELLIGENCE SUPPORT 63-1-4051
DIRECT RESPONSE TO THREAT ACTIONS 63-1-4052
DIRECT AREA DAMAGE CONTROL OPERATIONS 63-1-4053
COMBAT BATTLEFIELD STRESS 63-1-4303
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326

STX 63-1-E0009 -- Supervise Redeployment of Subordinate Elements to Home Station
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326 SUPERVISE BATTALION REDEPLOYMENT ACTIVITIES 63-1-4853 COORDINATE RECONSTITUTION FOR REDEPLOYMENT 63-1-4865 PREPARE REDEPLOYMENT MOVEMENT PLAN/ORDER 63-1-4866 PROVIDE REDEPLOYMENT SUPPORT 63-1-4867 PERFORM REDEPLOYMENT ADVANCE PARTY ACTIVITIES 63-1-4868 PERFORM THEATER REAR DETACHMENT ACTIVITIES 63-1-4869 COORDINATE HOME STATION ACTIVITIES 63-1-4870 PLAN BATTALION REDEPLOYMENT 63-1-4874
Figure 3-1. Mission Outline for the Headquarters, Forward Support Battalion (continued)

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Chapter 4
Training Exercises
4-1..GENERAL. Training exercises are used to train and practice personnel in the performance of collective tasks. This MTP has two types of exercises: FTX and STX. These exercises assist the FSB
commander in developing, sustaining, and evaluating the FSB's mission proficiency. This chapter
contains one FTX and seven STXs which are designed to provide a basic plan to achieve proficiency in the seven supporting missions identified for the FSB. Table 4-1 is a listing of the FTX and STX.
Table 4-1. List of Exercises
Mission Number.Title. Page
FTXDSupport Brigade Combat OperationsD 4-4
63-1-E0002DSupervise Deployment of Subordinate Elements to a New Theater of 4-16 Operations
63-1-E0004DPlan Logistics and Combat Health Services Support for Brigade and 4-22 Elements in the Brigade Support Area
63-1-E0005DSupervise Relocation of Subordinate Elements and Sustainment D4-29 Resources
63-1-E0006DSupervise Establishment of Subordinate Elements and Facilities D4-36
63-1-E0007DProvide Logistics and Combat Health Services Support for Brigade D4-43 and Elements in the Brigade Support Area
63-1-E0008DSupervise Force Protection ActivitiesD 4-52
63-1-E0009DSupervise Redeployment of Subordinate Elements to Home Station . 4-60
4-2..FIELD TRAINING EXERCISE. The FTX is designed to provide a training method for the FSB to train its personnel to perform its overall critical wartime mission. This FTX provides a logical sequence for the performance of tasks previously trained in the STXs. The overall critical wartime mission provides the FTX orientation for FSB training. FTX should be conducted when the supported brigade is conducting an FTX.
4-3..SITUATIONAL TRAINING EXERCISE. The STX is a short, scenario-driven, mission-oriented tactical exercise used to train a group of closely related and collective tasks. The commander may modify the STX based on local METT-TC and available personnel and equipment. The STX provides the information for training personnel to perform the missions that make up the overall critical wartime mission. The STX performs the following functions:
a. Provides repetitive training on the missions.
b. Allows training to focus on identified weaknesses.
c. Allows the FSB to practice each supporting mission before the critical wartime mission.
d. Saves time by providing a majority of information needed to develop a method for

training.
4-4..SAFETY. During any training exercises, soldiers and leaders must be safety conscious. Evaluators and trainers have the responsibility to ensure that all training is conducted within established
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safety constraints. Prior to each exercise, all personnel will be briefed on specific safety measures to be taken during execution.
4-5.GVISUALIZATION.
a.
DBattle command is the art of battle decision making and leading. It includes controlling operations and motivating soldiers and their organizations into action to accomplish missions. Armed with the knowledge of the current state and the desired end state, commanders visualize those actions necessary to achieve the desired future state and then translate that visualization into action. It includes the following:


Assigning mission.


Prioritizing and allocating resources.


Selecting the critical time and place to act.


Knowing how and when to make adjustments during the fight.

b.
Battlefield visualization is the mental process that supports the commander's decision making process and his ability to anticipate support requirements. Using a vision of proposed support of combat operations allows the commander to know when, and if a decision should be made. It is a continuous process that commences with the receipt of a warning order and continues through the end of an operation.

c.
Digital information systems have the capability of providing a clearer picture to the commander. Digital systems enhance the commander's ability to have an understanding of the current state of friendly and enemy forces. This extends beyond the knowledge of their physical location and includes environmental, readiness, and human considerations. It includes the ability to see and understand the dynamic relationship between supporter and supported as the commander leads his subordinate elements through the sequence of events.

d.
The available digital information systems enhance the commander's situational awareness by providing him with an unprecedented level of friendly and enemy information. Commanders must recognize that the common, relevant picture that is produced by a myriad of information systems represent both known and estimated information, and is possibly flawed by human input. The commander must tailor this information with his judgment, intuition, and experience.

DODDOA-007341
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BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION
FIELD TRAINING EXERCISE
SUPPORT BRIGADE COMBAT OPERATIONS

1..Objective. This FTX is designed to provide Forward Support Battalion headquarters commander, staff and key leaders with training in their critical wartime mission: Support Brigade Combat Operations. The headquarters must become proficient in the supervision of strategic deployment operations, supervision of the relocation of subordinate elements, and sustainment resources. The FSB must be proficient in the supervision of the establishment of BSA bases and facilities, planning, and providing logistics and combat health services support for brigade and divisional slice elements in the BSA. The FSB must also be proficient in the supervision of force protection activities and the redeployment of subordinate elements to home station.
2..Interface.
a.
This FTX supports the Division Support Command FTX - Support Division Tactical Operations.

b.
Training the following battalion STXs support this FTX:

(1)
STX 63-1-E0002DSupervise Deployment of Subordinate Elements to a New Theater of Operations.

(2)
STX 63-1-E0004DPlan Logistics and Combat Health Services (CHS) Support for Brigade and Elements in the Brigade Support Area (BSA).

(3)
STX 63-1-E0005DSupervise Relocation of Subordinate Elements and Sustainment Resources.

(4)
STX 63-1-E0006DSupervise Establishment of Subordinate Elements and Facilities.

(5)
STX 63-1-E0007DProvide Logistics and Combat Health Services (CHS1 Support for Brigade and Elements in the Brigade Support Area.

(6) STX 63-1-E0008DSupervise Force Protection Activities.

(7)
STX 63-1-E0009DSupervise Redeployment of Subordinate Elements to Home Station.

3..Training Enhancers.
a.DThe training matrix in Chapter 2 shows the collective tasks that must be mastered in order to perform FSB missions. Training emphasizing the following areas will improve the FSB's ability to perform its missions:
(1)DPlanning, coordinating, establishing, and controlling logistics and CHS support; exercising command and control; establishing and maintaining situational awareness; and total asset visibility of distribution systems. This training may be conducted in garrison and the local training area (LTA) by the following methods:
(a)
MAPEX combined with a sand table exercise.

(b)
TEWT.

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(c)DCommunications Exercise (COMEX)/Situational Awareness Exercise to practice battle command information procedures and operations, as well as logistics and combat health services support operations using available automation systems. These systems include Force XXI Battle Command, Brigade and Below, (FBCB2), Combat Service Support Control System (CSSCS), Movement Tracking System (MTS) and other battlefield functional area control systems and logistics and medical standard army management information systems (STAMIS). The FSB should practice continuity of operations (COOP) techniques and procedures in order to develop manual procedures for use in the event of automation failure or disruption due to enemy action.
(2)DEstablishing an aggressive spirit. An aggressive spirit can be established in a unit and its leaders by the following activities:
(a)
Aggressive unit sports and physical fitness programs. Such activity should be conducted with members of the supported maneuver brigade whenever possible.

(b) Leader or individual confidence courses.

(c)
Appropriate training films (CSS and combat) that have a positive, aggressive effect on the soldiers.

(3)DBuilding cohesion and trust. Cohesion and trust can be fostered between the supporting FSB and the supported FSBs by the following activities:
(a)DAwareness of FSB and maneuver brigade unit heritage.
(b)
DPartnership activity and training exchange programs between and among members of the FSB and the supported units. For example, the combat arms and combat support units have the expertise to teach combat and combat support skills to members of the FSB. The FSB, in turn, has the capability to teach logistics and CHS support related skills to members of combat and combat support units. Such activity will foster the mutual respect and trust needed on future non-linear battlefields.

b.
The FSB training cycle should be synchronized with those units that habitually supported. It is important that a habitual and closely coordinated annual training plan be developed and adhered to between supporting and supported units.

c.
This exercise begins with the receipt of a warning order and ends after restoration of the FSB to home station. Figure 4-1 illustrates the general sequence of task performances in this exercise. Table 4-2 is a suggested scenario.

d.
This exercise may be conducted under several options. These options are not all­inclusive, and can be exercised in various combinations.

(1)DConditional options, in support of:
(a)
Offensive operations.

(b)
Defensive operations.

(c)
Retrograde operations.

(d)
Day or night operations.

D
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Perform Pre-deployment Activities

•Conduct Nontactical Road March


Perform Debarkation SP S. RP S.Activities

HOME STATION.APOE/SPOE
•Perform Embarkation Activitie

•Plan The Move
•Plan Occupation *Plan Mission Support SP Tactical Road March
• React To
Ambushes
!Employ Active And Passive
Air Defense Measures

Tactical
Road March

• Occupy Site
@sweep Area

•React
To Air Attacks

0Employ NBC Def •Set Dp Area

• Set Up Defense

*support Brigade
Combat Operations

•Respond
To Threat

NEW SITE
•Perform Pre-Redep PFOR Activities

• Perform ADC Activities

•Conduct Nontactical
Road March

•Conduct Nontactical
Road March

• Perform Embarkation
Activities

•Perform Debarkation
Activities

Figure 4-1. General Scenario Illustration
. DODDOA-007344
4-5
ARTEP 63-006-MTP
(e)
Support and stability operations.

(f)
NBC environment.

(2)GOperational options.
(a)
Supervise force protection activities (develop base defense plan, plan battalion area tactical operations, and direct response to threat actions).

(b)
Provide logistics and combat health services support operations (establish BSA bases and facilities, and sustain slice units operating in the BSA).

(c)
Supervise force projection operations (supervise deployment, onward movement, and redeployment of equipment and personnel).

4..General Situation.
a.
The multifunctional FSB provides direct support to a Brigade level combat team. The FSB commander is the brigade commander's battle logistician. The headquarters staff is charged with supervision of strategic deployment of subordinate elements to a new theater of operations and the relocation and establishment of BSA bases and facilities in a new area. It is also responsible for logistics and combat health services support operations in support of the brigade and attached units, force protection activities, and strategic redeployment of the FSB to home station. The maneuver brigade has been alerted for strategic deployment to a potentially hostile country. The HQ, FSB must deploy to provide command and control to subordinate logistics and combat health services support units. HQ, FSB personnel will deploy by air and equipment will deploy by sea and air. OPFOR is capable of inflicting Levels I, II, and III attacks and employing weapons of mass destruction at sea and aerial ports of debarkation, staging and marshaling areas, and along main supply routes. HQ, FSB is prepared for OPFOR activity during reception, staging, onward movement and integration (RSO&I) operations, establishment of BSA bases and facilities, and during logistics and combat health services support operations. HQ, DISCOM or HQ, Brigade will provide guidance to the HQ, FSB when a Level II/III threat is anticipated. Upon notification of a Level II/III attack, HQ, FSB will cease logistics support operations and supervise force protection activities within the brigade support area. Force protection activities will continue until the FSB coordinates battle hand over to military police units or a tactical combat force (TCF), and the hand over has been completed.

b.
This exercise is conducted under all environmental conditions, both day and night. The FSB will operate under threat of enemy assault by weapons of mass destruction, ground or air attack, indirect conventional fires, and electronic warfare.

c.
The FSB should be prepared to move by "leapfrogging" units, bases, and facilities while continuing to provide required logistics and combat health services support to the brigade combat team.

d.
The FSB should be prepared to relocate at least every 48 hours.

Table 4-2. Headquarters, Forward Support Battalion FTX,
Support Brigade Combat Operations

EVENT ACTION ESTIMATED TIME

1.
Receive Warning Order 10 min

2.
Direct Deployment Alert Activities 10 min

3.
Establish the Emergency Operations Center 2 hrs

4.
*GOperate the Emergency Operations Center 10 hrs

5.
— Supervise Battalion Deployment Activities 3 hrs

G
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4-6 ARTEP 63-006-MTP
6.
** Coordinate Soldier Readiness Program (SRP) Support 3 hrs

7.
Provide Deployment Personnel and Administrative Support 4 hrs

8.
** Coordinate Family Assistance Plan 2 hrs

9.
** Coordinate Deployment Training Support 2 hrs

10.
Perform Deployment Intelligence Support Functions 2 hrs

11.
Provide Deployment Logistics Support 8 hrs

12.
Update Movement Plan/Order 1 hr

13.
** Coordinate Rear Detachment Support 2 hrs

14.
Perform Home Station Rear Detachment Activities 2 hrs

15.
** Coordinate Relocation of Subordinate Elements 3 hrs

16.
** Supervise Relocation of Subordinate Elements 4 hrs

17.
Perform Deployment Advance Party Activities 4 hrs

18.
AAR 1 hr

EVENT ACTION ESTIMATED TIME
19.
Perform Battalion Advance/Quartering Party Activities 4 hrs

20.
Establish Battalion Command Post (Forward) 2 hrs

21.
** Coordinate Onward Movement 1 hr

22.
Supervised Road March 1 hr

23.
Threat Interdictions 40 min

24.
Cross Release Points 10 min

25.
Supervise Establishment of Subordinate Elements and 6 hrs
Battalion HQ

26.
MR 1 hr

27.
Conduct Mission Analysis 1 hr

28.
Develop Staff Estimates 1 hr

29.
Prepare Operations Order/Plan and Annexes 1 hr

30.
AAR 1 hr

31.
Support Brigade Combat Operations

32.
Threat Interdictions 40 min

33.
AAR 1 hr

34.
Level II/111 Attacks 30 min

35.
Defense Responses 30 min

36.
Damage Assessment 2 hrs

37.
Restoration of Support 2 hrs

38.
MR 1 hr

39.
Receive Warning Order For Redeployment 10 min

40.
Coordinate Reconstitution of the FSB for Deployment 2 hrs

41.
Prepare Redeployment Movement Plan/Order 1 hr

42.
** Supervise Battalion Redeployment Activities 2 hrs

43.
Provide Redeployment Support 2 hrs

44.
Perform Redeployment Advance Party Activities 2 hrs

45.
Perform Theater Rear Detachment Activities 2 hrs

46.
** Coordinate Home Station Activities 2 hrs

47.
MR-Final

2 hrs
Total Time: 96 hrs
4-7T
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ARTEP 63-006-MTP
Table 4-2. Headquarters, Forward Support Battalion FTX, Support Brigade Combat Operations (continued)
NOTE 1: Events will be performed to standard, not time limitation. The time required to train an event will
vary based on METT-TC factors and the training proficiency of the unit.

NOTE 2: Additional time is required if large portions of the exercise are conducted at night, under limited visibility, or under mission-oriented protective posture (MOPP) conditions.
NOTE 3: Time must be added to this exercise (sleeping time, eating time, and travel time to and from the
training area).

Remains operational during the entire exercise.
**.
Indicates time is not added to the total time because tasks are performed simultaneously with other
tasks.

5.
TSpecial Situation.

a.
The DISCOM or Brigade Commander has issued the following warning order:

"Be prepared to deploy the FSB to., vicinity ., coordinates .and supervise establishment of BSA bases and facilities. Be prepared to support brigade combat operations within .hours of arrival. Coordinate with DISCOM Support Operations and Brigade S4 on special requirements."
b. FSB Battalion Commander issues the following instructions to his staff.
"We are being deployed to support the brigade combat team in ., vicinity ., coordinates . and must be prepared to support brigade combat operations within .hours of arrival. Begin your planning process for deploying subordinate elements, relocating the BSA to .(grid coordinates), establishing BSA bases and facilities, providing logistics and combat health services support for brigade and divisional slice elements in the BSA, and conducting force protection activities. This exercise will begin with receipt of a warning order from me and end upon notification from me."
6.
TSupport Requirements.

a.
Minimum Trainers/Evaluators. The battalion commander, who will be the trainer and also the primary evaluator, will conduct this exercise. If possible, there should be an evaluator with each staff section and subordinate unit. At least one other evaluator is required with the OPFOR. Evaluators may be selected from the maneuver brigade, Headquarters, DISCOM, or sister FSB organizations.

b.
Vehicles/Communications. Radio and FBCB2 equipment is needed for controllers/evaluators and the primary trainer. Radios are required for OPFOR vehicles during operations. Each controller/evaluator reports directly to the primary trainer.

c.
Opposing Force. An OPFOR platoon (+) and one aircraft are required for the exercise for Level II/III threat activities. The OPFOR should be well trained in patrolling, assault, and guerilla tactics. The OPFOR should have specific missions in the unit area. Members of subordinate combat or combat support units of the maneuver brigade may perform in the role of OPFOR.

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d. Maneuver Area. Depending upon the LTA, It is desirable to have a training area with minimum dimensions of 6 by 20 kilometers. A road network is required that allows a road march of at least 10 kilometers.
e. Master Incident List (MIL). During the FTX, items should be continually fed into proper channels. Input from the Brigade S4, the maneuver battalion taskforce staff, other supported staffs and units and the DISCOM staff cause responses from the unit. A major purpose of this FTX is to drive HQ, FSB and subordinate or attached units to a simulated combat level of support requirements. The appropriate Battlefield Functional Area Control System (BFACS) should serve as the primary vehicle to distribute items from the MIL.
f. Using Units. In order to perform certain phases of this exercise, elements of the maneuver brigade, DISCOM staff, divisional slice units and subordinate or attached units of the Forward Support Battalion must participate.
g. Consolidated Support Requirements. Battalion Headquarters support requirements can be calculated by adding the sum of the requirements for each subordinate unit STX, and the requirements for the headquarters company when these elements participate.
7.TTraining and Evaluation Outline Sequence. Table 4-3 lists the T&E0s that are to be used by the OCs.
Table 4-3. T&EOs for evaluating this FTX, Support Brigade Combat Operations TASK TASK PAGE NUMBER
CONDUCT MISSION ANALYSIS 63-1-4001 5-170 CONDUCT INTELLIGENCE PREPARATION OF THE BATTLEFIELD 63-1-4002 5-174 FORMULATE FEASIBLE COURSES OF ACTION 63-1-4003 5-177 DEVELOP INTELLIGENCE ESTIMATE 63-1-4004 5-180 DEVELOP PERSONNEL ESTIMATE 63-1-4005 5-184 DEVELOP LOGISTICS ESTIMATE 63-1-4006 5-188 DEVELOP SUPPORT OPERATIONS ESTIMATE 63-1-4007 5-192 DEVELOP SUPPORTING COMMANDER'S (OPERATIONS) ESTIMATE 63-1-4008 5-196 PREPARE OPERATIONS PLAN/OPERATIONS ORDER AND ANNEXES 63-1-4009 5-201 DEVELOP ROAD MOVEMENT ORDER 63-1-4010 5-206 DEVELOP OCCUPATION PLAN 63-1-4011 5-212 PLAN BATTALION AREA TACTICAL OPERATIONS 63-1-4012 5-216 PLAN REAR AREA OPERATIONS 63-1-4014 5-219 PERFORM BATTALION ADVANCE/QUARTERING PARTY ACTIVITIES 63-1-4015 5-10 ESTABLISH BATTALION COMMAND POST (FORWARD) 63-1-4016 5-14 ESTABLISH COMMUNICATIONS 63-1-4017 5-224 COORDINATE MOVEMENT OF SUBORDINATE UNITS 63-1-4018 5-17 SUPERVISE ESTABLISHMENT OF SUBORDINATE ELEMENTS AND 63-1-4019 5-20 BATTALION HEADQUARTERS ESTABLISH LOGISTICS OPERATIONS CENTER AND ADMINISTRATIVE 63-1-4020 5-23 AREAS OPERATE THE LOGISTICS SUPPORT AREA OF LOGISTICS 63-1-4022 5-228 OPERATIONS CENTER PREPARE CONTINUITY OF OPERATIONS PLAN 63-1-4024 5-109 COORDINATE INTERNAL LOGISTICS
63-1-4025 5-112 COORDINATE CLASS III SUPPORT
63-1-4026 5-116
.
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Table 4-3. T&EOs for evaluating this FTX, Support Brigade Combat Operations (continued)
TASK

COORDINATE CLASS V SUPPORT
COORDINATE MAINTENANCE SUPPORT
COORDINATE CLASS II, IV, VII, AND IX SUPPORT
COORDINATE CLASS I, VI, AND WATER SUPPORT
COORDINATE COMBAT HEALTH SERVICE SUPPORT
COORDINATE TRANSPORTATION SUPPORT
COORDINATE FIELD SERVICES SUPPORT
ASSIST IN REGENERATION ASSESSMENTS
COORDINATE SUPPORT FOR REGENERATION ACTIVITIES
OPERATE TACTICAL AREA OF THE LOGISTICS OPERATIONS
CENTER
SUPERVISE OPERATIONS SECURITY PROGRAM
SUPERVISE NUCLEAR, BIOLOGICAL, AND CHEMICAL OPERATIONS
MAINTAIN COMMUNICATIONS
PROVIDE PERSONNEL SERVICE SUPPORT
PROVIDE ADMINISTRATIVE SERVICE SUPPORT
CONDUCT COMMAND RELIGIOUS SUPPORT PROGRAM
PROVIDE COMMAND AND CONTROL
OPERATE BASE CLUSTER OPERATIONS CENTER PROVIDE INTELLIGENCE SUPPORT DIRECT RESPONSE TO THREAT ACTIONS DIRECT AREA DAMAGE CONTROL OPERATIONS
COMBAT BATTLEFIELD STRESS
PERFORM RISK MANAGEMENT PROCEDURES
TASK PAGE NUMBER
63-1-4027 5-121 63-1-4028 5-127 63-1-4029 5-132 63-1-4030 5-135 63-1-4031 5-138 63-1-4033 5-141 63-1-4034 5-144 63-1-4035 5-147 63-1-4036 5-150 63-1-4037 5-233
63-1-4038 5-100 63-1-4040 5-103
63-1-4041 5-237 63-1-4042 5-153 63-1-4043 5-157 63-1-4044 5-161 63-1-4045 5-242 63-1-4050 5-245 63-1-4051 5-28 63-1-4052 5-30 63-1-4053 5-33 63-1-4303 5-164 63-1-4326 5-167
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ARTEP 63-006-MTP
Table 4-3. T&EOs for evaluating this FTX, Support Brigade Combat Operations (continued)
TASK
DIRECT DEPLOYMENT ACTIVITIES ESTABLISH THE EMERGENCY OPERATIONS CENTER OPERATE THE EMERGENCY OPERATIONS CENTER SUPERVISE BATTALION DEPLOYMENT/REDEPLOYMENT ACTIVITIES UPDATE MOVEMENT PLAN/ORDER COORDINATE SOLDIER READINESS PROGRAM PROCESSING SUPPORT PROVIDE DEPLOYMENT PERSONNEL AND ADMINISTRATIVE SERVICES SUPPORT COORDINATE FAMILY ASSISTANCE SUPPORT COORDINATE DEPLOYMENT TRAINING SUPPORT PERFORM DEPLOYMENT INTELLIGENCE SUPPORT FUNCTIONS PROVIDE DEPLOYMENT LOGISTICS SUPPORT PERFORM DEPLOYMENT ADVANCE PARTY ACTIVITIES COORDINATE ONWARD MOVEMENT COORDINATE REAR DETACHMENT SUPPORT COORDINATE HOME STATION REAR DETACHMENT ACTIVITIES COORDINATE RECONSTITUTION FOR REDEPLOYMENT PREPARE REDEPLOYMENT MOVEMENT PLAN/ORDER PROVIDE REDEPLOYMENT SUPPORT PERFORM REDEPLOYMENT ADVANCE PARTY ACTIVITIES PERFORM THEATER REAR DETACHMENT ACTIVITIES COORDINATE HOME STATION ACTIVITIES DIRECT INTEGRATION ACTIVITIES PLAN BATTALION DEPLOYMENT IN A PEACETIME ENVIRONMENT PLAN BATTALION DEPLOYMENT UPON RECEIPT OF A WARNING ORDER PLAN BATTALION REDEPLOYMENT
TASK PAGE NUMBER
63-1-4850 5-25 63-1-4851 5-28 63-1-4852 5-30 63-1-4853 5-33 63-1-4854 5-37 63-1-4855 5-40
63-1-4856 5-43
63-1-4857 5-47 63-1-4858 5-50 63-1-4859 5-52 63-1-4860 5-56 63-1-4861 5-61 63-1-4862 5-64 63-1-4863 5-67 63-1-4864 5-70 63-1-4865 5-73 63-1-4866 5-76 63-1-4867 5-79 63-1-4868 5-84 63-1-4869 5-87 63-1-4870 5-90 63-1-4871 5-94 63-1-4872 5-97 63-1-4873 5-255
63-1-4874 5-258
4-11T DODDOA-007350

ARTEP 63-006-MTP
BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION'
SITUATIONAL TRAINING EXERCISE
SUPERVISE DEPLOYMENT OF SUBORDINATE ELEMENTS TO A NEW THEATER OF OPERATIONS
STX 63-1-E0002

1..Objective. This STX trains the FSB commander, staff and key leaders in supervising the deployment of subordinate elements to a new theater of operations. This STX also provides the commander and key leaders and staff with practice in planning, controlling, and coordinating subordinate unit deployment activities. HQ, FSB must become proficient in planning, preparing, and supervising subordinate units during force projection operations.
2..Interface.
a.
This STX supports the FSB FTX - Support Brigade Combat Operations.

b.
This STX supports the DISCOM STX - Supervise Deployment of Subordinate Elements to a New Theater of Operations.

c.
This STX can be used to plan and implement deployment of subordinate elements to a new theater of operations as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company STX should be trained prior to the battalion exercise.

d.
This STX is supported by company-level STX - Deploy Unit to a New Theater of Operations.

3..Training.
a..Leader Training.
(1)
This STX can be used to plan and implement deployment (land, sea, or air) of the FSB as a part of an FTX or CPX.

(2)
During classroom activities, the use of the TSOP and the responsibilities and procedures outlined in FMs 55-9, 55-10, 71-3 and 100-17-4, and ARs 220-10, 700-84 and 750-1 should be discussed and the T&EOs listed in this STX should be reviewed.

(3)
The senior trainer should use a map of the area where the STX is to be conducted and a sand table model to match the actual terrain, if possible. Sand tables allow detailed terrain analysis and aid situational awareness.

(4)
Command Post Exercises (CPX), Command Field Exercises (CFX), and TEWTs provide ground training for leaders. STXs support such exercises.

(5)
Simulations and games are developed to teach leaders as part of a continuing officer and NCO development program. They are also used to exercise command, control, and situational awareness at various command and staff levels.

(6) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and executing deployment operations.

(b)
Leaders should conduct a personal reconnaissance of the training area where deployment activities will take place.

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ARTEP 63-006-MTP

(c) Leaders should review the FSB and DISCOM deployment SOPs.
(d) The senior leader tasks which must be trained or executed by the senior trainer (FSB Commander or XO) are analyze mission, provide planning guidance, direct deployment activities, and supervise staff activities.
b..Tips for Training.
(1).After the FSB demonstrates proficiency for the tasks in Table 4-4, this STX can be trained under several options.
(a)
Inclement weather.

(b)
Various unit category levels.

(c)
Different modes of transportation.

(d)
With or without OPFOR interdiction.

(e)
With or without NBC conditions.

(f)
Day or night.

(g)
Deployment using single or multiple modes of transportation.

(2).The FSB must become proficient in the doctrine and TTP of planning and executing deployment activities before attempting complex options.
(3).After proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
4..Training Enhancers.
a.
The commander, in coordination with Headquarters, DISCOM, secures deployment guidance/orders, pertinent plans/SOPs,. and reviews deployment contingency plans.

b.
Subordinate unit commanders update unit deployment plans in coordination with HQ, FSB, and installation support elements.

c.
The DISCOM S2/S3 provides the FSB with the deployment sequence.

d.
Unless otherwise approved by the senior OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.

e.
This exercise begins with the receipt of a deployment warning order and ends when the FSB is established in the theater of operations. AARs are conducted as shown in Table 4-4. This table includes a suggested scenario.

Table 4-4. Headquarters, Forward Support Battalion, STX 63-1-E0002, Supervise Deployment of

Subordinate Elements to New Theater of Operations
EVENT ACTIONT ESTIMATED TIME
1. Receive Warning Order. 10 min
2. Direct Deployment Alert Activities. 10 min

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ARTEP 63-006-MTP
Table 4-4. Headquarters, Forward Support Battalion, STX 63-1-E0002, Supervise Deployment of
Subordinate Elements to New Theater of Operations

3.
Establish the Emergency Operations Center 2 hrs

4.
Operate the Emergency Operations Center 10 hrs

5.
Supervise Battalion Deployment Activities 3 hrs

6.
Coordinate Soldier Readiness Program Support 2 hrs

7.
Coordinate Family Assistance Plan 1 hr

8.
Coordinate Deployment Training Support 1 hr

9.
Perform Deployment Intelligence Support Functions 1 hr

EVENT ACTION ESTIMATED TIME
10.
Provide Deployment Logistics Support 2 hrs

11.
Update Movement Plan/Order 1 hr

12.
Coordinate Rear Detachment Support 2 hrs

13.
Perform Home Station Rear Detachment Activities 2 hrs

14.
Coordinate Movement of Subordinate Elements 2 hrs

15.
Perform Deployment Advance Party Activities 4 hrs

16.
AAR 1 hr

Total Time: 37 hrs 20 min
NOTE 1: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the unit.
NOTE 2: Some events are accomplished concurrently while others occur in sequence.
5.TGeneral Situation.
a.
The FSB is currently at its home station. The FSB is under the command and control of Headquarters, DISCOM.

b.
Company Commanders provide personnel and equipment status reports.

c.
The supporting installation provides required deployment support.

d.
APODs, SPODs, and the OCONUS location are identified.

e.
This exercise is conducted in all environmental conditions.

6.TFRAGO. The commander issues the following FRAGO:
"We have been alerted to deploy OCONUS with our supported maneuver brigade. New OCONUS location is ., vicinity .(grid coordinates). Begin your planning process to prepare the FSB for deployment. Be prepared to deploy within .hours. I will conduct an AAR after the conclusion of this STX."
7.TSupport Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the battalion commander or battalion XO as the trainer and primary OC. Because of the detail required in evaluating the intricate steps of deployment, a minimum of one OC per staff section is required. The trainers and OCs monitor and evaluate the accuracy of the data, the soundness of planning and recommendations, and the thoroughness of coordination.
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b..Opposing Force:
(1)
The OPFOR is not required for this situational training exercise.

(2)
The OPFOR should have specific missions and be controlled whenever used.

(3) The MILES can be used or the OCs can assess damage to facilities, equipment, and personnel casualties.
c..Vehicles and Communications. Vehicles and communications equipment organic to the FSB are used. When OPFOR is employed, a vehicle and digital communications for the OCs are used. The senior trainer/OC requires digital communications to provide input from the MIL.
d..Maneuver Area. Depending upon the LTA, it is desirable to have an adequate training area for setting up operations, which is 6 by 20 kilometers. A road network is required that allows a road march of at least 10 kilometers.
e..Master Incident List. During this STX, the MIL is essential to provide input to drive FSB actions.
f..Consolidated Support Requirements. Battalion Headquarters requirements can be calculated by adding the sum of the requirements for each subordinate unit STX, and the requirements for the headquarters company when these elements participate in the exercise.
8.TT&EO Sequence. Table 4-5 lists the T&EOs for this STX.
Table 4-5. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0002, Supervise Deployment of Subordinate Elements to New Theater of Operations

TASK TASK PAGE
NUMBER
COORDINATE MOVEMENT OF SUBORDINATE UNITS 63-1-4018 5-17
DIRECT DEPLOYMENT ACTIVITIES 63-1-4850 5-25
ESTABLISH THE EMERGENCY OPERATIONS CENTER 63-1-4851 5-28
OPERATE THE EMERGENCY OPERATIONS CENTER 63-1-4852 5-30
SUPERVISE BATTALION DEPLOYMENT/ REDEPLOYMENT ACTIVITIES 63-1-4853 5-33
UPDATE MOVEMENT PLAN/ORDER 63-1-4854 5-37
COORDINATE SOLDIER READINESS PROCESSING SUPPORT 63-1-4855 5-40
PROVIDE DEPLOYMENT PERSONNEL AND ADMINISTRATIVE 63-1-4856 5-43
SERVICES SUPPORT
COORDINATE FAMILY ASSISTANCE SUPPORT 63-1-4857 5-47
COORDINATE DEPLOYMENT TRAINING SUPPORT 63-1-4858 5-50
PERFORM DEPLOYMENT INTELLIGENCE SUPPORT FUNCTIONS 63-1-4859 5-52
PROVIDE DEPLOYMENT LOGISTICS SUPPORT 63-1-4860 5-56
PERFORM DEPLOYMENT ADVANCE PARTY ACTIVITIES 63-1-4861 5-61
COORDINATE ONWARD MOVEMENT 63-1-4862 5-64
COORDINATE REAR DETACHMENT SUPPORT 63-1-4863 5-67
COORDINATE HOME STATION REAR DETACHMENT ACTIVITIES 63-1-4864 5-70
DIRECT INTEGRATION ACTIVITIES 63-1-4871 5-94
PLAN BATTALION DEPLOYMENT IN A PEACETIME ENVIRONMENT 63-1-4872 5-97
PLAN BATTALION DEPLOYMENT UPON RECEIPT OF A WARNING 63-1-4873 5-255
ORDER

.
DODDOA-007354
4-15 ARTEP 63-006-MTP
HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
PLAN LOGISTICS AND COMBAT HEALTH SERVICES SUPPORT FOR BRIGADE AND ELEMENTS
IN THE BRIGADE SUPPORT AREA
STX 63-1-E0004

1..Objective. This STX trains the FSB commander, staff and other key members to develop operational plans in support of brigade combat operations. The staff must become proficient in analyzing the mission; developing intelligence, personnel, logistics, combat health services support, support operations, and the operation's (commander's) estimates; and developing the OPLAN/OPORD. The staff must be able to successfully plan the BSA/FSB relocation, establishment of subordinate elements in a new area of operations, and force protection activities. This STX combines the elements of planning, coordinating, and preparing those operational plans necessary to provide logistics and combat health services support for various types of brigade combat operations.
2..Interface.
a. This STX supports the FSB FTX - Support Brigade Combat Operations.
b. This STX supports the DISCOM STX - Plan Logistics and CHS Support Operations.
c. This STX can be used as a CPX to develop plans.
d. This STX has no corresponding STX at company level.

3..Training.
a.TLeader Training.
(1) This STX can be used as part of a CPX or FTX.
(2)
During classroom activities, the use of the TSOP and responsibilities and procedures outlined in FMs 71-3, 101-5, and 101-5-1 should be discussed and the T&EOs listed in this STX should be reviewed.

(3)
CPX, CFX, and TEWT provide ground training for leaders when selected STXs are used. A CPX facilitates communications set up, practice of FSB TSOP, and staff coordinating procedures.

(4)
Situational awareness should be maintained throughout this STX using the real time capability of Battlefield Functional Area Control Systems architecture. CSSCS supports the decision making process with course of action (COA) analysis. The staff can analyze up to three COAs for a 5-day period. Variables include combat posture, unit task organization, miles traveled, and geographical region.

(5)
Simulations and games teach leaders as part of a continuing officer and NCO development program. A map of the actual area where the STX is to be conducted and a sand table model to match the actual terrain should be used.

(6) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for preparing plans and orders.

(b) The FSB TSOP should be reviewed.
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(c)
A personal reconnaissance should be conducted, if possible, of the training area where movement and establishment will be performed.

(d)
Leaders should familiarize themselves with the CSSCS database of unit personnel and equipment authorizations and unit and equipment planning factors. Leaders should familiarize themselves with the Baseline Resource Item List (BRIL) and techniques to determine critical items for inclusion into the Commander's Tracked Items List (CTIL).

(e)
A personal reconnaissance should be conducted of the training area where the plan will be carried out, if possible.

(f)
The leader tasks which must be trained or executed by the senior trainer (FSB Commander or Executive Officer (XO)) with this STX are: conduct mission analysis, restate the mission, issue planning guidance, supervise staff coordination, analyze staff estimates, prepare commander's estimate, and approve plans/orders.

b.TTips for Training.
(1)TAfter the FSB demonstrates proficiency for the tasks in Table 4-6, this STX can be trained under several options.
(a) Offensive operations.
(b) With or without OPFOR interdictions.
(c) With or without NBC environment.
(d) Defensive operations.
(e) Retrograde operations.
(f) Support and stability operations.

(2)TThe FSB must become proficient in establishing and maintaining situational awareness, working as a staff to develop completed staff products, and using CSSCS to plan and manage logistics and health services support for all supported units. Supported units include Brigade and divisional elements in the Brigade Support Area, maneuver battalion task forces, Artillery Battalion; Brigade Reconnaissance Troop, and the Engineer Battalion before attempting complex actions.
(3)TAfter proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
4.
TTraining Enhancers.

a.
The senior trainer completes the mission analysis (developed using the decision support features of CSSCS) and issues guidance based on DISCOM Commander's guidance or based upon his own judgement. The trainer should make maximum use of Battlefield Functional Area Control Systems.

b.
Staff estimates and recommendations are provided in hard copy to the senior trainer for evaluation.

c.
Unless otherwise approved by the chief OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.

d..TThe FSB should be able to relocate at least once every 48 hours.
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e..The FSB S2/S3 should complete the OPLAN/OPORD and provide a hard copy to the senior trainer for evaluation.
5.TGeneral Situation.
a.
The FSB is deployed in a combat zone. The FSB mission is to provide logistics and combat health services support for the Brigade and divisional elements in the Brigade Support Area. The FSB commander has received a warning order from the DISCOM and/or the supported brigade with a task organization of friendly units.

b.
The DISCOM or maneuver brigade commanders planning guidance and restated mission guidance have been received and reviewed. The FSB commander has provided his planning guidance. The maneuver brigade commanders estimate has been received and is used as a basis for the development of the operations estimate.

c.
This exercise begins with receipt of a warning order and ends when the OPORD/OPLAN is prepared. AARs are conducted after completion of staff estimates, after a course of action is selected, and after the OPORD/OPLAN briefing. Table 4-6 is a suggested scenario.

Table 4-6. Headquarters, Forward Support Battalion STX 63-1-E0004, Plan Logistics and Combat Health Services Support for Brigade and Elements in the Brigade Support Area
EVENT ACTION ESTIMATED TIME
1.
Conduct Mission Analysis 3 hrs

2.
Develop Staff Estimates 1 hr

3.
. AAR 1 hr

4.
Select Courses of Action 1 hr

5.
AAR 1 hr

6.
Preparation of OPLAN/OPORD 2 hrs

7.
Briefing of OPLAN/OPORD 1 hr

8.
Approval of OPLAN/ORORD 15 min

9.
AAR 1 hr

10.
Preparation of Annexes 1 hr

11.
Approval of Annexes 15 min

12.
AAR 1 hr

Total Time: 13 hrs 30 min
NOTE: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the unit.
d.
Pertinent maps and engineer overlays are available for planning.

e.
The new area of operations may be a field or military operations in urban terrain (MOUT) environment.

f.
A listing of task force organization has been secured and is the basis for projected CSS requirements.

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g.
The defense of the BSA will be based on a base cluster concept. The OPFOR has the potential to employ tactical air, indirect conventional fires, weapons of mass destruction, airborne, air mobile, regular or irregular forces.

h.
This exercise is conducted in all environmental conditions, including Level I threat and NBC attack.

6..Special Situation.
a. The FSB Commander is conducting a staff meeting with his key staff members and unit commanders. The commander issues the following FRAGO:
"The brigade anticipates conducting an .operation within --- hours. The operation is estimated to last approximately --- hours and will commence in the vicinity of .; the final objective is-
.. P
riority of support is to ----.Battalion. Our job is to provide logistics and combat health services support to support accomplishment of the mission."

b.
The FSB commander issues the following instructions to the staff:

"Begin your process for developing plans and brigade distribution systems to support this mission. I want a seamless and synchronized flow of materiel and other sustainment resources from echelons above brigade to the maneuver companies and other supported units with a minimum of double handling of cargo or customer wait time. I want maintenance managers to strictly supervise repair cycle time on all items on the Commander's Track Items List. Make maximum use of throughput and trans-load operations down to the FSC or customer level. CSSCS and FBCB2 give us an unprecedented ability to analyze courses of action, see the battlefield as it unfolds, and both anticipate and project requirements, not just react to them. Movement tracking capability enables us to support the throughput of sustainment resources with precision down to unit level logistics release point or weapons system level. I want a brigade distribution system in place to establish and maintain asset and in transit visibility of materiel and other sustainment resources in and out bound to the brigade. I want to be able to rapidly direct, redirect, cross-level, or mass logistics and combat health services support resources at critical points in the brigade area of responsibility.
Further information will be disseminated as courses of action are selected; after the OPLAN/OPORD briefing, and after the approval of annexes. If necessary, repeat any portion of the exercise until your performance is satisfactory."
7..Support Requirements.
a..Minimum Trainer/OCs. This exercise should be conducted with the battalion commander or XO as the trainer and primary OC. Because of the detail required in evaluating staff estimates, a minimum of one trainer/OCs per staff section is required. The trainers/evaluators monitor and evaluate the accuracy of the estimates, the soundness of recommendations, and the thoroughness of coordination.
b..Opposing Force:
(1) OPFOR may or may not be required when the exercise is conducted as part of a CPX. OPFOR should be used if the exercise is part of an FTX.
(2)
OPFOR should have specific missions and be controlled when used.

(3)
MILES can be used, or the OC can assess damage to the unit.

c..Vehicles and Communications. Vehicles and communications equipment organic to the FSB are used. When an OPFOR is employed, a vehicle, radio and FBCB2 are needed for the OCs.
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d. Maneuver Area. Not required when this STX is used as a CPX.
e. Master Incident List. During the STX, the MIL is essential to provide input to drive FSB actions. The MIL should be inputted using the appropriate BFAC.
f. Consolidated Support Requirements. Battalion Headquarters requirements can be calculated by adding the sum requirements for each subordinate unit participating in the exercise.
8..Training and Evaluation Outline Sequence. Table 4-7 lists the T&EOs which are to be used by battalion headquarters OCs.
Table 4-7. T&EOs from Chapter 5 to use in evaluating STX 63-1-E0004, Plan Logistics and Combat Health Services Support for Brigade and Elements in the Brigade Support Area TASK TASK PAGE NUMBER
CONDUCT MISSION ANALYSIS 63-1-4001 5-170 CONDUCT INTELLIGENCE PREPARATION OF THE BATTLEFIELD 63-1-4002 5-174 FORMULATE FEASIBLE COURSES OF ACTION .• 63-1-4003 5-177 DEVELOP INTELLIGENCE ESTIMATE 63-1-4004 5-180 DEVELOP PERSONNEL ESTIMATE 63-1-4005 5-184 DEVELOP LOGISTICS ESTIMATE 63-1-4006 5-188 DEVELOP SUPPORT OPERATIONS ESTIMATE 63-1-4007 5-192 DEVELOP SUPPORTING COMMANDER'S (OPERATIONS) ESTIMATE 63-1-4008 5-196 PREPARE OPERATIONS PLAN/OPERATIONS ORDER AND ANNEXES 63-1-4009 5-201 DEVELOP ROAD MOVEMENT ORDER 63-1-4010 5-206 DEVELOP OCCUPATION PLAN 63-1-4011 5-212 PLAN BATTALION AREA TACTICAL OPERATIONS 63-1-4012 5-216 PLAN REAR AREA OPERATIONS 63-1-4014 5-219 ESTABLISH COMMUNICATIONS 63-1-4017 5-224 PREPARE CONTINUITY OF OPERATIONS PLAN 63-1-4024 5-109 SUPERVISE OPERATIONS SECURITY PROGRAM 63-1-4038 5-100 MAINTAIN COMMUNICATIONS 63-1-4041 5-237 PROVIDE COMMAND AND CONTROL
63-1-4045 5-242 PROVIDE INTELLIGENCE SUPPORT
63-1-4051 5-28 COMBAT BATTLEFIELD STRESS 63-1-4303 5-164 PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326 5-167
4-20. DODDOA-007359
ARTEP 63-006-MTP
HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE RELOCATION OF SUBORDINATE ELEMENTS AND SUSTAINMENT RESOURCES
STX 63-1-E0005

1..Objective. This STX is designed to train the FSB commander, staff, and other key leaders in planning and coordinating the relocation of subordinate elements and sustainment resources. The staff must become proficient in selecting routes, directing reconnaissance/quartering/advance party operations, coordinating required support for the move, monitoring the movement of subordinate units, and coordinating logistics and combat health services support for the supported brigade while moving. This STX combines the elements of column formations, movement control, situational awareness, communications, and defense procedures necessary to accomplish relocation to a new operating site.
2..Interlace.
a.
This STX supports the FSB FTX - Support Brigade Combat Operations.

b.
This STX supports the DISCOM STX -Supervise Relocation of Subordinate Elements and Sustainment Resources.

c.
The STX can be used to plan and implement movement of the FSB and subordinate units as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company STX should be trained prior to the battalion exercise.

d.
This STX is supported by company-level STX -Relocate Unit to a New Operating Site.

3..Training.
a..Leader Training.
(1)
During classroom activities, the use of FMs 55-30, 71-3, 101-5, and 101-5-1, TSOPs, and the responsibilities and procedures outlined in the T&EOs listed in this STX should be reviewed.

(2)
Leaders should use a map of the actual area where the STX is to be conducted, and a sand table model to match the actual terrain, if possible. MAPEX assist in terrain analysis, route selection, and selection of bases.

. (3).CPX, Command Field Exercise (CFX), and TEWT provide ground training for leaders when the exact area of the STX is used.
(4)
Simulations and games teach leaders as part of a continuing officer and NCO development program.

(5)
Situational awareness should be maintained throughout the relocation process using the real time on the move capability of FBCB2.

(6) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and executing movement and preparing movement annexes/orders (FMs 101-5 and 55-30).

(b) The FSB and DISCOM TSOP should be reviewed.
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(c)
A personal reconnaissance should be conducted, if possible, of the training area where movement and establishment will be performed.

(d)
The leader tasks which must be trained or executed by the senior trainer (FSB Commander or XO) with this STX are: analyze supported brigade mission, provide planning guidance, establish priorities for relocation, approve movement order/annex, supervise activities of staff sections, and supervise movement.

b.TTips for Training.
(1)TAfter the FSB demonstrates proficiency for tasks in Table 4-8 and leaders have been trained in the leader tasks, this STX, can be trained under several options.
(a) With or without OPFOR interdictions.
(b) With or without NBC conditions.
(c) In a field or MOUT environment.
(d) Elements moving over a single or multiple routes.
(e) Movement by road or cross-country.

(2)TThe staff must become proficient in the doctrine and UP for establishing and maintaining situational awareness during movement, and in the doctrine and TTP of planning, coordinating, and controlling convoy movement of subordinate elements before attempting complex actions.
(3)TAfter proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
(4)TWhen using an OPFOR, the OPFOR evaluator/controller must exercise close control over the actions of the OPFOR. The trainers must set out specific OPFOR tasks with an overall objective of placing maximum stress on the FSB. OPFOR will not be employed unless this STX is used as part of a FTX.
4.
TTraining Enhancers.

a.
The commander determines movement priorities based upon the supported brigade or DISCOM commander's guidance, type of operations, or based upon his own judgement. The enemy operations are based upon training needs identified by the FSB or DISCOM commander. The enemy situation will affect the force protection requirements.

b.
The staff sections plan the move and prepare the movement order/annex. The FSB S2/S3 Section leads this task with input from other staff sections.

c.
Staff recommendations are provided in hard copy to the FSB S2/S3.

d.
All reports should be submitted in hard copy to the senior trainer for evaluation.

e.
The FSB should be able to relocate at least every 48 hours as a standard capability.

f.
In considering the proficiency of the staff, the following sequential guidance can be used in the AAR:

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(1)
Did the movement plan conform to the commander's guidance? Did the staff properly react to all deviations from the movement order?

(2)
Did the subordinate units implement the movement plan properly? Did the OPFOR cause the desired reaction or enhance training?

g.
Deficiencies identified in (1) above should be traced to staff weaknesses. Those identified in (2) above are subordinate unit weaknesses. If the plan is satisfactory but the FSB execution is poor, then more frequent moves during FTX or company-level STX are required.

h.
This exercise begins with the assignment of responsibility for the movement annex and ends when the last subordinate unit has crossed the RP. AARs are conducted after preparation of the movement annex and after the last unit cross RP. Table 4-8 is a suggested scenario.

Table 4-8. Headquarters, Forward Support Battalion STX 63-1-E0005, Supervise Relocation of
Subordinate Elements and Sustainment Resources

EVENT ACTION ESTIMATED TIME
1.
Select New Area 2 hrs

2.
Coordinate Route Recon(s) 1 hr 30 min

3.
Staff Input 1 hr

4.
Prepare Movement Annex 1 hr

5.
AAR 1 hr

6.
Implement Annex 1 hr

7.
Coordinate Road March(es) 1 hr

8.
OPFOR Activity 1 hr

9.
AAR 1 hr

10.
Cross RP 10 min

11.
AAR 1 hr

Total Time: 11 hrs 40 min
NOTE: Events will be trained to standard, not time limitations. The time needed to train an event will vary based on METT-TC factors and the training proficiency of the unit.
5.TGeneral Situation.
a.
The FSB is deployed in a combat zone. The FSB mission is to provide logistics and combat health services support to a brigade combat team and divisional slice elements located in the BSA. After receiving guidance from the Brigade Commander or DISCOM commander, the FSB Commander has decided to relocate the BSA to a new operating area.

b.
Pertinent maps and engineer overlays are available.

c.
Route reconnaissance is performed by the subordinate units.

d.
The OPFOR is capable of launching air attacks, ground attacks, indirect conventional fires, employing weapon of mass destruction, and engaging in electronic warfare.

e.
Major deviations from the movement annex may occur.

This exercise is conducted in all environmental conditions.
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6.TSpecial Situation.
a. The FSB Commander is conducting a meeting with his staff and key FSB leaders. The following guidance is given:
"The BSA will relocate to the vicinity of ., grid coordinates .. The FSB must cross the SP NLT .(DTG). Conduct route reconnaissance, select routes, organize subordinate and attached units for the move, and prepare movement annex/order, to be published NLT.(hours). Plan to arrive at new location NLT.(hours). We must be responsive to brigade combat team requirements even during convoy operations. Maintain voice and digital communications with FSMC, BSC, FSCs, DISCOM S3 and Support Operations Section, maneuver brigade S3 and S4, Engineer Battalion S4, maneuver battalion task force S-4s, and other divisional slice units dependent upon us for support. Be prepared to provide logistics and combat health services support to support brigade combat team relocation. S-3 you have the lead. The enemy has the capability to interdict our unit convoy movements along the entire main supply route. Maintain march discipline and proper distance between unit convoys and serials. Use FBCB2 to maintain situational awareness and MTS to control movement throughout the relocation. Have all units be prepared for immediate action drill in case of ambush, and to report to me using digital communications enemy activity or any other activity that impedes the progress of the battalion. Uniform for all subordinate and attached units is MOPP2. DISCOM S2/3 states contaminated area on current route of march vicinity.. Reroute units at checkpoint ---- to the alternate MSR and have them report in upon closure at the new location."
b. The senior trainer ends the meeting with the following additional guidance: "Plan to conduct AARs after the movement annex is prepared, and after all units cross the release point(s). Are there any questions? Begin your planning process."
7.TSupport Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the FSB commander as the trainer and primary OC.
b..Opposing Force:
(1) The OPFOR should not be more than platoon size with crew-served weapons.
(2) OPFOR should be well trained in threat tactics, have specific missions, and be
controlled when used.

(3) The MILES can be used, or the OC can assess damage to the FSB.
c..Vehicles and Communications. Vehicles and communications equipment organic to the FSB are used. When OPFOR is employed, a vehicle and digital communications are needed for the OC.
d..Maneuver Area. Depending upon the LTA, it is desirable to have an adequate.training area that is 6 by 20 kilometers. A road network of at least 20 kilometers is needed.
e..Master Incident List. During the STX, the MIL is essential to provide input to drive FSB actions.
f..Consolidated Support Requirements. Battalion headquarters support requirements can be calculated by adding the sum of the requirements for each subordinate unit.
8.TTraining and Evaluation Outline Sequence. Table 4-9 lists the T&EOs which are to be used by battalion headquarters OCs.
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Table 4-9. T&EOs from Chapter 5 to use in evaluating STX 63-1-E0005, Supervise Relocation of Subordinate Elements and Sustainment Resources
TASK
CONDUCT MISSION ANALYSIS FORMULATE FEASIBLE COURSES OF ACTION DEVELOP ROAD MOVEMENT ORDER DEVELOP OCCUPATION PLAN PERFORM BATTALION ADVANCE/QUARTERING PARTY ACTIVITIES ESTABLISH BATTALION COMMAND POST (FORWARD) ESTABLISH COMMUNICATIONS
COORDINATE MOVEMENT OF SUBORDINATE ELEMENTS
MAINTAIN COMMUNICATIONS
PROVIDE COMMAND AND CONTROL
COMBAT BATTLEFIELD STRESS
PERFORM RISK MANAGEMENT PROCEDURES
TASK PAGE NUMBER
63-1-4001 5-170 63-1-4003 5-177 63-1-4010 5-206 63-1-4011 5-212 63-1-4015 5-10 63-1-4016 5-14 63-1-4017 5-224 63-1-4018 5-17 63-1-4041 5-237 63-1-4045 5-242 63-1-4303 5-164 63-1-4326 5-167
.
4-25
DODDOA-007364
ARTEP 63-006-MTP
BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE ESTABLISHMENT OF SUBORDINATE ELEMENTS AND FACILITIES
STX 63-1-E0006

1..Objective. This STX is designed to train the FSB commander, staff and other key leaders with practice in planning, coordinating and supervising the establishment of the BSA bases and facilities in support of brigade combat operations. The staff must become proficient in planning occupation of the new area; coordinating advance/quartering party activities; supervising the establishment of subordinate elements, bases, and facilities; establishing and maintaining communications with subordinate and supported units and force protection activities. This STX combines the elements of planning, coordinating, and supervising the functions necessary to occupy, develop and defend the BSA.
2..Interface.
a. This STX supports the FSB FTX - Support Brigade Combat Operations.
b. This STX supports the DISCOM STX - Supervise Establishment of Subordinate Elements
and Facilities.

c.
This STX can be used to plan and implement the establishment of the BSA as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company STX should be trained prior to the battalion exercise.

d.
This STX is supported by company-level STX - Establish Unit Area of Operations.

3..Training.
a..Leader Training.
(1)
During classroom activities, the use of the TSOP and responsibilities and procedures outlined in FM 71-3 and the T&EOs listed in this STX should be reviewed.

(2)
CPX, CFX, and TEWT provide ground training for leaders when the STX location is used. Leaders should use a map of the actual area where the STX is to be conducted, and a sand table model to match the actual terrain, if possible. MAPEX assist in terrain analysis and selection of operating areas and threat avenues of approach.

(3)
Games and simulations are developed to teach leaders as part of a continuing officer and NCO development program. They also are used to exercise command, control and situational awareness at various command and staff levels.

(4)
Situational awareness should be maintained throughout this STX using the real time capability of Battlefield Functional Area Control System architecture.

(5) Tips for leader training.

(a)
Leaders should familiarize themselves with the doctrinal procedures for planning and supervising establishment of bases and facilities.

(b) The FSB and DISCOM TSOP should be reviewed.

(c)
A personal reconnaissance should be conducted, if possible, of the training area where the BSA will be established.

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(d)TThe leader tasks which must be trained or executed by the senior trainer (FSB Commander or XO) with this STX are analyzing supported brigade mission, providing planning guidance, approving BSA bases and facilities layout plan and the base cluster defense plan, and supervising the activities of the staff.
b.TTips for Training.
(1)TAfter the FSB demonstrates proficiency in the tasks in Table 4-10 and the leaders have been trained in the leader tasks, this STX can be trained under several
options.
(a) With or without OPFOR interdictions.
(b) With or without NBC conditions.
(c) In a field or MOUT environment.
(d) Day or night.

(2)TThe staff must become proficient in the doctrine and TTP of planning and supervising the establishment of BSA bases and facilities and implementing force protection activities before attempting complex options.
(3)TAfter proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
(4)TWhen using OPFOR, the OPFOR evaluator/ controller must exercise close control over the actions of the OPFOR. The trainer must set up specific OPFOR tasks with an overall objective of placing maximum stress on the FSB. OPFOR will not be employed unless this STX is used as part of a FTX.
4.TTraining Enhancers.
a.TThe commander provides planning guidance based upon the supported commander's guidance or based upon his own judgment. The type of operation determines the degree of site permanency that will be accomplished. The enemy situation will affect force protection requirements. The FSB must be prepared at any time to defend against air, ground, or terrorist attacks during daylight or darkness, and to respond appropriately to enemy or friendly NBC operations.
b.TThe staff sections develop base and facilities layout plans and force protection plans and supervise their implementation. The FSB S2/S3 is the proponent for these supporting missions with input from other staff sections. He establishes the new operating site IAW the FSB and DISCOM commanders' operational plans. When the site is operational, the DISCOM S2/S3 is notified that the FSB is prepared to perform its operational mission.
c.TUnless otherwise approved by the chief OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.
d.TIn considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the occupation plan conform to the commander's guidance?

(2)
Did the subordinate units implement the occupation plan properly?

e.TDeficiencies identified in (1) above should be traced to staff weaknesses. Those identified in (2) above are subordinate unit weaknesses. If the plan is satisfactory, but the subordinate
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unit execution is poor, then, more frequent establishments during FTX or company-level STX are required.
f.TThis exercise begins when the FSB advance/quartering party arrives at the new site and ends when the FSB area is established. AARs are conducted as shown in Table 4-10.
Table 4-10. Headquarters, Forward Support Battalion STX 63-1-E0006,
Supervise Establishment of Subordinate Elements and Facilities

EVENT ACTIONT ESTIMATED TIME
1.
Occupy New Area of OperationsT 1 hr

2.
Formulate Tentative Layout PlanT 1 hr

3.
AART 1 hr

4.
Set Up the LOCT 2 hrs

5.
Set Up Administrative and Bivouac AreasT 2 hrs

6.
Supervise Establishment of Subordinate Elements and T2 hrs
Facilities

7.
AART 1 hr
Total Time: 10 hrs

NOTE: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the battalion staff.
5.
TGeneral Situation.

a.
The FSB is deployed in a combat zone. The FSB mission is to provide logistics and combat health services support to a brigade corn bat team, divisional slice units, Artillery Battalion, Brigade Reconnaissance Troop, and Engineer Battalion.

b.
Maps of the new area of operations (AO) and an NBC vulnerability analysis are available.

c.
The new AO may be in a field or MOUT environment.

d.
The FSB advance/quartering party has arrived at the new AO.

e.
Subordinate units have arrived at the new AO and are ready to establish operations in support of offensive, defensive, or static operations. Subordinate units are prepared to defend at any time during the establishment.

f.
The location of the Logistics Operations Center (LOC) has been identified.

g.
The communications plan is available.

6.TSpecial Situation.
a.TThe FSB commander is conducting a meeting with his staff and key leaders. The following guidance is given:
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"We will support brigade combat team and divisional slice units operating in the brigade area from this location for the next 2 days. The enemy is capable of mounting aerial and ground attacks throughout the brigade rear and is also capable of bringing indirect fire upon us. Be prepared to push to the brigade combat team anything they might need as of right now. I want the Logistics Operations Center set up and operational immediately, followed by administrative and bivouac areas. Get voice and digital commo links in quickly with HQ, DISCOM, HQ, Brigade Combat Team, Forward Medical Support Company, Base Support Company, Forward Support Companies, and divisional slice units we support. Lock in the locations of the maneuver battalion task force, the Engineer Battalion support areas, and logistics release points for all supported units down to company/separate detachment level. Have all subordinate and attached units use cover and concealment to mask our activities and strictly enforce light and noise discipline. Have them place LPs and OPs far enough out to give adequate warning. Uniform remains MOPP2 for all assigned and attached personnel based on reports of enemy threat capabilities."
b..The FSB commander issues the following additional instructions:
"Now begin establishing BSA bases and facilities. Keep in mind we are still required to support the brigade combat team even as we establish ourselves. Plan accordingly and maintain digital communications with subordinate and supported units. This exercise ends when you have established bases and facilities and are ready to support the brigade combat team. You should conduct AARs once the plan is completed and after all subordinate units are prepared to support brigade combat operations. If necessary, the exercise will be run again, until I am satisfied with the staffs performance."
7.TSupport Requirements.
a..Minimum Trainer/Evaluators. This exercise should be conducted with the battalion commander or XO as the senior internal evaluator. If STX is conducted for the battalion headquarters staff, then one evaluator per staff section is required. If the STX is conducted as part of a battalion FTX, the required evaluators should be the sum of evaluators of each subordinate unit STX.
b..Opposing Force:
(1) The OPFOR may or may not be required when the exercise is conducted as part of a STX. The OPFOR should be used if the exercise is part of a battalion FTX.
(2) OPFOR should be well trained in threat tactics, have specific missions, and be
controlled when used.
(3) The MILES can be used, or the OC can assess damage to the FSB.

c..Vehicles and Communications. Vehicles and communications equipment organic to the FSB are used. When OPFOR is employed, a vehicle, radio, and digital communications are needed for the OC.
d..Maneuver Area. A training area of sufficient size to support the number of vehicles and equipment in a tentative battalion AO is required. Vehicles should be spaced a minimum of 25 meters apart. Vegetation and terrain should allow cover and concealment for facilities, vehicles, and equipment.
e..Master Incident List (MIL). During the STX, the MIL is essential to provide input to drive staff actions. The MIL should be inputted using the appropriate BFAC.
f..Consolidated Support Requirements. Battalion headquarters support requirements can be calculated by adding the sum of the requirements for each subordinate unit.
8.TTraining and Evaluation Outline Sequence. Table 4-11 lists the T&EOs which are to be used by battalion headquarters OCs.
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Table 4-11. T&EOs from Chapter 5 to use for evaluating STX 63-1-E0006, Supervise Establishment of Subordinate Elements and Facilities
TASK
ESTABLISH COMMUNICATIONS SUPERVISE ESTABLISHMENT OF SUBORDINATE ELEMENTS AND BATTALION HEADQUARTERS ESTABLISH LOGISTICS OPERATIONS CENTER AND ADMINISTRATIVE AREAS OPERATE THE SUPPORT AREA OF LOGISTICS OPERATIONS CENTER OPERATE TACTICAL AREA OF THE LOGISTICS OPERATIONS CENTER SUPERVISE NUCLEAR, BIOLOGICAL, AND CHEMICAL OPERATIONS MAINTAIN COMMUNICATIONS PROVIDE COMMAND AND CONTROL COMBAT BATTLEFIELD STRESS PERFORM RISK MANAGEMENT PROCEDURES
TASK PAGE
NUMBER
63-1-4017 5-224
63-1-4019 5-20
63-1-4020 5-23
63-1-4022 5-228
63-1-4037 5-233
63-1-4040 5-100
63-1-4041 5-237
63-1-4045 5-242
63-1-4303 5-164
63-1-4326 5-167

4-30.
DODDOA-007369
ARTEP 63-006-MTP
BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES SUPPORT FOR BRIGADE AND
ELEMENTS IN THE BRIGADE SUPPORT AREA
STX 63-1-0007

1..Objective. This STX is designed to train the FSB commander, staff, and other key members in the following areas: establishing situational awareness; logistics and CHS support planning; requirements determination; coordination with external organizations; and command and control of subordinate units. The staff must become proficient in maintaining total asset visibility of sustainment resources. The staff must become proficient in: planning and coordinating internal and external logistics and combat health services support operations; providing intelligence; supervising OPSEC, force protection operations; and providing personnel service, logistics, administrative, and religious support. This STX combines the elements of distribution management, planning, coordinating, and supervising necessary to provide logistics and combat health services support to the brigade combat team.
2..Interface.
a.
This STX supports the FSB FTX - Support Brigade Combat Operations.

b.
This STX supports the DISCOM STXs - Direct Logistics and CHS Support Operations and Manage Distribution Systems.

c.
This STX can be used to plan, coordinate, and provide command and control of logistics and combat health services support operations and drive distribution systems during brigade tactical operations as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company-level STX should be trained prior to the battalion exercise.

3.TTraining.
a.TLeader Training.
(1)
During classroom activities logistics and combat health services support responsibilities and procedures outlined in FMs 8-15, 101-5, 101-5-1, and 71-3 should be reviewed. In addition, the trainer should review the TSOP and T&EOs listed in this STX.

(2)
CPX and MAPEX provide staff training to teach teamwork and proper preparation of estimates and orders.

(3)
CFX or TEWT using the FSB staff and a limited number of vehicles from subordinate units provide training for FSB leaders. Simultaneously, leaders from subordinate units train their related STX as part of the battalion officer and NCO development program.

(4)
Games and simulations are developed using logistics and combat health services support requirements driven by a brigade-level force. They are also used to exercise command and control at various command and staff levels.

(5) Tips for leader training.

(a)
Leaders should familiarize themselves with the doctrinal procedures for planning and implementing brigade support plans (FMs 7-30, 71-2, and 71-100).

(b) The FSB, maneuver brigade, and DISCOM TSOP should be reviewed.
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(c)
A personal reconnaissance should be conducted of the training area where the logistics and combat health services support operations will be performed, if possible.

(d)
The following leader tasks which must be trained or executed by the senior trainer (FSB Commander or XO) with this STX: identify specified, implied, and essential tasks of the brigade/DISCOM OPORD; establish support priorities in accordance with the OPORD; provide recommendations to the supported brigade/DISCOM commander; approve FSB input to the brigade/ DISCOM support plan; reassess requirements; reallocate resources; provide command, control, communications, and situational awareness; and supervise activities of the staff.

b..Tips for Training.
(1).After the FSB has demonstrated proficiency in the tasks in Table 4-12 and leaders have been trained in the leader tasks, this STX can be trained under several options.
(a)
In a field or MOUT environment.

(b)
With or without NBC environment.

(c)
Day or night.

(d)
With or without OPFOR interdictions.

(e)
Offensive, defensive, or retrograde operations.

(2).The trainer must become proficient in the doctrine and TTP of planning, coordinating, and supervising the logistics and combat health services support to the brigade combat team before attempting complex options.
(3).In giving his guidance and possible courses of action, the senior trainer should offer variations. Some variations are listed below.
mission. (a) Secure local area terrain features that could adversely affect the support
(b) Increase the size of the brigade combat team.
(c) Support multinational element.
(d) Support non-linear or deep operations.
(e) Apply automation constraints.

(4).After proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
(5).When using OPFOR, the OPFOR evaluator/controller must exercise close control over the actions of the OPFOR. The trainer must set up specific OPFOR tasks. OPFOR will not be employed unless this STX is used as part of an FTX.
4..Training Enhancers.
a..The commander provides planning guidance based upon the supported commander's concept of operations or based upon his own judgement. The type of operations determines the scheme of and priorities of support.
.
DODDOA-007371
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b..Support considerations for offensive, defensive, and retrograde operations are found in FM 71-3.
c..Staff recommendations are provided in hard copy to the senior trainer for evaluation.
d..All reports should be submitted in hard copy to the senior trainer for evaluation.
e..The Support Operations Officer and the Brigade S4 develop the support plan. The FSB staff implements the plan and monitors its progress.
f..In considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the FSB logistics and combat health services support plan conform to the FSB and supported brigade commander's guidance?

(2)
Did the subordinate units properly implement the FSB logistics and combat health services support operations plan?

g..Deficiencies identified in (1) above should be traced to staff weaknesses. Those identified in (2) above are unit weaknesses. If the plan is satisfactory, but the unit execution is poor, then more frequent performances of support missions during FTX or company-level STX are required.
h..This exercise begins with the assignment of responsibility for developing the service support annex and ends when the BSA is under a Level II/III threat. AARs are conducted after staff input, after dissemination of the support plan, and a final AAR after implementation of plan. Table 4-12 is a suggested scenario.
Table 4-12. Headquarters, Forward Support Battalion STX 63-1-0007, Provide Logistics and
Combat Health Services Support For Brigade and Elements in the Brigade Support Area

EVENT ACTION ESTIMATED TIME

1.
Commander's Guidance 30 min

2.
Determire Unit Capabilities and Requirements to Support 1 hr 30 min the Mission

3.
Staff Input 30 min

4.
AAR 30 min

5.
Develop Tentative Logistics and CHS Support Plan 45 min

6.
Brief Commander 30 min

7.
Disseminate Plan 30 min

8.
AAR 1 hr

9.
Develop Internal Logistics and CHS Support Plan 45 min

10.
Monitor Implementation 1 hr 30 min

11.
Monitor Operations and Make Adjustments 1 hr 30 min

12.
Anticipate Future Requirements 1 hr 30 min

13.
OPFOR Sighted 15 min

14.
CSS Degradation Occurs 1 hr

15.
Priority CSS is Maintained 1 hr

16.
Rear Operations Intensify 45 min

17.
Conduct Final AAR 1 hr

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Table 4-12. Headquarters, Forward Support Battalion STX 63-1-0007, Provide Logistics and
Combat Health Services Support For Brigade and Elements in the Brigade Support Area

Total Time: 15 hrs 30 min
NOTE: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the battalion staff.
5..General Situation.
a.
The FSB is deployed in a combat zone. The FSB mission is to provide logistics and combat health services support to a brigade combat team and the divisional slice elements.

b.
The brigade commander has issued a mission statement. The FSB commander, staff, and key leaders are assembled to begin planning.

c.
The Brigade OPLAN/OPORD is available. CSSCS and analog status reports of supply, maintenance, transportation, medical capabilities, and distribution systems are available.

d.
After the planning phase, brigade combat operations commence. Brigade combat team and divisional slice units operating in the brigade area generate sustainment requirements. Corps and Division (backup) distribution resources sustain the brigade combat team. Some FSB, combat, and combat support elements require back-up and/or reinforcing support. Field maintenance is conducted as far forward as possible using contact and combat repair teams. Maximum use should be made of throughput and transload of sustainment stocks from higher echelon CSS bases and facilities down to the lowest level DSU or customer logistics release point. CSSCS and FBCB2 systems provide situational awareness to enable a brigade-wide common, relevant picture of the combat posture of the brigade combat team.

e.
Intelligence information on the tactical situation is disseminated from the supported .

brigade to the FSB S2/S3 Section using the appropriate BFACS. OPSEC and physical security measures have been implemented by the battalion.
f. The OPFOR attack may be in the form of conventional or unconventional forces and have the capability of intelligence gathering, overt, and covert attacks. OPSEC program is a passive defensive measure. Local security is maintained by the use of OPSEC countermeasure techniques.
.
g.
-OPFOR has the capability to launch an NBC attack. Isolated NBC incidents have occurred.

h.
Subordinate units' battle rosters have been received. Casualties, transfers, and enemy prisoners of war (EPW) cause personnel adjustments.

i.
During this STX, brigade combat operations stabilize to a degree that administrative services can provided.

6..Special Situation.
a..The commander issues the following:
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"We will continue to support brigade combat team from this location for the next 2 days. Priority of support is to .Battalion. The enemy is capable of mounting attacks throughout the brigade rear and also of bringing indirect fire upon our unit positions, bases, and facilities. I want to maintain a seamless and synchronized flow of materiel and other sustainment resources to battalion task forces and other supported units with a minimum of double handling of cargo or customer wait time. I want maintenance supervisors to strictly enforce repair cycle time on all items on the Commander's Tracked Items List. Make maximum use of throughput and transload operations down to the FSC or customer level. CSSCS and FBCB2 give us an unprecedented ability to see the battlefield as it unfolds and anticipate and project requirements, not just react to them. Movement tracking capability enables us to support the throughput of sustainment resources and LOGPAC operations with precision down to customer LRP or weapons system level. I want systems in place to establish and maintain asset and in­transit visibility of sustainment resources in the distribution system to enable rapid direct, redirect, cross­leveling or massing of logistics and combat health services support resources at critical points within the brigade area of responsibility. Continue to seek ways to maximize distribution of sustainment resources to the battalion task forces, Engineer Battalion and other units. I want to be updated on the status of support as soon as you encounter problems or there is a break in the distribution pipeline. Now begin your planning process for providing logistics and combat health services support for brigade combat team operations."
b..The commander issues the following additional instructions:
"This exercise ends when the BSA is threatened with a Level II/III attack. You should conduct AARs after staff input, at the completion of the logistics and combat health services support plan, and at end of the exercise. If necessary, run the exercise again until I am satisfied with the staff's performance."
7..Support Requirements.
a..Minimum Trainer/OCs. This exercise should be conducted with the battalion commander or XO as the senior internal evaluator. If the STX is conducted for the battalion headquarters staff, then one evaluator per staff section is required. If the STX is conducted as part of a battalion FTX, the required evaluators should include the sum of evaluators of each subordinate unit STX.
b..Opposing Force:
(1)
The OPFOR is not required when exercise is conducted as a staff STX. OPFOR should be used if exercise is part of a battalion FTX.

(2) OPFOR should have specific missions and be controlled whenever used.

(3)
MILES can be used, or the controllers can assess damage to the FSBs in the FSB.

c..Vehicles and Communications. Vehicles and communications equipment organic to the headquarters are used. When OPFOR are employed, a vehicle and digital communications are needed for the evaluator/controller.
d..Maneuver Area. A training area of sufficient size is required to support the number of vehicles and equipment in a tentative BSA. Vehicles should be spaced a minimum of 25 meters apart. Vegetation and terrain should allow cover and concealment for facilities, vehicles, and equipment.
e..Master Incident List. During the STX, the MIL is essential to provide input to drive staff actions.
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f..Consolidated Support Requirements. Battalion headquarters requirements can be calculated by adding the sum of the requirements for each subordinate unit.
8..Training and Evaluation Outline Sequence. Table 4-13 lists the T&EOs which are to be used by battalion headquarters OCs.
Table 4-13. T&EOs from Chapter 5 to use in evaluating STX 63-1-0007, Provide Logistics and Combat Health Services Support For Brigade and Elements in the Brigade Support Area TASK TASK PAGE NUMBER
OPERATE THE LOGISTICS SUPPORT AREA OF LOGISTICS 63-1-4022 5-228 OPERATIONS CENTER COORDINATE INTERNAL LOGISTICS 63-1-4025 5-112 COORDINATE CLASS III SUPPORT 63-1-4026 5-116 COORDINATE CLASS V SUPPORT 63-1-4027 5-121 COORDINATE MAINTENANCE SUPPORT 63-1-4028 5-127 COORDINATE CLASS II, IV, VII, AND IX SUPPORT 63-1-4029 5-132 COORDINATE CLASS I, VI, AND WATER SUPPORT 63-1-4030 5-135 COORDINATE COMBAT HEALTH SERVICES SUPPORT 63-1-4031 5-138 COORDINATE TRANSPORTATION SUPPORT 63-1-4033 5-141 COORDINATE FIELD SERVICES SUPPORT 63-1-4034 5-144 ASSIST IN REGENERATION ASSESSMENTS 63-1-4035 5-147 COORDINATE SUPPORT FOR REGENERATION ACTIVITIES 63-1-4036 5-150 OPERATE TACTICAL SUPPORT AREA OF THE LOGISTICS 63-1-4037 5-233 OPERATIONS CENTER MAINTAIN COMMUNICATIONS 63-1-4041 5-237 PROVIDE PERSONNEL SUPPORT 63-1-4042 5-153 PROVIDE ADMINISTRATIVE SUPPORT 63-1-4043 5-157 CONDUCT COMMAND RELIGIOUS SUPPORT PROGRAM 63-1-4044 5-161 PROVIDE COMMAND AND CONTROL 63-1-4045 5-242 COMBAT BATTLEFIELD STRESS 63-1-4303 5-164 PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326 5-167
.
DODDOA-007375
4-36 ARTEP 63-006-MTP
BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE FORCE PROTECTION ACTIVITIES
STX 63-1-E0008

1..Objective. This STX provides the FSB staff and key leaders practice in planning, coordinating, and providing command and control of force protection activities in defense of BSA bases and facilities. The staff must become proficient in planning force protection activities; establishing and coordinating base and base cluster defense; operating the base cluster operations center; directing responses to BSA threats; coordinating response forces, friendly indirect fire, and CAS; and directing ADC operations. This STX combines the elements of planning, coordinating, and directing procedures necessary to accomplish force protection activities.
2.
.Interface.

a.
This STX supports the FSB FTX - Support Brigade Combat Operations.

b. This STX supports the DISCOM STX -Coordinate Force Protection Activities.
c. This STX is supported by company-level STX -Defend Assigned Area.
3..Training.
a..Leader Training.
(1)
This STX can be used to plan and implement force protection activities as a part of a CPX or FTX. If this STX is used with all or some subordinate units, the corresponding company STX should be trained prior to the battalion exercise.

(2)
During classroom activities, the use of the TSOP and the responsibilities and procedures outlined in FMs 90-14, 71-3 and 71-100 should be discussed and the T&EOs listed in this STX should be reviewed.

(3)
The leader should use a map of the area where the STX is to be conducted and a sand table model to match the actual terrain, if possible.

(4)
CPX, CFX, and TEWTs provide ground training for leaders when the exact location of the STXs is used.

(5)
Simulations and games teach leaders as part of a continuing officer and NCO development program.

(6) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and supervising base and base cluster defense, operating the base cluster operations center, coordinating and directing responses to threat actions, and coordinating ADC operations.

(b)
Leaders should conduct a personal reconnaissance of the training area where force protection activities will take place.

(c)
Leaders should review the FSB, brigade, and DISCOM rear operations SOPs and OPORD.

(d)
The leader tasks which must be trained or executed by the senior trainer (FSB commander or XO) with this STX are: approve defense plan, implement defense plan, identify

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decision point for commitment of response forces, direct ADC operations, and command and control of the defense area.
b..Tips for Training.
(1).After the HQ, FSB has demonstrated proficiency in the tasks in Table 4-14, this STX can be trained under several options.
(a) Inclement weather.
(b) Simultaneous threats.
(c) Day or night.

(2).The staff must become proficient in the doctrine and TTP of planning, coordinating, and executing force protection activities before attempting complex options.
(3).After proficiency in this STX is reached, the staff sustains proficiency by executing this STX as part of an FTX.
(4).When using OPFOR, the OPFOR evaluator/controller must exercise close control over the actions of the OPFOR. The trainer must set up specific OPFOR tasks with an overall objective of placing maximum stress upon the staff.
4..Training Enhancers.
a.
The commander provides planning guidance based upon the supported commander's concept of operations or based upon his judgement. Intelligence reports influence force protection planning.

b.
Unless otherwise approved by the chief OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.

c.
Force protection limitations and assumptions include:

(1)
The lack of mobility impedes the ability of sustainment bases and facilities to rapidly shift locations.

(2)
The lack of heavy weapons prevents the FSB from decisively engaging and defeating a major enemy ground attack. Listening/observation posts must be located far enough forward of the perimeter to give early warning. The TCF or MP units, friendly indirect fire, and CAS should be committed as soon as the primary threat avenue is identified and the size of the threat exceeds Level 1.

(3)
Failing early notification, the defense should prevent penetration of BSA bases and facilities by committing the internal response force or shifting personnel from unengaged sectors of the base or nearby bases.

(4)
Once the OPFOR has achieved penetration of the sustainment base, rally points within each base will allow commanders to regain control over their elements for the purpose of reestablishing organizational integrity prior to conducting counterattacks to regain lost ground. Upon arrival of the TCF or MP units, base commander will hand over responsibility for counterattack to the Commander of the TCF or MP unit. Base commander will place base personnel under operational control of the counterattacking force for the purpose of regaining control of bases and facilities. Upon successful completion of the counterattack or instructions from Commander, TCF or MP unit, base personnel will revert to their original mission and command and control structure.

.
DODDOA-007377
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e..These assumptions are based on the fact that when the enemy knows what type of units (CSS and CS) are grouped together, and where those units are located, they will become prime targets for threat weaponry.
f..Military Police (MP) will be committed as a response force against a Level II threat. The FSB and MP response forces are coordinated by the brigade S3.
g..Sustainment of the brigade is dependent upon the survival of the FSB. High-risk measures in defense of the FSB are justified and may be required in order to preserve the fighting capability of the brigade. These required measures include:
(1)
Total commitment of personnel to the defense until additional response forces can be brought to bear.

(2)
Commitment of all available combat/combat support weaponry (including those in repair or stock) to preserve brigade bases and facilities.

(3) The destruction of supplies and equipment to prevent capture by threat forces.
h..The FSB should not abandon sustainment bases and facilities without approval from the DISCOM commander.
i..In considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the force protection plan conform to the commanders guidance?

(2)
Did the subordinate units properly implement the force protection plan?

j..Deficiencies identified in (1) above should be traced to staff weaknesses. Those identified in (2) above are unit weaknesses. If the plan is satisfactory, but the subordinate unit execution is poor, then more frequent performances of force protection activities should be conducted during FTX or company-level STX.
k..This exercise begins with a Level II/III threat and ends once restoration of subordinate bases and facilities are completed. AARs are conducted after completion of ADC activities and after restoration operations. Table 4-14 is a suggested scenario.
Table 4-14. Headquarters, Forward Support Battalion
STX 63-1-0008, Supervise Force Protection Activities

EVENT ACTION ESTIMATED TIME
1.
Commanders Guidance 10 min

2.
Determine Defensive, Response Force, and ADC Assets 40 min and Requirements

3.
Staff Input 1 hr

4.
Develop Base Cluster Defense Plan 20 min

5.
Develop ADC Plan 30 min

6.
MR 2 hrs 40 min

7.
Brief Commander 50 min

8.
Disseminate Plan 30 min

9.
Enemy Patrolling Occurs 20 min

10.
Determine Response 1 hr 30 min

11.
Level II Attack 1 hr 30 min

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Table 4-14. Headquarters, Forward Support Battalion STX 63-1-0008, Supervise Force Protection Activities
12.
MP Response Force Arrives 2 hrs

13.
Reorganization 4 hrs 15 min

14.
AAR 3 hrs

15.
Level Ill Attack 1 hr

16.
Tighten Defense 30 min

17.
Execute Battle Hand Over 1 hr

18.
FSB elements OPCON to Tactical Combat Force (TCF) 10 min

19.
Dam age Assessment 1 hr

20.
Conduct Area Damage Control Operations 2 hrs

21.
Continue Support Mission 1 hr

22.
AAR 1 hr

Total Time: 26 hrs 50 min
NOTE: Events will be trained to standard, not time limitations. The time required to train an event will
vary based on METT-TC factors and the training proficiency of the unit.
5..General Situation.
a.
The FSB is forward deployed in a combat zone. The FSB mission is to support brigade combat operations. The brigade is in contact with enemy forces and the enemy has either infiltrated or air dropped platoon size or larger forces to seek out command and control elements, sustainment bases and facilities for destruction. A level II or Ill threat condition is reached.

b.
The FSB has the responsibility for the defense of the FSB base cluster in the BSA. The FSB is responsible for the defense of the BSA against Level I and limited level II attacks.

c.
Responses to Level II/III attacks are handed over to the MP forces or a TCF.

d.
The attack has caused heavy damage to bases and facilities within the base cluster. ADC teams have been designated. Priorities have been established for ADC.

e.
The BSA bases and facilities are established IAW SOP and are supporting current brigade operations.

f.
The force protection plan is initiated with security elements in positions.

6..Special Situation.
a. The battalion commander is conducting a staff meeting where he provides the following guidance:
"The supported brigade S2 has reported that company and smaller-sized enemy units have begun operating in the brigade rear area. This is a Level II/III alert. Their mission appears to be locating combat service support units and causing as much damage as possible to brigade sustainment capability. Some elements are mounted, however, most are dismounted. Notify all units to be prepared to repel any attack before it reaches the perimeter of bases and facilities. Execute the base cluster defense plan. Begin your planning process."
b. The FSB commander issues the following instructions.
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"This exercise ends when the BSA returns to normal operational status. You should conduct AARs after the Force Protection Plan is completed, after contact with enemy forces and subsequent reorganization, and after completion of area damage control activities. If necessary, I will run the exercise again, until I am satisfied with FSB (Staff) performance."
7..Support Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the FSB or XO commander as the senior trainer and primary OC. If the STX is conducted for the headquarters staff, then a maximum of three evaluators are required. If the STX is conducted as a part of a battalion FTX, then the required evaluators should be the sum of all subordinate elements STX. Each OPFOR platoon should have one controller/evaluator to control activity, assess damage and casualties, and evaluate tactics and techniques of FSB personnel. An additional evaluator should accompany each response element and have similar responsibilities.
b..Opposing Force. An OPFOR platoon (+) or company is required for the exercise for Level Ill activities. The OPFOR should be trained in patrolling and assault tactics and have specific missions within the BSA. During the conduct of an FTX both mounted and dismounted operations should be executed. The following guidelines assist in assessing damage:
or cover, is a casualty/destroyed.
(1) Any soldier that masks a firing weapon is a casualty.
casualty. (2) Any soldier that remains exposed for longer than three consecutive seconds is a
(3) Any soldier or vehicle within five meters of a grenade, unless protected by sump

(4) Any vehicle or equipment that OPFOR comes within five meters of is destroyed.
c..Vehicles and Communications. Vehicles and both digital and analog communications equipment organic to the FSB are used.
d..Maneuver Area. A road network is required that allows a road march of at least 20 kilometers.
e..Master Incident List (MIL). During this STX, the MIL is essential to provide input to drive FSB actions. The MIL should be inputted using the appropriate BFACS.
f..Consolidated Support Requirements. Battalion support requirements can be calculated by adding the sum of the requirements for each subordinate unit.
8..Training and Evaluation Outline Sequence. Table 4-15 lists the T&EOs which are to be used by battalion headquarters OCs.
Table 4-15. T&EOs from Chapter 5 to use in evaluating STX 63-1-E0008,
Supervise Force Protection Activities
TASK TASK PAGE

NUMBER
PLAN BATTALION AREA TACTICAL OPERATIONS 63-1-4012 5-216 PLAN REAR AREA OPERATIONS 63-1-4014 5-219 SUPERVISE NUCLEAR, BIOLOGICAL, AND CHEMICAL OPERATIONS 63-1-4040 5-103 MAINTAIN COMMUNICATIONS 63-1-4041 5-237 PROVIDE COMMAND AND CONTROL 63-1-4045 5-242
.
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Table 4-15. T&EOs from Chapter 5 to use in evaluating STX 63-1-E0008,
Supervise Force Protection Activities

OPERATE BASE CLUSTER OPERATIONS CENTER 63-1-4050 5-245 PROVIDE INTELLIGENCE SUPPORT 63-1-4051 5-28 DIRECT RESPONSE TO THREAT ACTIONS 63-1-4052 5-30 DIRECT AREA DAMAGE CONTROL OPERATIONS 63-1-4053 5-33 COMBAT BATTLEFIELD STRESS 63-1-4303 5-164 PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326 5-167
.
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BATTALION HEADQUARTERS, FORWARD SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE REDEPLOYMENT OF SUBORDINATE ELEMENTS TO HOME STATION
STX 63-1-E0009

1..Objective..This STX trains the FSB commander, staff, and key leaders in supervising the redeployment of subordinate elements from a theater of operations to home station or a mobilization site. This STX also provides the commander and key leaders and staff with practice in planning, controlling, and coordinating subordinate unit redeployment activities. The FSB must become proficient in planning and preparing subordinate units for redeployment operations.
2..Interface.
a. This STX supports the FSB STX - Support Brigade Combat Operations.
b.
This STX supports the DISCOM STX - Supervise Redeployment of Subordinate Elements to Home Station.

c.
This STX can be used to plan and implement the redeployment of subordinate elements to home station as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company STX should be trained prior to the battalion exercise.

d. This STX is supported by company-level STX - Redeploy Unit to Home Station.
3..Training.
a..Leader Training.
(1)
This STX can be used to plan and implement redeployment (land, sea or air) of the FSB as part of an FTX.

(2)
During classroom activities, the use of the TSOP and the responsibilities and procedures outlined in FMs 55-9, 55-10, 71-3 and 100-17 series should be reviewed. In addition, ARs 700-84 and 750-1 should be discussed and the T&EOs listed in this SIX should be reviewed.

(3)
The leader should use a map of the area where the STX is to be conducted and a sand table model to match the actual terrain, if possible.

(4)
Command Post Exercises (CPX), Command Field Exercises (CFX), and TEWT provide ground training for leaders. STX support such exercises.

(5)
Simulations and games are developed to teach leaders as part of a continuing officer and NCO development program. They are also used to exercise command and control at various command and staff levels.

(6) Tips for leader training.

(a)
Leaders should familiarize themselves with the contingency plans and procedures for planning and executing redeployment operations.

(b)
Leaders should conduct a personal reconnaissance of the training area where redeployment training activities will take place.

(c)
Leaders should review the FSB, DISCOM, and maneuver brigade redeployment SOPs.

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b..Tips for Training.
(1).After the FSB demonstrates proficiency for the tasks in Table 4-16, this STX can be trained under several options.
(a)
Inclement weather.

(b)
Various unit category levels.

(c)
Different modes of transportation.

(d)
Day or night.

(e)
All environmental conditions.

(2).The FSB must become proficient in planning and executing redeployment activities before attempting complex options.
(3).After proficiency in this STX is reached, the FSB sustains proficiency by executing this STX as part of an FTX.
4..Training Enhancers.
a.
The commander, in coordination with Headquarters, DISCOM, secures redeployment guidance/orders, pertinent plans/SOPs, and reviews redeployment contingency plans.

b.
Subordinate unit commanders update unit redeployment plans in coordination with HQ, FSB.

c.
The DISCOM S2/S3 provides the FSB with the redeployment sequence data.

d.
Unless otherwise approved by the senior OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.

e.
This exercise begins with the receipt of a redeployment warning order and ends when the FSB is at home station. An AAR is conducted as shown in Table 4-16. This table includes a suggested scenario.

Table 4-16. Headquarters, Forward Support Battalion STX 63-1-0009,
Supervise Redeployment of Subordinate Elements to Home Station

EVENT ACTION ESTIMATED TIME
1.
Receive Warning Order 10 min

2.
Coordinate Reconstitution for Redeployment 1 hr

3.
Prepare Redeployment Movement Order/Plan 2 hrs

4.
Provide Redeployment Support 2 hrs

5.
Perform Redeployment Advance Party Activities 1 hr

6.
Perform Theater Rear Detachment Activities 2 hrs

7.
Coordinate Home Station Activities 1 hr

8.
AAR 1 hr

Total Time: 10 hrs 10 min
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Table 4-16. Headquarters, Forward Support Battalion STX 63-1-0009, Supervise Redeployment of Subordinate Elements to Home Station
NOTE: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the unit.
5..General Situation.
a. The FSB is currently deployed in a theater of operations. The FSB is under the command and control of Headquarters, DISCOM. Hostilities have ceased. Divisional elements are redeploying to home station.
b. Subordinate unit commanders provide personnel and equipment status reports.
c. The MACOM logistics element provides required redeployment support.
d. APOEs, SPOEs, and the CONUS location are identified.

6..FRAGO. The commander issues the following FRAGO:
The FSB will begin redeployment operations immediately. We must be prepared to support the brigade combat team through its redeployment activity. S3, you have the lead. All units will prepare personnel for redeployment to CONUS by air and equipment by sea and air. I want 100% personnel and equipment accountability. Support Operations, I want to be briefed on the disposition of sustainment stocks remaining under the control of FSB subordinate units and in the hands of brigade combat team. Coordinate turn in of excess sustainment stocks with DISCOM Support Operations. Begin your planning process to prepare the FSB for redeployment to home station. Alternate route A will be used for moving to TAA/RAA. Be prepared to move to the RAA/TAA within ---- hours. I want a staff briefing at .hours. I will conduct an MR after the conclusion of this STX."
7..Support Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the battalion commander or battalion XO as the trainer and primary OC. Because of the detail required in evaluating the details of redeployment, a minimum of one OC per staff section is required. The trainers and OCs monitor and evaluate the accuracy of the data, the soundness of planning and recommendations, and the thoroughness of coordination.
b..Opposing Force:
(1)
The OPFOR is not required for this situational training exercise.

(2)
The OPFOR should have specific missions and be controlled whenever used.

(3) The MILES can be used or the OCs can assess damage to facilities, equipment, and personnel casualties.
c..Vehicles and Communications. Vehicles and both analog and digital communication equipment organic to the FSB are used. When OPFOR is employed, a vehicle and digital communications are needed for the OCs. The senior trainer/OC requires communications to provide input from the MIL.
4-45. DODDOA-007384
ARTEP 63-006-MTP
d.
Maneuver Area. Depending upon the LTA, it is desirable to have an adequate training area for setting up operations, which is 6 by 20 kilometers. A road network is required that allows a road march of at least 10 kilometers

e.
Master Incident List. During this STX, the MIL is essential to provide input to drive FSB actions.

f.
Consolidated Support Requirements. Battalion headquarters support requirements can be calculated by adding the sum of the requirements for each subordinate unit.

8..Training and Evaluation Outline Sequence. Table 4-17 lists the T&EOs which are to be used by battalion headquarters OCs.
Table 4-17. T&EOs from Chapter 5 to use in evaluating STX 63-1-E0009,
Supervise Redeployment of Subordinate Elements to Home Station
TASK TASK -.PAGE

NUMBER
PERFORM RISK MANAGEMENT PROCEDURES 63-1-4326 5-167 SUPERVISE BATTALION REDEPLOYMENT ACTIVITIES 63-1-4853 5-33 COORDINATE RECONSTITUTION FOR REDEPLOYMENT 63-1-4865 5-73 PREPARE REDEPLOYMENT MOVEMENT PLAN/ORDER 63-1-4866 5-76 PROVIDE REDEPLOYMENT SUPPORT 63-1-4867 5-79 PERFORM REDEPLOYMENT ADVANCE PARTY ACTIVITIES 63-1-4868 5-84 PERFORM THEATER REAR DETACHMENT ACTIVITIES 63-1-4869 5-87 COORDINATE HOME STATION ACTIVITIES 63-1-4870 5-90 PLAN BATTALION REDEPLOYMENT
63-1-4874 5-258
.
DODDOA-007385
4-46
ARTEP 63-006-MTP

CHAPTER 5
Training and Evaluation Outlines
5-1. Introduction. This chapter contains the training and evaluation outlines for the unit. T&EOs are the foundation of the MTP and the collective training of the units. T&EOs are training objectives (task, conditions, and standards) for the collective tasks which support critical wartime operations. The unit must master designated collective tasks to perform its critical wartime operations. T&EOs may be trained separately, in an STX, in an FTX, or in live-fire exercises. For collective live-fire standards, the trainer needs to refer to the applicable gunnery manual for the appropriate course of fire. Those standards and courses of fire need to be integrated into the training exercise.
5-2. Structure. The T&EOs in this chapter are listed in Table 5-1. The Mission-to-Collective Task Matrix in Chapter 2 lists the T&EOs required to Vain the critical wartime missions according to their specific BOS.
5-3. Format. The T&EOs are prepared for every collective task that supports critical wartime operation accomplishment. Each T&EO contains the following items:
a.
Element. This identifies the unit or unit element(s) that performs the task.

b.
Task. This is a description of the action to be performed by the unit, and provides the task number.

c.
References. These are in parenthesis following the task number. The reference which contains the most information (primary reference) about the task is listed first and underlined. If there is only one reference do not underline the reference.

d.
Iteration. Used to identify how many times the task is performed and evaluated during training. The "M" identifies when the task is performed in MOPP4.

e.
Commander/Leader Assessment. This is used by the unit leadership to assess the proficiency of the unit in performing the task to standard. Assessments are subjective in nature and use all available evaluation data and submit leader input to develop an assessment of the organization's overall capability to accomplish the task. Use the following ratings:

(1)
T - Trained. The unit is trained and has demonstrated its proficiency in accomplishing the task to wartime standards.

(2)
P - Needs practice. The unit needs to practice the task. Performance has demonstrated that the unit does not achieve standard without some difficulty or has failed to perform some task steps to standard.

(3)
U - Untrained. The unit can not demonstrate an ability to achieve wartime proficiency.

f.
Condition. A statement of the situation or environment in which the unit is to do the collective task.

g. Task standard.
(1) The task standard states the performance criteria that a unit must achieve to successfully
execute the task. This overall standard should be the focus of training. It should be understood by every soldier.
(2) The trainer or evaluator determines the unit's training status using performance observation measurements (where applicable) and his judgment. The unit must be evaluated in the context of the
5 - 1
DODDOA-007386
ARTEP 63-006-MTP
METT-TC conditions. These conditions should be as similar as possible for all evaluated elements. This will establish a common base line for unit performance.
h.
Task Steps and Performance Measures. This is a listing of actions that is required to complete the task. These actions are stated in terms of observable performance for evaluating training proficiency. The task steps are arranged sequentially along with supporting individual tasks and their reference. Leader tasks within each T&EO are indicated by an asterisk (*). Under each task step are listed the performance measures that must be accomplished to correctly perform the task step. If the unit fails to correctly perform one of these task steps to standard, it has failed to achieve the overall task standard.

i.
GO/NO-GO column. This column is provided for annotating the platoon's performance of the task steps. Evaluate each performance measure for a task step and place an "X" in the appropriate column. A major portion of the performance measures must be marked a "GO" for the task step to be successfully performed.

j.
Task performance/evaluation summary block. This block provides the trainer a means of recording the total number of task steps and performance measures evaluated and those evaluated as "GO". It also provides the evaluator a means to rate the units demonstrated performance as a "GO" or "NO-GO". It also provides the leader with a historical record for five training iterations.

k.
Supporting Individual Tasks. This is a listing of all supporting individual tasks required to correctly perform the task. Listed are the reference, tasks number, and task title.

I.
OPFOR standards. These standards specify overall OPFOR performance for each collective task. These standards ensure that OPFOR soldiers accomplish meaningful training and force the training unit to perform its task to standard or "lose" to the OPFOR. The OPFOR standards specify what must be accomplished -- not how it must be accomplished. The OPFOR must always attain its task standards, using tactics consistent with the type of enemy they are portraying.

5-4. Use. The T&EOs can be used to train or evaluate a single task. Several T&EOs can be used to train or evaluate a group of tasks such as an STX or FTX.
Develop Intelligence
Provide Intelligence Support.(63-1-4051) . 5-4
Deploy/Conduct Maneuver
Perform Battalion Advance/Quartering Party Activities .(63-1-4015) . 5-6
Establish Battalion Command Post [Forward] .(63-1-4016) . 5-9
Coordinate Movement of Subordinate Elements.(63-1-4018) . 5-11
Supervise Establishment of Subordinate Elements and Battalion Headquarters .(63-1-4019) .5-13
Establish Administrative Areas and Logistics Operations Center (ALOC) .(63-1-4020) .5-15
Direct Deployment Alert Activities.(63-1-4850) . 5-17
Establish the Emergency Operations Center .(63-1-4851) . 5-19
Operate the Emergency Operations Center.(63-1-4852) . 5-21
Supervise Battalion Deployment/Redeployment Activities.(63-1-4853) . 5-23
Update Movement Plan/Order (63-1-4854) . 5-26
Coordinate Soldier Readiness Program Processing Support.(63-1-4855) . 5-28
Provide Deployment Personnel and Administrative Services Support.(63-1-4856) .5-30
Coordinate Family Assistance Support .(63-1-4857) . 5-33
Coordinate Deployment Training Support.(63-1-4858) . 5-35
Perform Deployment Intelligence Support Functions.(63-1-4859) . 5-37
Provide Deployment Logistics Support .(63-1-4860) . 5-40
Perform Deployment Advance Party Activities .(63-1-4861) . 5-44
Coordinate Onward Movement .(63-1-4862) . 5-46
Coordinate Rear Detachment Support.(63-1-4863) . 5-49
Perform Home Station. Rear Detachment Activities .(63-1-4864) . 5-51

5 - 2.
DODDOA-007387
ARTEP 63-006-MTP
Coordinate Reconstitution for Redeployment (63-1-4865) . 5-53
Prepare Redeployment Movement Plan/Order (63-1-4866) . 5-55
Provide Redeployment Support (63-1-4867) . 5-57
Perform Redeployment Advance Party Activities (63-1-4868) . 5-61
Perform Theater Rear Detachment Activities (63-1-4869) . 5-63
Coordinate Home Station Activities (63-1-4870) . 5-66
Direct Integration Activities (63-1-4871) . 5-69
Plan Battalion Deployment in a Peacetime Environment (63-1-4872) . 5-71

Protect the Force Supervise Operations Security Program (63-1-4038) . 5-74 Supervise Nuclear, Biological, and Chemical Defense Operations (63-1-4040) .5-76
Perform CSS and Sustainment Prepare Continuity of Operations Plan (63-1-4024) . 5-80 Coordinate Internal Logistics (63-1-4025) . 5-83 Coordinate Class III Support (63-1-4026) . 5-86 Coordinate Class V Support (63-1-4027) . 5-90 Coordinate Maintenance Support (63-1-4028) . 5-94 Coordinate Class II, IV, VII, and IX Support (63-1-4029) . 5-98 Coordinate Class I, VI, and Water Support (63-1-4030) . 5-101 Coordinate Combat Health Services (63-1-4031) . 5-103 Coordinate Transportation Support (63-1-4033) . 5-105 Coordinate Field Services Support (63-1-4034) . 5-108 Assist in Regeneration Assessments (63-1-4035) . 5-110 Coordinate Support for Regeneration Activities (63-1-4036) . 5-112 Provide Personnel Service Support (63-1-4042) . 5-114 Provide Administrative Service Support (63-1-4043) . 5-117 Conduct Command Religious Support Program (63-1-4044) . 5-120 Combat Battlefield Stress (63-1-4303) . 5-123 Perform Risk Management Procedures (63-1-4326) . 5-126
Exercise Command and Control Conduct Mission Analysis (63-1-4001) . 5-128 Conduct Intelligence Preparation of the Battlefield (63-1-4002) . 5-131 Formulate Feasible Courses of Action (63-1-4003) . 5-133 Develop Intelligence Estimate (63-1-4004) . 5-135 Develop Personnel Estimate (63-1-4005) . 5-138 Develop Logistics Estimate (63-1-4006) . 5-141 Develop Support Operations Estimate (63-1-4007) . 5-144 Develop Supporting Commander's [Operations] Estimate (63-1-4008) . 5-147 Prepare Operations Plan/Operations Order and Annexes (63-1-4009) . 5-151 Develop Road Movement Order (63-1-4010) . 5-154 Develop Occupation Plan (63-1-4011) . 5-158 Plan Battalion Area Tactical Operations (63-1-4012) . 5-161
56
Plan Rear Operations (63-1-4014) .
Establish Communications (63-1-4017) . 5-166
Operate the Support Area of Logistics Operations Center (63-1-4022) . 5-169
Operate Tactical Support Area of the Logistics Operations Center (63-1-4037) .5-173
Maintain Communications (63-1-4041) . 5-176
Provide Command and Control (63-1-4045) . 5-180
Operate Base Cluster Operations Center (63-1-4050) . 5-182
Direct Response to Threat Actions (63-1-4052) . 5-184
Direct Area Damage Control Operations (63-1-4053) . 5-187
Plan Battalion Deployment Upon Receipt of a Warning Order (63-1-4873) . 5-189
Plan Battalion Redeployment (63-1-4874) . 5-191
Figure 5-1. List of T&EO's

DODDOA-007388
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ARTEP 63-006-MTP
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Provide Intelligence Support (63-1-4051) (FM 34-1). (AR 530-1). (FM 3-3) (FM 3-4). (FM 34130). (FM 3454)
-
-
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Support operations have commenced. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog devices. The unit, higher, and lower TSOPs are available. Intelligence information on the tactical situation is disseminated from the higher HQ S2/S3 Section and the supporting rear operations element. Intelligence information is required by commander, staff, and subordinate units for current operations and planning. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Intelligence is disseminated to appropriate agencies and elements IAW TSOP and OPORD. At MOPP4, performance degradation factors decrease the processing and dissemination of intelligence information.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section identifies information requirements using analog and/or digital
devices.

a.
Identifies current intelligence information requirements.

b.
Lists priority intelligence requirements.

c.
Lists current intelligence holdings' shortcomings.

2. S2/S3 Section assembles required intelligence information.
a.
Prepares information collection plan.

b.
Submits request for additional support to higher HQ S2/S3 Section and
supporting rear operations element using analog and/or digital
communications.

c.
Revises collection plan to reflect current needs.

3. S2/S3 Section disseminates intelligence.
a.
Verifies reports for relevancy, reliability, and accuracy.

b.
Records intelligence information in journal.

c.
Identifies significant effects of weather.

d.
Records pertinent weather data.

.
5 4
-
DODDOA-007389
ARTEP 63-006-MTP
• TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Maintains situational awareness at all times using analog and digital
communications.

f.
Annotates analog/digital situation map with current friendly and enemy
locations.

g.
Prepares intelligence summary (INTSUM).

h.
Disseminates INTSUM to appropriate agencies and elements using analog
and digital communications.

4. S2/S3 Section maintains classified information.
a.
Stores classified information IAW current OPSEC instructions, TSOP, and
AR 190-13.

b.
Marks all classified information IAW TSOP and AR 190-13.

c.
Controls access to classified information.

--.
d.
Enforcos information security measures.

e.
Provides classified maps.

f.
Maintains emergency destruction instructions IAW AR 190-13 and TSOP.

5. S2/S3 Section plans EPW handling. (03-3711.13-0001, 03-3751.01-0101)
a.
Coordinates handling and locations of holding areas with supporting MP
element and higher HQ S2/S3 Section.

b.
Monitors EPW handling operations to ensure compliance with the TSOP,
OPORD, and the provisions of the Geneva Convention.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007390
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ARTEP 63-006-MTP
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Battalion Advance/Quartering Party Activities (63-1-4015) (FM 101-5). (AR 530-1). (FM 10-27-2) (FM 10-27-3). (FM 3-3). (FM 3-4)
ITERATION:. 1.2.3.4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P.U.(Circle)
CONDITIONS: Departure time for the advance/quartering parties has arrived. The advance/quartering parties are prepared to depart the assembly area. The battalion HQ has analog and/or digital communications with higher and lower HO. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The battalion advance/quartering party leader is provided all essential information, to include the route, order of march, and estimated time of arrival (ETA) for the main body. The battalion advance/quartering party leader is issued tentative battalion area and command post (CP) layout, traffic circulation, and communications plans. The battalion advance/quartering party consists of an OIC; security, staff, and communications elements; and representatives from subordinate units. Sufficient guides, markers, and other equipment are available. Battalion advance/quartering party deploys in MOPP2. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. NOTE: If survey team(s) monitor high levels of contamination, the area should be evacuated immediately. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Advance/quartering party's movement is conducted IAW movement order. All new area preparation tasks as directed by the S2/S3 are accomplished IAW TSOP and the OPORD.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section organizes battalion advance/quartering party.
a.
Provides required size of parties to subordinate units.

b.
Briefs party leaders IAW the TSOP.

c.
Dispatches party as prescribed in the movement order.

2. Battalion advance/quartering party moves to new operating site. (071-329-1019,
071-331-0820)

a.
Maintains situational awareness at all times using analog and/or digital
communications and MTS.

b.
Crosses start point (SP), checkpoints (CP), and the release point (RP) as
prescribed in the movement order.

c.
Follows route prescribed in the movement order.

.
DODDOA-007391
5 - 6
.
TASK STEPS AND PERFORMANCE MEASURES
d.
Reports route changes, intelligence, and any other information to the main body by route guides, route markers, MTS or analog and/or digital communications.

e.
Moves battalion advance/quartering party into a concealed, predesignated assembly area to await clearance of new area.

3. Battalion advance/quartering party leader supervises securing the new battalion area. (031-503-2001, 031-503-3006, 04-5030.00-2015, 052-193-1013)
a.
Dispatches security element to sweep the area to locate mines, booby traps, or other signs of threat presence.

b.
Dispatches NBC survey and monitoring teams personnel to sweep assigned sectors.

c.
Places OP on probable avenues of approach consistent with personnel assets.

d.
Conducts area reconnaissance (mounted or dismounted) with subordinate elements' leaders pointing out general locations of each element.

e.
Moves entire party into the new area.

f.
Forwards closing report to main body, if possible, using MTS or analog and digital communications.

4. Battalion advance/quartering party secures the new battalion area. (031-503­1014, 031-503-1020, 052-192-1135)
a.
Dons protective mask before entering new area.

b.
Sweeps the area to locate mines, booby traps, or other signs of threat presence (security elements).

c.
Surveys assigned areas for NBC contamination (Survey and Monitor Teams).

d.
Occupies OP on probable avenues of approach.

e.
Moves into new area as directed by the party leader.

5. Battalion advance/quartering party leader supervises area preparation. (03­3711.12-0001)
a.
Maintains situational awareness at all times using MTS or analog and digital communications. -

b.
Monitors movement of each subordinate unit's advance/quartering party into their respective areas to ensure compliance with layout plan and traffic circulation plans.

c.
Supervises implementation of hasty security plan to ensure that each element secures its individual area.

d.
Supervises implementation of communications plan in coordination with the communications representatives to ensure some type of communications exists between the CP and all subordinate units.

e.
Enforces OPSEC measures during preparation of subordinate units' areas.

f.
Tasks unit representatives to block all other possible entrance and exit points with available materials.

6. Battalion advance/quartering party implements tentative battalion layout and circulation plan.
a.
Marks battalion traffic pattern IAW layout plan.

b.
Establishes entrance/exit points to all subordinate units' locations.

c.
Constructs obstructions to block all other possible entrance and exit points.

d.
Forwards plan to battalion HQ using analog and digital communications.

7. Battalion advance/quartering party implements hasty security plan.
a.
Prepares battalion hasty defensive sketch.

b.
Enforces camouflage and concealment measures. .

ARTEP 63-006-MTP
GO NO-GO
DODDOA-007392

5 - 7

ARTEP 63-006-MTP

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Identifies locations for emplacement of emergency alarm devices.
8. Battalion advance/quartering party implements analog and/or digital
communications plan.
a. Establishes analog and digital communications and local area networks
between CP and subordinate and adjacent units.
b. Establishes analog and digital communications and local area networks
between CP and higher HQ.
c. Employs signal security measures.
' 9. Battalion advance/quartering party leader supervises reception of main body. •
a. Maintains situational awareness at all times using analog and digital
communications.
b. Identifies guide pickup points.
c. Briefs ground guides on moving main body into their respective areas with
emphasis on OPSEC measures.
d. Directs dispatching of unit guides to the RP.
e. Monitors subordinate units' guide activities to ensure compliance with party
leaders guidance and TSOP.
f. Enforces countersurveillance measures.
g. Provides progress report to the S2/S3 and commander upon arrival of main
body using analog and/or digital communications, courier or MTS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title References

031-503-1014 IDENTIFY CHEMICAL AGENTS USING M8 STP 21-1-SMCT DETECTOR PAPER 031-503-1020 DETECT CHEMICAL AGENTS USING M9 STP 21-1-SMCT DETECTOR PAPER 031-503-2001 USE M256 OR M256A1 CHEMICAL AGENT STP 21-24-SMCT

DETECTOR KIT 031-503-3006 SUPERVISE RADIATION MONITORING STP 21-24-SMCT 052-192-1135 LOCATE MINES BY PROBING STP 21-1-SMCT 052-193-1013 NEUTRALIZE BOOBY TRAPS STP 21-24-SMCT 071-329-1019 USE A MAP OVERLAY STP 21-24-SMCT 071-331-0820 ANALYZE TERRAIN STP 21-24-SMCT
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007393
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ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Establish Battalion Command Post [Forward] (63-1-4016)
(FM 10-27-3). (AR 380-19) (AR 530-1)
(FM 101-5). (FM 10-27-2) (FM 3-19.30)
(FM 3-3). (FM 3-4)

ITERATION:. 1.2.3.4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: The battalion advance/quartering party has secured the new area. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The battalion staff sections have assigned personnel to establish the CP (Forward). The staff advance party element is part of the advance/quartering party. The S2/S3 Section has provided instructions relating to CP site preparation. Communications requirements have been requested from the supporting signal element. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Command and control of battalion operations continues during battalion HQ "jump" to a new location. At MOPP4 performance degradation factors increase the time -equired to establish the CP (Forward).
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Battalion HQ Advance Party Element establishes CP (Forward).
a.
Positions vehicles, tentage, or equipment to be used IAW layout plan.

b.
Sets up internal arrangement to permit immediate access to all required information.

c.
Sets up maps and overlays that display locations of support facilities.

d.
Constructs barriers around CP (Forward) as prescribed by the TSOP.

2. Battalion HQ Advance Party Element supervises forward tactical operations. (03-3711.12-0001)
a.
Provides staff supervision over establishment of the CP area to ensure compliance with layout plan and TSOP.

b.
Establishes analog and/or digital communications with higher HQ, adjacent, and subordinate units as prescribed by the movement order, TSOP, and SOI/SSI.

c.
Provides movement assistance to subordinate units out of the range of rear CP's communications.

DODDOA-007394
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ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES d. Maintains situation map(s) with current disposition of friendly and enemy units. GO NO-GO
3. Battalion HQ Advance Party Element supervises forward logistics and CHS operations. a. Maintains situational awareness at all times using appropriate analog and digital communications or courier. b. Integrates planned logistics and CHS operations into the division distribution system. c. Establishes intransit and total asset visibility of sustainment resources flowing into the area. d. Directs, redirects, cross-levels or masses logistics and CHS at critical points in the area of responsibility based on METT-TC and the commander's guidance. e. Maintains analog and/or digital situation maps depicting subordinate and supported units in the battalion's area of responsibility. f. Maintains current customer listing. g. Maintains current staff files and journals. h. Relays operational information from supported units to rear party CP that affects support operations using analog and/or digital communications or courier. i. Provides current operations briefing to S2/S3 and respective staff sections upon arrival of main body.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

.
DODDOA-007395
ELEMENTS: COMMAND SECTION

S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION
UNIT MINISTRY TEAM
TASK: Coordinate Movement of Subordinate Elements (63-1-4018)
(FM 55-1). (FM 10-27-3). (FM 101-5) (FM 3-3) (FM 10-27-2) (FM 55-10)

(FM 55-30)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: All subordinate unit relocation plans are available. The S2/S3 Section is required to monitor road marches until all closing reports are received. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays with SP, checkpoints, RP, critical points and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. First battalion element crosses its SP. Deviations from movement order occur. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All subordinate units are relocated to new areas as prescribed in movement order. Each subordinate unit and battalion HQ make a closing report as prescribed in the TSOP. Rear party departs when main body has established the new area. At MOPP4, performance degradation factors increase staff reaction and coordination of movement deviations.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff Sections coordinate support with HQ/Supply company for the move.
a.-Coordinate additional CHS requirements with medical element that has area responsibility.
b.
Coordinate additional recovery requirements with maintenance element that has area responsibility.

c.
Coordinate engineer and MP support requirements with elements that have area responsibility.

d.
Coordinate convoy clearance request with movement control element that has area responsibility.

e.
Brief HQ/Supply company march commander on tactical situation, communications frequencies and procedures, and emergency action procedures.

f.• Coordinate constant communications from the SP until the RP.
2. S2/S3 Section monitors movement of subordinate companies and battalion HQ. (01-7300.75-0500, 031-503-3004, 03-9001.13-0001, 081-831-0101, 113-573-8006, 03-4995.90-0010)
5-11
DODDOA-007396
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Maintains situational awareness at all times using MTS, or analog and/or
digital communications.

b.
Maintains communications with each subordinate unit and battalion HQ
elements IAW movement order and TSOP.

c.
Maintains situation map(s) and overlays displaying subordinate units and
battalion HQ elements' movement progress.

d.
Provides corrective actions to subordinate units and battalion HQ elements
when deviations from movement order occur (speed, interval, route
adjustments) using MTS, or analog and/or digital communications.

e.
Provides coordination for emergency support between subordinate units
and area support units, based on the type and level of emergency.

f.
Coordinates en route subordinate units' support requirements with area
support units until all known requirements are fulfilled.

g.
Records closing reports from subordinate units and battalion HQ elements
upon receipt.

h.
Provides final movement report upon receipt of all closing reports to
commander and higher HQ using analog and/or digital communications or
MTS.. .

3. Support Operations Section directs logistics and CHS operations during move.
a.
Maintains situational awareness at all times using MTS/STAMIS, analog
and/or digital communications.

b.
Coordinates requirements with the supported unit(s) and supporting
material management element.

c.
Coordinates pickup or delivery of sustainment resources between
subordinate units and requesting units.

d.
Communicates emergency requirements to the main body battalion staff.

e.
Provides closure report to CP.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number Task Title References
031-503-3004 SUPERVISE THE CROSSING OF A STP 21-24-SMCT
CONTAMINATED AREA 081-831-0101 REQUEST MEDICAL EVACUATION STP 21-24-SMCT 113-573-8006 USE AN AUTOMATED SIGNAL OPERATION STP 21-24-SMCT
INSTRUCTION (SOI)
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Supervise Establishment of Subordinate Elements and Battalion Headquarters (63-1-4019) (FM 10-27-3). (AR 530-1). (FM 101-5) (FM 101-5-1). (FM 10-27-2). (FM 34-130)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Subordinate units are moving along designated route(s) to new area(s). The battalion HQ has analog and/or digital communications with higher and lower HO. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the .• commander's digital or analog devices. The unit, higher, and lower TSOPs are available. The battalion advance/quartering party is dispatched to the new CP area. Subordinate units are required to submit closing reports. The advance/quartering party has established the advance CP. The battalion advance/quartering party leader briefs the commander on the status of new area preparation. The S2/S3 issued occupation plans to the CP and subordinate units. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Subordinate units, support facilities, and the CP are established IAW layout plan, OPORD, and TSOP. All new CP preparation tasks are accomplished as directed by the S2/S3 IAW TSOP and OPORD. At MOPP4 performance degradation factors increase the time required to established a CP.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section monitors movement of advance/quartering parties. (071-329-
1019)

a.
Maintains situational awareness at all times using analog and/or digital
communications.

b.
Maintains constant radio communications IAW movement order and TSOP.

c.
Coordinates support or emergency action requirements with appropriate
element based on assistance required.

2. Battalion HQ performs CP functions.
a.
Supervises establishment of battalion area IAW layout plan and TSOP.

b.
Establishes battalion messenger system until local area networks and
analog and/or digital communications have been established.

c.
Coordinates logistics and CHS operations from forward location (limited
operations).

5-13
DODDOA-007398
TASK STEPS AND PERFORMANCE MEASURES d. Supervises the establishment of local area networks and analog and/or digital communications within the CP area. e. Sets up battalion analog/digital situation map(s). GO NO-GO
3. S2/S3 Section monitors deployment of subordinate units and battalion HQ. (03-3711.12-0001, 03-5101.00-0283, 071-329-1019, 03-8310.00-9000) a. Maintains situational awareness at all times using analog and/or digital communications. b. Supervises deployment of units as prescribed by the layout plan. c. Coordinates impact of unit position changes with other staff sections. d. Approves unit position changes of subordinate elements that are caused by terrain and/or tactical considerations. e. Posts analog/digital situation map(s) and overlay(s) to reflect new unit positions. f. Provides deployment update to commander and X0. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title. 071-329-1019.USE A MAP OVERLAY. References STP 21-24-SMCT
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Establish Administrative Areas and Logistics Operations Center (ALOC) (63-1-4020) (FM 63-21). (AR 380-19). (AR 530-1) (FM 101-5). (FM 10-27-2). (FM 10-27-3) (FM 63-20)
ITERATION:. 1.2.3.4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The main body of the battalion HO has arrived at the new location. The battalion HO has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or analog devices. The unit, higher, and lower TSOPs are available.The S2/S3 has selected the general location of the LOC and administrative areas. Advance CP personnel have identified specific locations and initial preparations are completed. All required personnel and equipment are available. The CP (Forward) maintains operational control of the battalion until the new LOC is established. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: LOC is capable of communicating with and controlling support assets and survival measure assets within the time specified in the TSOP. At MOPP4 performance degradation factors increases time required to establish logistics center and administrative areas.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 and Support Operations Sections establish ALOC.
a.
Identify staff working areas that facilitates immediate access of staff
personnel to all required information.

b.
Set up internal arrangement IAW XO, S2/S3, and Support Operations
Officers' guidance.

c.
Set up analog/digital maps, map overlays, and informational displays that
show the current tactical situations of all friendly and enemy forces affecting
the battalion's mission IAW TSOP.

d.
Set up analog/digital status boards. NOTE: Status boards display locations of support facilities and their capabilities and status of personnel and equipment. .

.
e.
Establish commander's briefing area.

f.
Prepare sleep plan that is consistent with phases of supported unit's
operations.

g.
Establish policy file, records, staff journals, and section workbooks.

5-15
DODDOA-007400
TASK STEPS AND PERFORMANCE MEASURES h. Set up area access and security IAW the TSOP. GO NO-GO
2. S1 and S4 Sections establish administrative areas. a. Identify staff working areas that facilitate immediate staff access to all required information. b. Set up maps and status boards displaying status of internal logistics, personnel, and equipment. c. Establish communications nets in the order of priority specified by the S6/S2/3. d. Establish policy files, records, staff journals, and section workbooks. e. Coordinate generator electrical power with the S6/S2/3.
3. S6 Section establishes analog and digital communications. NOTE: Task step must be performed by the S2/3 Section, if unit does not have S6 Section. a. Establishes all communications nets in order of priority specified in the TSOP and OPORD. b. Establishes area for processing incoming and outgoing messages. c. Installs local area network. d. Operates local area network. e. Issues passwords. f. Installs antivirus software. g. Troubleshoots hardware needing repair.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Direct Deployment Alert Activities (63-1-4850) (FM 100-17). (FM 55-65)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: The battalion receives a warning order to go to an increased deployability posture in preparation for overseas deployment. The movement plan/order, recall plan, security plan, and TSOP are available. The battalion's subordinate units are deploying as part of the battalion deployment. The battalion communicates with subordinate units by analog and/or digital communications, automation systems, and courier.
Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Battalion personnel are recalled JAW the Recall Plan. Personnel are designated to staff emergency operations center (EOC) IAW RSOP.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section/Staff Duty Officer executes alert notification procedures.
a.
Authenticates deployment warning order JAW TSOP.

b.
Notifies commander and S2/S3 that battalion has received a deployment
warning order.

c.
Initiates recall procedures IAW commander's guidance and Recall Plan.

' 2. Commander and S2/S3 supervise alert and recall activities.
a.
Direct implementation of Recall Plan, as required.

b.
Direct establishment of the EOC.

c.
Task staff sections to provide personnel for the EOC IAW TSOP and
commander's guidance.

d.
Monitor recall progress for compliance with TSOP.

e.
Designate location of EOC.

3. S2/S3 Section monitors progress of recall. (01-9007.01-0250)
a. Identifies time-phased present-for-duty requirements by reviewing recall
plan.

b.. Identifies present-for-duty status by reviewing recall status reports from
subordinate units.

c.
Calculates recall percentages IAW recall plan.

d.
Monitors establishment of physical security of battalion HQ and subordinate
unit areas by inspection and/or review of recall status reports.

5-17
DODDOA-007402
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES e. Briefs commander and S2/S3 on progress of recall. GO NO-GO
4. Staff sections perform alert functions. a. Designates personnel to staff EOC IAW TSOP. b. Briefs staff officer/section chiefs on status of recall, as required.
5. S2/S3 Section performs deployment alert activities. a. Coordinates with higher HQ staff element for guidance concerning deployment requirements. b. Issues SOIs, authentication tables, operations codes, frequency and call signs to subordinate units. c. Directs units to initiate OPSEC procedures. d. Activates guard mount to control access to restricted areas, as designated. e. Sends request to S4 Section for maps, if needed. f. Establishes secure communications with higher HQ staff elements and/or installation EOC. g. Identifies liaison to higher HQ, as required.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5., M TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007403
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Establish the Emergency Operations Center (63-1-4851) (FM 101-5). (AR 380-19) (AR 530-1) (FM 3-19.30)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has directed that the EOC be established. The unit, higher, and lower TSOPs are available. Battalion personnel have been recalled. Personnel and equipment required to establish the EOC are available. The location of the EOC has been designated. The RSOP, movement plan/order, and security plan are available. Some iterations of this task should be performed in MOPP4. •
TASK STANDARDS: The EOC is established JAW the RSOP and commander's guidance and within the time specified by the XO or S2/S3.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO or S2/S3 supervises establishment of the EOC.

a.
Identifies EOC requirements and layout by reviewing the RSOP and
commander's guidance.

b.
Directs S2/S3 Section to set up EOC IAW RSOP and commander's
guidance.

c.
Assigns EOC work areas to staff elements.

d.
Directs staff sections to set up EOC work areas IAW RSOP and
commander's guidance.

2. S2/S3 Section sets up EOC. (01-9007.01-0250)
a.
Identifies work areas that facilitate immediate access of personnel to all
required information.

b.
Sets up internal arrangement of EOC IAW XO or S2/S3 guidance.

c.
Establishes communications and/or data processing in order of the priority
specified in the movement plan/order and/or RSOP.

d.
Sets up maps, map overlays, informational displays, and status boards.

e.
Establishes areas for processing incoming and outgoing messages.

f.
Establishes commander's work area.

g.
Establishes commander's briefing area.

h.
Prepares EOC manning schedule.

i.
Establishes policy files, records, staff journals, and section workbooks.

j.
Sets up area access and security IAW the RSOP and security plan.

k.
Prepares EOC access roster.

I.
Distributes EOC access roster JAW RSOP and security plan.

5-19
DODDOA-007404
TASK STEPS AND PERFORMANCE MEASURES m. Briefs XO or S2/S3 upon completion of the EOC setup. 3. Staff sections set up EOC work areas. a. Positions equipment IAW RSOP. b. Establishes policy files, records, staff journals, and section workbooks. c. Sets up maps and status boards displaying status of deployment operations. d. Set up briefing area for daily situation briefings. e. Briefs XO or S2/S3 when EOC is operational. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "— indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Operate the Emergency Operations Center (63-1-4852) (FM 101-5). (AR 380-19) (AR 530-1) (FM 100-5). (FM 10-27-3) (FM 3-19.30)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Battalion deployment activities have commenced. Staff journals, workbooks, current maps, overlays, the TSOP, movement plan/order, movement directive, and physical security plan are available. The EOC is required to coordinate the battalion's deployment activities. Wheeled vehicles and equipment move to the APOE and SPOE by convoy or rail. The EOC communicates with the installation EOC, ITO, the appropriate HQ, and subordinate units by analog and digital communications, automation systems and courier.
NOTE:For the IBCT, all equipment and personnel are deployed air. Deployment must close in 96 hours after wheels are up. References to SPOE and rail do not apply to the IBCT.
This task should not be trained in MOPP4.
TASK STANDARDS: Battalion deployment activities and information dissemination are performed 1AW the TSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO or S2/S3 supervises EOC operations.

a.
Inspects entry and exit procedures for compliance with the physical security
plan.

b.
Assigns specific areas of responsibility and work shifts to all assigned
members.

c.
Monitors the performance of personnel in their functional areas to ensure
compliance with established guidance and the TSOP.

d.
Provides briefings on current situation to the commander, as required.

2. Staff Sections perform EOC deployment support duties.
a.
Maintains staff journal(s) and entries IAW current command policy and
TSOP.

b.
Maintains section workbook(s) that contain incoming messages and reports
under the appropriate heading and cross-references.

c.
Maintains current maps and overlays depicting all routes and locations that
affect the EOC's operation.

5-21
DODDOA-007406
TASK STEPS AND PERFORMANCE MEASURES d. Maintains current journal files that contain material necessary to support all daily EOC and section journal entries. e. Submits deployment readiness reports to appropriate HQ and installation EOC IAW TSOP and commander's guidance, as required. GO NO-GO
3. Staff Sections monitors movement of subordinate units' equipment to APOE and SPOE. NOTE: For digitally equipped units, these actions will be performed using FBCB2, MTS, or maneuver control system (MCS). a. Monitors rail loading, convoy staging and other movement activities; i.e., commercial transport arrival at airfields, for compliance with the movement order. b. Maintains communications with each subordinate unit IAW movement order and TSOP. c. Monitor SP, check point, RP, and closing reports from convoy commanders for compliance with movement order. d. Posts subordinate units' movement progress on the situation map. e. Annotates subordinate units' march progress on road movement graphs. f. Provides corrective actions to subordinate units when deviations from movement order occur (speed, interval, and route adjustments). g. Provides coordination for emergency support between subordinate units and area support units, based on the type and level of emergency. h. Provides current movement status of subordinate units to the S2/S3 and commander. i. Records closing reports from subordinate units upon receipt. j. Provides final movement report upon receipt of all closing reports to commander and appropriate HQ.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007407
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Supervise Battalion Deployment/Redeployment Activities (63-1-4853) (FM 100-17). (AR 220-10). (FM 100-10) (FM 100-5). (FM 101-5). (FM 10-27-3) (FM 55-65)
ITERATION:. 1.2.3.4.5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The RSOP, movement plaii/order, and other required documents are available. Battalion deployment/redeployment activities have commenced. The battalion is located in the home station unit assembly area (UAA) or RAA and the EOC/CP is established. The gaining command has provided a deployment/redeployment message indicating ultimate destination and deployability criteria. The battalion HQ communicates with the installation EOC, installation transportation officer (ITO), the appropriate HQ, supporting organizations, subordinate units, and rear detachment by analog and/or digital communications, automation systems and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Deployment/redeployment activities are planned and implemented IAW RSOP, movement plan/order, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs deployment/redeployment activities.

a.
Identifies deployment/redeployment mission requirements by reviewing
warning order and appropriate contingency plans (CONPLANs).

b.
Provides initial planning guidance to staff and subordinate units.

c:
Directs S1 to coordinate SRP processing.

d.
Directs personnel and equipment cross-leveling actions.

e.
Submits recommendations to appropriate HQ commander that selected
personnel attending formal school be allowed to complete course work, if
appropriate (deployment only).

f.
Directs recall of personnel on temporary duty, attending school, or in
authorized leave status, if appropriate (deployment only).

g.
Directs S2/S3 to issue deployment/redeployment warning order
(WARNORD) and movement plan/order.

h.
Directs implementation of physical security and OPSEC plans.

i.
Briefs staff and subordinate units on deployment/redeployment mission IAW
AR 220-10.

j.
Conducts overseas orientation IAW AR 220-10.

k.
Verifies subordinate commanders clear installation prior to deployment.

5-23
DODDOA-007408
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
I. Conducts periodic in-process reviews to monitor preparations for
deployment, issue and exchange detailed guidance, refine movement
plans, resolve issues and coordinate support for the deployment.
m. Conducts liaison to higher HQ, as required
n. Coordinates with servicing Staff Judge Advocate's office for briefings
regarding legal considerations, such as Law of War, Status of Forces, Rules
of Engagement, and Code of Conduct..
o. Enforces safety procedures IAW TSOP and applicable publications.
p. Enforces environmental stewardship protection program procedures IAW
FM 3-100.4.
* 2. XO supervises staff activities.
a. Implements commander's directives in staff planning and policy making.
b. Assigns staff responsibilities for updating movement plan/order.
c. Directs staff sections to provide personnel for deployment/redeployment
teams, e.g. advance party and rear detachment.
d. Directs staff sections to provide input for movement plan/order update.
e. Formulates staff operating policies.
f. Monitors all staff actions for conformity to commander's guidance.
g. Coordinates deployment/redeployment mission with subordinate unit
commanders.
h. Supervises the operations of the EOC/CP.
* 3. Staff officers supervise staff sections.
a. Identify all specified and implied tasks that must be accomplished in order
to deploy/redeploy by reviewing the movement directive, TSOP, movement
plan/order, OPLAN/CONPLANs, and commander's guidance.
b. Exchange pertinent information that is relevant to the
deployment/redeployment with other staff sections.
c. Provide information update(s) to commander and EOC/CP on areas that
are critical to the deployment/redeployment mission.
d. Direct preparation of input to the S2/S3 Section for the update of plans,
orders, and commander's overseas orientation, as required.
e. Provide personnel for deployment/redeployment teams, as required.
f. Forward deployment/redeployment status reports to appropriate HQ and
addressees, as required.
g. Forward personnel and logistics reports IAW higher HQ guidance.
4. Command Section supervises activities of subordinate units. (03-9001.10-0004,
03-9001.13-0001)
a. Monitors performance of subordinate elements to ensure required level of
proficiency as prescribed in TSOP, plans, policies, directives, and the
TSOP.
b. Monitors external support to determine overall effectiveness, IAW TSOP.
c. Assigns specific tasks to subordinate units, as required.
d. Monitors implementation of decisions, directives, and instructions to
determine subordinate units' compliance.
e. Issues FRAGOs to implement changes to the movement plan/order and
annexes, as required.
* 5. Commander and/or XO supervises rear detachment activities.
a. Appoints rear detachment commander.
b. Approves rear detachment staffing.
c. Approves rear detachment plan.
d. Monitors rear detachment activities for compliance with rear detachment
plan.
5-24
DODDOA-007409

TASK STEPS AND PERFORMANCE MEASURES e. Coordinates with servicing Staff Judge Advocate's office. GO NO-GO
6. S1 Section performs deployment activities. a. Coordinates Public Affairs Office (PAO) briefings for deploying units. b. Verifies appropriate personnel transactions are input for all deploying soldiers once soldiers have completed soldier readiness processing (SRP) processing. c. Coordinates with legal representatives on pending legal actions for deploying soldiers. d. Completes legal actions, as directed by commander.
7. Staff sections perform readiness activities. a. Identify readiness shortfalls of subordinate units based on current unit status report (USRs). b. Evaluate subordinate units' ability to perform mission requirements based on USRs and other status reports required by higher HQ, such as the Combat Service Support Control System (CSSCS) generated Personnel Status Report (PERSTAT) and Logistics Status Report (LOGSTAT) reports. c. Develop plan to correct deficiencies to bring subordinate units to deployment standards. d. Back up all automated systems prior to systems being prepared for movement. e. Brief battalion commander on readiness activities and status of subordinate units. f. Enforce safety procedures IAW TSOP and applicable publications. g. Enforce environmental stewardship protection program procedures IAW FM 3-100.4. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION . 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-25
DODDOA-007410
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Update Movement Plan/Order (63-1-4854)
(FM 101-5). (DOD 4500.32-R) (DOD 4500.32-R VOL 1)
(DOD 4500.32-R, VOL 2) .(FM 100-17) (FM 55-1)
(FM 55-65)

ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The movement directive, SRP information message, RSOP, movement plan/order, and CONPLAN/OPLAN are available. The commander has directed that the movement plan/order be updated, and the XO has assigned staff responsibilities. The commander has provided his deployment guidance and concept of operations. The S2/S3 has staff responsibility for consolidation, publication, and distribution of the movement plan/order. Movement plan becomes movement order upon implementation. The movement directive, deployment information message, RSOP, movement plan/order, and CONPLAN/OPLAN are available. The battalion staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems and courier. This task should not be trained in MOPP4.
TASK STANDARDS: The movement plan/order is updated IAW FM 101-5, the RSOP, movement • directive, and commander's guidance and within the time prescribed by the commander or XO.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. XO and S2/S3 perform a time analysis.
a.
Calculate total time remaining before deployment/redeployment
commences (C-Day).

b.
Identify all steps in the deployment/redeployment process.

c.
Assign time limitation for each step in the deployment/redeployment
process.

d.
Disseminate time limitations to all staff sections.

2. S2/S3 Section coordinates staffing for deployment teams.
a.
Identifies personnel, equipment, and accompanying supplies for
deployment, to include configuration of equipment as offered for shipment.

b.
Coordinates deployment team requirements with staff sections.

c.
Forwards personnel and equipment requirements for deployment teams to
commander and/or XO for approval or modification.

d.
Incorporates personnel and equipment requirements for deployment teams
into updated movement plan/order.

3. Staff sections provide input to movement plan/order update.
DODDOA-007411
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES a. Identify internal mission support requirements by reviewing movement directive, deployment information message, commander's guidance, and appropriate CONPLAN/OPLANs. b. Identify external support requirements by reviewing RSOP and status reports from subordinate units. c. Adjust preplanned requirements, as required. d. Verify availability of required support by coordinating with appropriate battalion elements and/or installation deployment support organizations. e. Update appropriate staff portions of the movement plan/order, as required. f. Provide updated movement plan/order input to S2/S3 Section. GO NO-GO
4. S2/S3 Section updates movement plan/order. a. Verifies staff input for completeness and compliance with commander's guidance.. .. b. Prepares updated copy of movement plan/order with annexes. c. Forwards draft copy to commander or XO for approval or modification. d. Distributes movement plan/order update JAW movement plan/order distribution list using analog and digital communications or MCS, as appropriate.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-27
DODDOA-007412
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Soldier Readiness Program Processing Support (63-1-4855) (AR 220-10). (AR 600-8-104). (AR 600-8-19) (AR 614-185). (AR 614-200). (FM 100-17)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: Battalion commander has directed SAP processing to be conducted and the orientation for the new AO be prepared. All subordinate units are deploying as part of the battalion deployment. The movement directive, deployment message, RSOP, and movement plan/order, maps, overlays and other required documents are available. The staff continuously receives messages from the installation EOC, ITO, installation deployment support organizations, the appropriate HQ, and subordinate units by analog and/or digital communications, automation sustems and courier. This task should not be trained in MOPP4.
TASK STANDARDS: SRP processing support is coordinated IAW RSOP, commander's guidance, AR 220-10, and a SRP processing schedule is distributed.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 supervises SRP processing.
a.
Identifies deployability criteria by reviewing deployment message.

b.
Approves SRP processing schedule.

c.
Monitors SRP processing for compliance with TSOP and SRP processing
schedule.

d.
Coordinates adjustments to the processing schedule with the Processing
Center (PROC CS) and appropriate subordinate unit.

e.
Briefs commander, staff, and subordinate unit commanders on status of
SRP processing, as required.

2. S1 Section coordinates SRP processing support.
a.
Identifies SRP processing requirements by reviewing TSOP, movement
directive, commander's guidance and AR 220-10.

b.
Requests staff elements and subordinate units to provide SRP processing
support, as appropriate.

c.
Coordinates SRP processing support with the appropriate HQ.

d.
Submits SRP processing requests and deploying personnel rosters to SRP
processing support organizations IAW TSOP.

3. 51 Section publishes SAP processing schedule.
a. Verifies SRP processing date and time with installation EOC and
appropriate supporting organizations.

DODDOA-007413
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Prepares SRP processing schedule for subordinate units based on
coordination with installation EOC and supporting organizations.

c.
Submits SRP processing schedule to S1 for approval or modification.

d.
Distributes SRP processing schedule to all appropriate staff sections and
subordinate units.

4. Staff sections prepare input to commander's overseas orientation.
a.
Identify mission support requirements by reviewing movement directive,
deployment information message, commander's guidance, and appropriate
CONPLAN/OPLANs.

b.
Identify characteristics of theater of operations that impact on unit's mission
performance, e.g. topography, climate, demographics, political stability,
medical threat, traditions, and customs.

c.
Provide commander's overseas orientation input to S2/S3 Section.

5. S1 Section prepares the commander's overseas orientation.
a.
Verifies staff input for completeness.

b.
Prepares commander's overseas orientation briefing and supporting
material.

c.
Forwards overseas orientation briefing material to commander or XO.

-
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-29
DODDOA-007414
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Provide Deployment Personnel and Administrative Services Support (63-1-4856) (AR 220-10). (AR 215-1). (AR 220-1) (AR 25-400-2). (AR 600-8-104). (AR 614-185) (AR 614-200). (DA PAM 600-8-2).(FM 12-6)
. .
.
ITERATION: 1.2 3 4 5 (Circle) ..
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: Adjustments to unit strengths and coordination for administrative support are required prior to the battalion's deployment to an overseas site. All subordinate units are deploying as part of the battalion deployment. SRP processing has been completed. The movement directive, deployment information message, RSOP, and movement plan/order are available. The S1 Section continuously receives messages from the installation EOC, ITO, and deployment support organizations, the appropriate HQ, and subordinate units by analog and digital communications, automation systems, and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Personnel and administrative services support is provided IAW FM 12-6, AR 614­185, AR 614-200, RSOP, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. S1 supervises personnel readiness actions. (S1-0150.00-1001)

a.
Directs personnel screening IAW AR 220-10.

b.
Recommends to commander cross-leveling actions and disposition of
personnel on TDY, attending school, in authorized leave status, and
identified as nondeployable.

c.
Directs recall of personnel temporary duty (TDY), attending school, and in
authorized leave status IAW commander's guidance.

d.
Directs cross-leveling of personnel IAW commander's guidance.

e.
Coordinates personnel replacement and disposition of excess and
nondeployable personnel with higher echelon S1.

f.
Directs disposition of excess and nondeployable personnel IAW higher
echelon S1 instructions.

g.
Briefs commander and XO on personnel readiness status, as required.

2. S1 Section performs personnel screening.
a.
Identifies officer and enlisted personnel attending service schools, TDY, and
in authorized leave status.

b.
Recalls personnel TDY, attending school, and in authorized leave status
IAW S1's guidance.

c.
Reports all unfilled school quotas to higher echelon S1.

d.
Identifies individual deployability criteria by reviewing deployment message.

DODD0A-007415
.
TASK STEPS AND PERFORMANCE MEASURES
e.
Identifies nondeployable personnel by reviewing personnel records, SRP results, and commander's guidance.

f.
Prepares deployment personnel status report.

g.
Forwards list of personnel who have completed the SRP process to S1.

h.
Briefs S1 on battalion deployment personnel status.

3. S1 Section performs cross-leveling of personnel.
a.
Identifies personnel overages and shortages by grade, MOS, and MOS qualification by reviewing personnel status reports.

b.
Verifies personnel overages and shortages by reviewing subordinate units' personnel status reports.

c.
Redistributes personnel within the battalion based on S1 and commander's guidance.

d.
Transfers nondeployable personnel as directed by higher HQ.

e.
Recalculates personnel overages and shortages by grade, MOS, and MOS qualification.

f.
Updates SIDPERS records, as required.

4. S1 Section performs personnel disposition functions.
a.
Forwards copies of movement directive to school commandant(s) for personnel who will join unit in theater upon completion of school.

b.
Requests disposition instructions for excess and nondeployable personnel from higher echelon S1 Section.

c.
Reassigns excess and nondeployable personnel IAW higher echelon S1 Section instructions.

d.
Clears unavailable, nondeployable personnel IAW higher echelon S1 Section instructions.

5. 51 Section performs personnel replacement functions.
a. Submits officer requisitions IAW AR 614-185.
b.
Submits enlisted requisitions IAW AR 614-200.

c.
Assigns filler personnel IAW AR 614-185, AR 614-200, and S1 guidance.

S.
S1 Section provides personnel services support.

a.
Identifies personnel service requirements by reviewing the movement directive, movement plan/order, deployment message, and RSOP.

b.
Submits requests for personnel services support from the higher echelon S1, as required.

c.
Coordinates postal support with supporting Adjutant General (AG).

d.
Coordinates for recreational equipment and services with the installation Recreational Services Officer.

e.
Coordinates Red Cross support with the local American Red Cross (ARC) office.

f.
Coordinates religious support with installation chaplain.

g.
Coordinates press and home town news releases with the installation PAO.

h.
Coordinates disposition of privately owned vehicles (POV) and storage of personal property with PMO.

i.
Appoints subordinate unit Class A agents on battalion orders, as required.

j.
Closes out unit funds IAW AR 230-1 and the RSOP.

k.
Coordinates legal services/support with the servicing Staff Judge
Advocate's office.

I.
Provides personnel services input for the movement plan/order to the S2/S3 Section.

7. S1 Section provides records management support.
GO NO-GO
5-31

TASK STEPS AND PERFORMANCE MEASURES a. Identifies personnel records to accompany unit to theater of operations IAW AR 340-2. b. Identifies records to be transferred to records holding area. c. Directs units to prepare and maintain abbreviated records IAW AR 640-10. d. Provides records management input for the rear detachment plan to the S2/S3 Section. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-00741 7
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Family Assistance Support (63-1-4857) (AR 608-18). (AR 215-1) (AR 608-1) (FM 100-17)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Requests for family assistance are received from subordinate units and individual families. All subordinate units are deploying as part of the battalion deployment. The family assistance plan, RSOP, and movement plan/order are available. The staff continuously receives messages from the ITO and installation support organizations, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems and courier. The TSOPs are available. This task should not be trained in MOPP4.
TASK STANDARDS: Family assistance support is coordinated and the updated family assistance plan is distributed IAW the RSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. S1 supervises family assistance support activities. (S3-0320.00-0011)

a.
Appoints Family Assistance Officer(s), as required.

b.
Approves updated family assistance plan.

c.
Monitors family assistance briefings and activities for compliance with the
family assistance plan and commander's guidance.

d.
Briefs commander, XO, subordinate unit commanders, and rear detachment
commander on family assistance requirements and availability of support.

2. S1 Section coordinates family assistance support.
a.
Identifies family assistance support requirements by reviewing RSOP,
subordinate unit reports, and commander's guidance.

b.
Coordinates family assistance requirements with staff sections.

c.
Coordinates for input into the family assistance plan update with staff
sections.

d.
Coordinates family assistance support, e.g., Army Community Service
(ACS), Army Emergency Relief (AER), Staff Judge Advocate (SJA), and
Red Cross, with installation agencies.

e.
Coordinates with the Chief of ACS and the SJA to conduct or participate in
family support briefings IAW installation deployment plan.

f.
Briefs the S1 on family assistance requirements and available support.

3. S1 Section updates family assistance plan.
a. Verifies staff input for completeness and compliance with commander's
guidance.

5-33
DODDOA-007418
TASK STEPS AND PERFORMANCE MEASURES b. Prepares updated copy of family assistance plan. c. Forwards draft copy to S1 for approval or modification. d. Distributes updated family assistance plan IAW RSOP. GO NO-GO
4. Si Section provides support to families. a. Establishes family assistance briefing site and schedules. b. Prepares family assistance information packet detailing available support. c. Conducts family assistance briefings IAW briefing schedule. d. Provides family assistance information packet to families. e. Refers personnel requiring assistance to appropriate agencies.
5. Battalion Family Support Group (FSG) representatives perform family assistance activities. a. Communicate with all unit level representatives at least once every week during deployment. b. Conduct battalion FSG meetings with unit level representatives to address family member concerns. c. Disseminate information through FSG channels.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Deployment Training Support (63-1-4858) (AR 350-1)._ ,. (AR 220-1). (AR 220-10) (FM 100-17). (TC 25-1). (TC 25-20) (TC 25-8)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Training deficiencies exist within the battalion. Training is required before the battalion deploys to an overseas site. Training status reports are being received from subordinate units. The movement directive, RSOP, movement plan/order, deployment PLAN/OPORD, and deployment message are available. The battalion staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems, and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Coordination for deployment training support is accomplished IAW RSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. S2/S3 supervises deployment training.

a.
Identifies training requirements by reviewing RSOP, movement directive,
deployment PLAN/OPORD, deployment message, subordinate unit training
reports, and commander's guidance.

b.
Provides guidance on training requirements and priorities.

c.
Approves training schedule.

cr Monitors training for compliance with training schedule and commander's
guidance.


.e. Coordinates adjustments to the training schedule with appropriate
subordinate unit commanders and/or agencies providing training support,
as required.

f.
Verifies personnel have completed training by reviewing subordinate units
training reports.

g.
Briefs commander, staff, and subordinate unit commanders on status of
training, as required.

2. S2/S3 Section publishes deployment training schedule.
a.
.Coordinates for training support with battalion staff and subordinate units,
as required.

b.
Submits training support requests to appropriate installation support
agencies IAW RSOP and S2/S3's guidance.

5-35
DODDOA-007420
TASK STEPS AND PERFORMANCE MEASURES c. Prepares training schedule for subordinate units based on coordination with supporting organizations. d. Submits training schedule to S2/S3 for approval or modification. e. Distributes training schedule to appropriate staff sections and subordinate units using analog and/or digital communications. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007421
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Deployment Intelligence . Support Functions (63-1-4859) (FM 34-1). (AR 190-13). (AR 380-15) (AR 380-19-1). (AR 380-5). (AR 530-1) (FM 34-80)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion has received a deployment warning order and the commander has issued his guidance. All subordinate units are deploying as part of the battalion deployment. The OPSEC Plan, Physical Security Plan, standing signal instructions (SOI)/standing signal instructions (SSI), movement directive, RSOP, deployment PLAN/OPORD, deployment message are available. The battalion staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems and courier. The TSOPs are available. This task should not be trained in MOPP4.
TASK STANDARDS: Intelligence is disseminated to subordinate units and intelligence support functions are accomplished IAW higher echelon S2 instructions, RSOP, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section implements physical security procedures. (03-3711.12-0002)
a.
Designates the EOC as a restricted area.

b.
Provides access roster of personnel authorized access to restricted areas.

c.
Provides list of authorized classified document couriers, security managers,
custodians, and alternates to appropriate HQ.

d.
Provides a list of area physical security actions taken to appropriate HQ.

e.
Monitors physical security activities for compliance with Physical Security
Plan, RSOP, and commander's guidance.

2. S2/S3 Section implements commander's OPSEC program. (01-9007.01-0250,
03-3711.12-0001)

a.
Conducts OPSEC analysis to identify OPSEC requirements.

b.
Updates OPSEC Plan based on analysis.

c.
Implements the OPSEC Plan.

d.
Provides feedback on status of OPSEC program to commander and
subordinate units.

e.
Provides OPSEC input to appropriate orders and plans.

f.
Coordinates for an OPSEC sweep of battalion HQ and subordinate units
with installation MI detachment.

g.
Conducts OPSEC briefings, as required.

5-37
DODDOA-007422
TASK STEPS AND PERFORMANCE MEASURES
3. S2/S3 Section provides classified documents and map services. (03-3711.12­0002)
a.
Identifies classified documents and map requirements by reviewing requests from subordinate units, RSOP, deployment OPLAN/OPORD, and commander's guidance.

b.
Submits request for classified maps to the higher HQ S2 Section.

c.
Submits requisitions for classified documents through appropriate channels.

d.
Distributes classified documents and maps to staff and subordinate units, as appropriate.

e.
Requests disposition instructions for classified documents not required from higher echelon S2.

f.
Publishes policies and procedures for transfer of classified documents IAW higher echelon S2 instructions.

g.
Maintains accountability of classified documents JAW AR 380-5.

4. S2/S3 Section performs personnel security functions.
a.
Identifies security clearance requirements by reviewing RSOP, deployment OPLAN/OPORD, deployment message, and commander's guidance.

b.
Verifies security clearance of deploying soldiers.

c.
Submits request for security clearances to higher echelon S2/S3.

d.
Provides instructions to subordinate units on the removal of unit patches, badges, and unit insignia on clothing and equipment.

5. S2/S3 Section implements signal security (SIGSEC) procedures. (01-9007.01­0250)
a.
Provides SIGSEC guidance to staff and subordinate units.

b.
Monitors all methods of unit communications for compliance with SOI/SSI and RSOP.

c.
Briefs the S2/S3 on SIGSEC activities.

6. S2/S3 Section provides intelligence briefings on theater of operations. (01-
9007.01-0250, S3-8988.01-0001, S3-9014.02-0010)

a.
Coordinates -with commander to identify commander's information requirements.

b.
Requests current intelligence and background information on the theater of operations from higher echelon S2.

c.
Conducts analysis of theater of operations by reviewing deployment OPLAN/OPORD and appropriate publications.

d.
Develops intelligence briefing on theater of operations.

e.
Submits briefing to S2/S3 for approval or modification.

f.
Briefs commander, staff, and subordinate units on characteristics of the theater of operations and potential impact on support operations.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"".indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
GO NO-GO

_
TOTAL
DODDOA-007423

SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-39
DODDOA-007424
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Provide Deployment Logistics Support (63-1-4860)
(AR 220-1). (AR 710-2) (AR 710-3)
(AR 725-50). (FM 100-17) (FM 3-100.4)
(TM 38-250)

. .
ITERATION: 1.2.3 4.
5 (Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion has received a deployment warning order and the commander has issued his guidance. The movement directive, movement plan/order, deployment message, RSOP, port call messages, subordinate unit Automated Unit Equipment List (AUEL), and OPLAN/CONPLAN, annexes are available. All subordinate units are deploying as part of the battalion deployment. Equipment status reports are being received from subordinate units. The staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Deployment logistics support is provided to subordinate units and coordination for requisitioning, issue or cross leveling of vehicles, supplies and equipment is accomplished IAW RSOP
-
and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO -
*
1. S4 supervises deployment logistics support activities.

a.
Identifies logistics requirements by reviewing movement directive,
deployment message, OPLAN/CONPLAN, and subordinate unit supply,
maintenance, and movement status reports.

b.
Recommends cross-leveling actions to the commander.

c.
Directs cross-leveling of supplies and equipment IAW commander's
guidance.

d.
Directs disposition of excess supplies and equipment IAW higher echelon
S4 instructions.

e.
Prioritizes equipment requiring support maintenance JAW commander's
guidance.

f.
Submits request to higher HQ staff element for activation of additional unit
identification codes (UICs) for deploying elements, as needed.

g.
Monitors supply and maintenance activities for compliance with movement
SOP, appropriate publications, and commander's guidance.

h.
Monitors movement preparation activities for compliance with RSOP,
mobilization plan (MOBPLAN) (RC), movement plans, appropriate
publications, and commander's guidance.

i.
Directs units to turn in keys to unit buildings and areas to rear detachment
commander prior to main body departing.

DODDOA-007425
TASK STEPS AND PERFORMANCE MEASURES
j.
Briefs commander and XO on logistics readiness status, as required.

k.
Obtains deployment project code to facilitate rapid supply actions.

I.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

2. S4 Section provides supply and services support. (01-9007.01-0250)
a.
Identifies special equipment and/or clothing requirements by reviewing movement directive, deployment message, and OPLAN/CONPLAN.

b.
Coordinates issue of special equipment and/or clothing with higher echelon S4, installation Director of Logistics (DOL), and appropriate supporting agencies.

c.
Coordinates emergency calibration of deploying equipment.

d.
Updates supply requisitions with correct force activity designator (FAD), deployment UICs and deployment ship to address, as needed.

e.
Verifies all requisitions have been either canceled or updated with a deployment address.

f.
Coordinates disposition of excess equipment and clothing with higher echelon S4 and/or installation DOL.

g.
Submits requisitions for containers, MHE, blocking, bracing, and packing materials to appropriate supporting agencies JAW RSOP.

h.
Provides disposition instructions for excess equipment and clothing to subordinate units.

i.
Coordinates pick-up of basic and prescribed loads with higher echelon S4 Section or installation DOL.

j.
Provides instruction for pick-up of basic and prescribed loads to subordinate units.

k.
Coordinates POL support for movement to A/SPOE with higher echelon S4 or installation DOL.

I.
Monitors the preparation of basic and prescribed loads for compliance with RSOP, movement plan/order, and commander's guidance.

m.
Briefs S4, as required.

n.
Enforces safety procedures IAW TSOP and publications.

o.
Enforces environmental stewardship protection program procedures IAW FM 3-100.4.

3. S4 Section coordinates cross-leveling of vehicles, equipment, and supplies. (01-9007.01-0250)
a. Identifies shortages and overages by reviewing subordinate unit's vehicle, equipment, and supply status reports.
b._ Reallocates vehicles, equipment and supplies within the battalion IAW commander's guidance.
c.
Submits requisitions for vehicles, equipment, and supplies to higher echelon S4 Section.

d.
Requests disposition instructions for excess vehicles, equipment, and supplies from higher echelon S4 Section.

e.
Verifies all equipment transactions have been completed and equipment is properly signed for by reviewing property book and unit hand receipts.

f.
Updates property book, as required.

g.
Briefs S4, as required.

h.
Enforces safety procedures IAW TSOP and publications.

i.
Monitors environmental stewardship protection program procedures IAW

• FM 3-100.4.
4. S4 Section provides maintenance support. (01-9007.01-0250)
GO NO-GO
5-41
DODDOA-007426
TASK STEPS AND PERFORMANCE MEASURES
a.
Identifies maintenance requirements by reviewing RSOP, status reports from subordinate units, and commander's guidance.

b.
Provides MST support to subordinate units, as required.

c.
Coordinates for maintenance support, status of vehicles and equipment in support maintenance, disposition of nondeployable vehicles and equipment, and float equipment support with supporting maintenance activity

d.
Provides instructions on the disposition of nondeployable vehicles and equipment, and float equipment support to subordinate units.

e.
Coordinates maintenance support at the APOE/SPOE staging area with supporting installation.

f.
Submits vehicles and equipment to support maintenance IAW S4 instructions.

g.
Coordinates maintenance support for movement to A/SPOE with higher echelon S4 or installation DOL

h.
Briefs S4, as required.

i.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

j.
Enforces safety procedures JAW TSOP and publications.

5. S4 Section provides movement support. (01-7300.75-0500, 01-9007.01-0250, 01-7200.75-0100)
a.
Identifies transportation requirements by reviewing RSOP, movement plan/order, and subordinate unit AUELs.

b.
Verifies that subordinate unit personnel and equipment transportation requirements have been submitted and are accurate by coordinating with unit movement officer (UMO).

c.
Provides movement and documentation assistance to subordinate unit UMOs, as required.

d.
Requests scales and materiel handling equipment (MHE) support from DOL, as required and reviewing deployment equipment List (DEL).

e.
Verifies rail and/or commercial transportation availability and movement schedules for containers and outsize, oversize, or overweight pieces of equipment by coordinating with the UMC.

f.
Coordinates convoy clearances and special hauling permits with the IC-unit movement coordinator (UMO), as required.

g.
Submits request(s) for required road march items to supporting supply activity.

h.
Coordinates subordinate units en route support requirements with the UMC until all known requirements are fulfilled.

i.
Coordinates for return transportation support for battalion personnel from the SPOE to battalion area with UMC.

j.
Coordinates advance party and main body personnel transportation requirements to the APOE with appropriate HQ.

k.
Conducts movement status briefing(s) for the commander, staff, and subordinate commanders, as necessary.

I.
Briefs S4, as required.

m.
Monitors environmental stewardship protection program procedures JAW FM 3-100.4.

n.
Enforces safety procedures IAW TSOP and publications.

*
6. UMO coordinates SPOE MA activities. (01-9007.01-0250)

a.
Monitors staging and processing of vehicles and equipment for compliance with movement order, call forward instructions, and supporting installation officials' instructions.

GO NO-GO
.

DODDOA-007427

ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES b. Resolves vehicle and equipment processing deficiencies by coordinating with supporting installation officials. c. Coordinates disposition of frustrated vehicles and cargo with supporting installation personnel. d. Verifies arrangement for supercargoes by coordinating with port commander's representatives. e. Briefs S4, as required. f. Monitors environmental stewardship protection program procedures IAW FM 3-100.4. g. Enforces safety procedures IAW TSOP and publications. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-43
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Deployment Advance Party Activities (63-1-4861) (FM 10017). (FM 5565) (TM 38-250)
-
-
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion has received a movement warning order for deployment. Subordinate units provide personnel and equipment for the advance party. The movement plan/order, RSOP, advance party plan, and TSOP are available. The staff continuously receives messages from the appropriate HQ and subordinate units by analog and/or digital communications, automation systems, and courier. Logistics and movement support is provided to the advance party by the supporting installation and Military Traffic Management Command (MTMC), respectively. Theater logistics support is provided to the advance party by the combatant commander's designated support organization. This task should not be trained in MOPP4.
TASK STANDARDS: Advance party operations are planned and implemented IAW RSOP, movement plan/order, TSOP, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section plans advance party operations. (01-9007.01-0250)
a.
Identifies advance party requirements by reviewing movement order,
RSOP, TSOP, and commander's guidance.

b.
Updates advance party plan IAW commander's guidance.

c.
Coordinates personnel and equipment for the advance party with staff
sections and subordinate units IAW advance party plan.

d.
Briefs advance party OIC on advance party requirements and operations.

*
2. Advance party OIC supervises advance party predeployment activities. (01­9007.01-0250)

a.
Identifies advance party support requirements by reviewing advance party
plan, movement plan/order, RSOP, and S2/S3 and commander's guidance.

b.
Coordinates advance party logistics and transportation support with S4
Section.

c.
Coordinates for movement instructions and documentation support with
HHC UMO.

d.
Identifies battalion organization, movement configuration, movement
schedule, and ultimate destination by reviewing movement plan/order,
.subordinate unit DELs, and CONPLAN/OPLANs.

e.
Identifies planned operational locations and mission support requirements
by reviewing CONPLAN/OPLANs.

DODDOA-007429
TASK STEPS AND PERFORMANCE MEASURES
f.
Revises advance party plan, as required, in coordination with S2/S3.

g.
Briefs commander, staff, subordinate unit commanders, and advance party personnel on advance party plan, as required.

3. Advance party deploys through APOE to APOD.
a.
Prepares vehicles for air movement.

b.
Deploys IAW movement order.

c.
Performs APOD activities for deployment.

4. Advance party coordinates reception of main body. (01-9007.01-0250)
a.
Coordinates for arrival schedule and reception of the main body with arrival airfield control group (AACG).

b.
Coordinates for movement of personnel to marshaling area with port movement control team (PMCT).

c.
Coordinate for ship arrival schedule and movement of equipment to (Theater Staging Base (TSB) with port support activity (PSA).

d.
Provides personnel to port commander for movement of equipment from PSA to marshaling area, as required.

e.
Provides battalion organization, movement configuration, movement schedule, and ultimate destination to PMCT.

f.
Coordinates main body logistics and maintenance support requirements with designated supporting organization.

g.
Briefs commander, staff, and subordinate unit commanders on reception and onward movement plans, as required.

5. Advance party coordinates mission operations. (01-9007.01-0250)
a.
Provides battalion organization, movement configuration, movement schedule, and ultimate destination to appropriate HQ.

b.
Coordinates for current operational and tactical situation with higher echelon Support Operations Section and S2/S3.

c.
Identifies preliminary liaison requirements with supporting and supported activities.

d.
Briefs commander, staff, and subordinate unit commanders on operational and tactical situation, as required.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ARTEP 63-006-MTP
GO NO-GO
TOTAL

5-45
DODDOA-007430
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Onward Movement (63-1-4862) (FM 100-17-3) (FM 100-17) (FM 3-100.4) (FM 55-65)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: The battalion and subordinate unit main bodies have arrived at the APOD. The Advance Party OIC has briefed the commander and staff on the support available in the marshaling/staging area area. The PSA moves the battalion's vehicles and equipment from the SPOD to the marshaling/staging area. Administrative and logistics support is provided by an organization designated by the combatant commander. Movement control element provides movement instructions from the TSB to the TAA. The RSOP and TSOP are available. Movement control element monitors battalion's movement to the TAA. The staff continuously receives messages from the appropriate HQ and subordinate units by analog and/or digital means of communication, automation systems, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The main body arrives in the TAA lAW movement control element instructions and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Command Section supervises onward movement activities.
a.
Coordinates for tactical situation and future support operation information
with higher echelon staff.

b.
Provides staff sections guidance on intransit support requirements and
onward movement priorities.

c.
Establishes liaison with supporting organizations that are providing intransit
support and movement instructions.

d.
Briefs commander, staff, and subordinate commanders, as required.

2. S2/S3 Section supervises preparation and movement to Assembly areas.
a.
Consolidates staff input for intransit support and movement instructions.

b.
Issues movement order/FRAGO and maps IAW commander's guidance.

c.
Monitors subordinate unit preparation for convoy operations for compliance
with movement order/FRAGO.

d.
Monitors movement of unit.

e.
Forwards SP crossing reports, check point times and closing reports to
supporting movement control element.

f.
Reports arrival in assembly area to higher echelon S2/S3 Section.

DODDOA-007431
TASK STEPS AND PERFORMANCE MEASURES
g. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
3. S1 Section coordinates intransit support.
a.
Coordinates administrative and personnel services support with designated support unit, as required.

b.
Coordinates medical support with designated medical support unit, as required.

c.
Briefs commander, staff, and subordinate unit commanders on intransit support.

4. S4 Section coordinates marshaling/staging area logistics support. (01-9007.01­0250)
a.
Coordinates field feeding and logistics support with designated-support unit, as required.

b.
Provides instructions to subordinate units on inventory, inspection, and property transfer and accountability procedures.

c.
Identifies maintenance and repair parts requirements by monitoring subordinate unit maintenance status reports.

d.
Coordinates maintenance and repair parts support with designated support unit, as required.

e.
Provides instructions to subordinate units on drawing weapons, fuel, ammunition, and supplies required for movement to Assembly Area.

f.
Briefs commander, staff, and subordinate unit commanders on intransit support.

g.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

' 5. S4 coordinates movement to Assembly Area. (01-9007.01-0250)
a.
Coordinates for detailed movement instructions with supporting movement control element.

b.
Provides movement instructions to S2/S3 Section.

c.
Monitors supporting units AUEL updates for compliance with FM 55-65, movement order, and SOP.

d.
Monitors vehicle preparation and rail loading operations for compliance with movement instructions, appropriate publications, and commanders guidance.

e.
Monitors preparation of movement documentation for compliance with appropriate publications and movement control element instructions.

f.
Briefs commander, staff, and subordinate unit commanders/UMOs on


movement, as required.
g. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
GO NO-GO
M TOTAL
5-47
DODDOA-007432
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007433
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Rear Detachment Support (63-1-4863) (FM 100-17). (AR 215-1) (FM 3-19.30) (FM 55-65)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Rear detachment support is required. All subordinate units are deploying/redeploying as part of the battalion deployment/redeployment. The rear detachment plan, RSOP, and deployment/redeployment movement plan/order are available. The battalion staff continuously receives messages from the installation or theater support organizations, the appropriate HQ, and subordinate units by analog and/or digital means of communication, automation systems, and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Rear detachment support is coordinated and the updated rear detachment plan is distributed IAW the RSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section coordinates rear detachment personnel and administrative services
support.

a.
Identifies personnel and administrative services support requirements by
reviewing the deployment/redeployment movement plan/order, RSOP, and
commander's guidance.

b.
Coordinates rear detachment staffing requirements with staff sections and
subordinate unit commanders.

c.
Forwards recommendations for rear detachment staffing to commander for
approval.

d.
Coordinates personnel and administrative services support with higher
echelon S1 Section or installation/theater support organizations, as
required.

e.
Provides personnel and administrative services support input for the rear
detachment plan update to the S2/S3 Section.

f.
Coordinates family support group assistance with higher echelon S1.

g.
Briefs the commander, XO, and rear detachment commander on personnel
and administrative services support, as required.

h.
Coordinates legal support with servicing Staff judge Advocate's office.

2. S4 Section coordinates for rear detachment logistics support. (01-9007.01-0250)
5-49
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES a. Identifies logistics support requirements by reviewing the deployment/redeployment movement plan/order, RSOP, rear detachment plan, and commander's guidance. b. Coordinates logistics support with higher echelon S4 Section or installation/theater support organizations. c. Provides copies of property book, document register, and related documentation to the rear detachment commander, as required. d. Provides logistics support input for the rear detachment plan update to the S2/S3 Section. e. Briefs the commander, XO, and rear detachment commander on rear detachment logistics support, as required. GO NO-GO •
3. S2/S3 Section updates rear detachment plan. a. Verifies staff input for completeness and compliance with commander's guidance. b. Prepares updated copy of rear detachment plan. c. Forwards draft copy to commander or XO for approval or modification. d. Distributes rear detachment plan update IAW RSOP.
4. S2/S3 Section provides rear detachment support. a. Requests new classified document access roster and safe access listing for the rear detachment from higher HQ staff element. b. Coordinates changing of combinations for safes and arms room for the rear detachment with higher HQ staff element. c. Assists rear detachment to ensure all classified material not deployed with unit is properly stored, transferred or destroyed.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007435
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Home Station Rear Detachment Activities (63-1-4864) (FM 100-17). (FM 1-2-6). (FM 55-65)
ITERATION:. 1.2 3.
4.5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion and subordinate units' main bodies are preparing to depart home station. Initial coordination for personnel and administrative services and logistics support was accomplished by staff. Subordinate units have delivered records and files designated by the S1 to the rear detachment. Dependents have been briefed on the availability of support from the installation and rear detachment. The RSOP, movement plan/order, family assistance plan, and rear detachment plan are available. The rear detachment receives home station reception requirements from S2/S3 Section. The rear detachment continuously receives messages from the installation and higher echelon HO by analog and/or digital communications. This task should not be trained in MOPP4.
TASK STANDARDS: Rear detachment activities are performed IAW the rear detachment plan and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
—.-
*
1. Rear detachment commander supervises rear detachment activities. (01-."---9007.01-0250)

a.
Identifies rear detachment requirements, policies, and procedures by
reviewing the rear detachment plan, family assistance plan, and
commander's guidance.

b.
Conducts inventory and signs for all installation property and equipment
transferred into rear detachment from deploying units.

c.
Publishes a chain of command based on commander's guidance.

d.
Develops rear detachment program to provide service to soldiers and family
remaining in rear.

e.
Briefs rear detachment personnel on rear detachment plan and command
policies.

f.
Verifies availability of personnel and administrative services, legal support,
and logistics support by coordinating with the installation AG, SJA, and
DOL.

g.
Briefs rear detachment personnel on available personnel and administrative
services, legal support, and logistics support.

h.
Monitors family support group activities for compliance with family
assistance plan.

i.
Monitors rear detachment activities for compliance with rear detachment
plan.

5-51
DODDOA-007436
TASK STEPS AND PERFORMANCE MEASURES
j. Monitors environmental stewardship protection program procedures IAW FM 3-100.4
2. Rear detachment provides administrative and logistics support.
a.
Coordinates SRP processing of late arrivals and/or replacement personnel with the installation AG.

b.
Provides administrative, legal, and logistics support to late arrivals and/or replacement personnel IAW rear detachment plan.

c.
Redirects mail IAW rear detachment plan.

d.
Maintains records and files IAW rear detachment plan and appropriate publications.

e.
Provides assistance to families IAW the family assistance plan, as required.

f.
Publishes family support chain of command roster for family member.

g.
Coordinates reassignment of rear detachment personnel with the installation AG.

h.
Coordinates inspection and disposition of real property with supporting installation agency, as necessary.

i.
Conducts physical security inspections of facilities and storage areas.

j.
Reports damage to facilities and storage areas to PMO and installation

engineers.
k. Monitors environmental stewardship protection program procedures IAW FM 3-100.4
3. Rear detachment commander coordinates reception at home station.
a.
Identifies reception requirements by reviewing the RSOP and S2/S3 Section instructions.

b.
Verifies availability of transportation and intransit support by coordinating with the ITO.

c.
Identifies planned welcoming ceremonies by coordinating with installation support activities and PAO.

d.
Coordinates for transportation of dependents to the APOD with ITO, as required.

e.
Notifies dependents of transportation and reception plans.

f.
Provides S2/S3 Section information on transportation, intransit support, and welcoming ceremonies.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
GO NO-GO
TOTAL

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Reconstitution for Redeployment (63-1-4865) (FM 100-17). (AR 700-93) (FM 3-100.4) (FM 55-65). (TM 38-250) (TM 55-2200-001-12)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P.U.(Circle)
CONDITIONS: The battalion has received a redeployment warning order and the commander has issued
redeployment guidance. The battalion and .subordinate units are located in the designated assembly area (AA). All personnel are present or accounted for, weapons and sensitive equipment have been secured, and inventories of vehicles, equipment, and supplies have been conducted. Personnel and equipment status reports are being received from subordinate units. The staff continuously receives messages from the appropriate HQ and subordinate units by analog and/or digital communications, automation systems, and courier. The RSOP and redeployment warning order are available.
NOTE: The TAA and RAA may be combined, depending on the size of the theater and the combatant commander's guidance. The redeployment sequence is based on theater constraints and commander in chief's (CINC) guidance. Intermediate steps and actions may be required to supplement TAA and RAA movement, to include further defining RAA activities by establishing a final staging area. This task should not be trained in MOPP4.
TASK STANDARDS: Reconstitution for redeployment is coordinated IAW RSOP and commander guidance and FM 100-9.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section coordinates cross-leveling of personnel.
a.
Identifies personnel shortages and overages by grade and MOS by
reviewing subordinate unit's status reports.

b.
Reassigns personnel within the battalion IAW commander's guidance.

c.
Recalculates personnel shortages and overages by grade and MOS.

d.
Submits personnel requisitions to higher echelon S1 Sectionusing analog
and/or digital communications.

e.
Requests disposition instructions for excess personnel from higher echelon
S1 Sectionusing analog and/or digital communications.

f.
Assigns filler personnel IAW S1 guidance.
g.• Reassigns excess personnel IAW higher echelon S1 Section instructions.

h.
Updates SIDPERS records, as required.

i.
Briefs commander and XO on personnel status, as required.

5-53
DODDOA-007438
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
2. S4 Section coordinates cross-leveling of vehicles, equipment, and supplies. (01­9007.01-0250) a. Identifies shortages and overages by reviewing subordinate unit's vehicle, equipment, and supply status reports. b. Reallocates vehicles, equipment and supplies within the battalion lAW commander's guidance. c. Recalculates shortages and overages. d. Submits requisitions for vehicles, equipment, and supplies to higher echelon S4 Section using analog and/or digital communications. e. Requests disposition instructions for excess vehicles, equipment, and supplies from higher echelon S4 Section. f. Issues vehicles, equipment, and supplies IAW commander and S4's guidance. g. Provides subordinate units disposition instructions for excess vehicles, equipment, and supplies. h. Updates property book, as required. i. Briefs commander and XO on status of vehicles, equipment, and supplies, as required. j. Enforces environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007439
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Prepare Redeployment Movement Plan/Order (63-1-4866) (FM 55-1). (FM 100-17) (FM 101-5) (FM 55-30)
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has provided his redeployment guidance and directed that the redeployment movement plan/order be prepared. The XO has assigned staff responsibilities. The S2/S3 has staff responsibility for consolidation, publication, and distribution of the redeployment movement .• plan/order. Movement plan becomes movement order upon implementation. The battalion and subordinate units are located in the TAA. Trained UMOs have been designated and briefed by the S4 and/or installation command unit movement officer (ICUMO). The home station rear detachment commander provides information on reception arrangements. The RSOP, TSOP, and higher echelon redeployment movement order are available. The staff continuously receives messages from the appropriate HQ and subordinate units by analog and/or digital communications, automation systems, and courier. This task should not be trained in MOPP4.
TASK STANDARDS: Redeployment movement plan/order is prepared and distributed IAW FM 101-5, the RSOP and commander's guidance and within the time frame prescribed by the commander or XO.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff sections provide input to the redeployment movement plan/order.
a.
Identify redeployment requirements by reviewing redeployment movement
order, RSOPs, and commander's guidance.

b.
Identify external support requirements by reviewing redeployment
movement order, RSOP, and status reports from subordinate units.

c.
Identify internal support requirements by reviewing redeployment movement
order, RSOP, and commanders guidance.

d.
Verify availability of required support by coordinating with appropriate
battalion elements and/or redeployment support organizations.

e.
Forward redeployment movement plan/order input information to S2/S3
Section.

2. S2/S3 Section coordinates staffing for redeployment teams.
a.
Identifies personnel and equipment requirements for redeployment teams
by reviewing RSOP, movement plan/order, and commander's guidance.

b.
Coordinates redeployment teams requirements with staff sections.

5-55
DODDOA-007440
TASK STEPS AND PERFORMANCE MEASURES
c.
Forwards personnel and equipment requirements for redeployment teams to commander and/or XO for approval or modification.

d.
Incorporates personnel and equipment requirements for redeployment teams into movement plan/order.

3. S2/S3 Section coordinates TM and RAA physical security requirements.
a.
Identifies TM and RAA physical security requirements by reviewing TSOP, higher echelon redeployment movement order, and commander's guidance.

b.
Coordinates physical security support with higher echelon S2/S3 or supporting logistics support organization using analog and/or digital communications.

c.
Coordinates physical security requirements with subordinate units.

d.
Incorporates TM and RAA physical security instructions into movement plan/order.

4. S2/S3 Section coordinates reception at home station.
a.
Identifies reception requirements by reviewing RSOP, movement plan/order, and commander's guidance.

b.
Forwards reception requirements and projected personnel movement schedules to home station rear detachment commander.

c.
Incorporates planned reception arrangements into the movement plan/order.

5. S2/S3 Section prepares movement plan/order.
a.
Verifies staff input for completeness and compliance with commander's guidance.

b.
Prepares updated copy of movement plan/order.

c.
Forwards draft copy to commander or XO for approval or modification.

d.
Distributes movement plan/order update JAW movement plan/order distribution list.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
GO NO-GO

TOTAL
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Provide Redeployment Support (63-1-4867) (FM 100-17). (FM 100-10) (FM 55-65)
ITERATION:. 1.2.3.4.5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion has received a redeployment movement order. The battalion and subordinate units are located in the TAA and trained UMOs have been designated and briefed by the S4. The battalion commander has issued redeployment guidance. The battalion and higher echelon redeployment movement orders, RSOP, and TSOP are available. The staff continuously receives messages from the appropriate HQ and subordinate units by analog and/or digital communications, automation systems and courier.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistical and support activities. In this task the term "theater rear detachment" is used to define unit elements remaining in the theater AO after the main body redeploys. Its mission is to process unit equipment and supplies for return to home station. In this task the theater rear detachment is not a theater-level asset. The term "home station rear detachment" is used to refer to the rear detachment left at the unit's home station during deployment. This task should not be trained in MOPF4.
TASK STANDARDS: Redeployment support is provided to subordinate units and coordination for movement of personnel, vehicles, and equipment to the A/SPOE is accomplished IAW higher echelon redeployment movement order, TSOP, and commander's guidance.
NOTE: For the IBCT, SPOE does not apply.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section provides personnel and administrative services support. (03-
0170.01-1005)

a.
Identifies personnel and administrative requirements by reviewing higher
echelon redeployment movement order and commander's guidance.

b.
Establishes redeployment personnel processing procedures IAW higher
echelon guidance.

c.
Coordinates reassignment of personnel redeploying as individuals with
higher echelon S1 using analog and/or digital communications.

d.
Provides personnel service support, as required.

e.
Provides administrative support, as required.

5-57
DODDOA-007442
TASK STEPS AND PERFORMANCE MEASURES
f.
Verifies personnel and finance records have been updated by reviewing subordinate unit records.

g.
Verifies line of duty investigations have been completed prior to redeployment.

h.
Processes personnel actions, to include evaluation reports and decorations and awards.

i.
Coordinates (theater) rear detachment personnel and administrative services support with higher echelon S1 using analog and/or digital communications.

j.
Coordinates legal services with servicing Staff Judge Advocate's Office.

2. S2/S3 Section coordinates training requirements.
a.
Identifies training requirements, e.g. weighing and marking, customs inspections, cleaning of vehicles and equipment, and documentatior­requirements, by reviewing appropriate headquarters redeployment movement order, subordinate unit requests for training support, and commander's guidance.

b.
Coordinates redeployment training support with higher echelon S2/S3 using analog and digital communications.

c.
Notifies subordinate units of scheduled training events.

d.
Monitors scheduled training events for compliance with appropriate publications and commander's guidance.

e.
Updates training records, as required.

3. S4 Section coordinates supply and services support. (03-5105.00-0002, 03-8310.00-9000)
a.
Identifies supply and services support requirements.

b.
Identifies quantities of supplies on-hand by reviewing subordinate unit supply status reports.

c.
Identifies supplies due-in by reviewing document registers.

d.
Identifies excess supplies due-in by comparing supply requirements with quantities on-hand and due-in.

e.
Cancels requisitions for quantities determined to be excess.

f.
Identifies required supplies arriving after unit is packed for redeployment by coordinating with DS supply organization.

g.
Verifies all requisitions have been either canceled or updated with a redeployment address ten days prior to redeployment.

h.
Submits request to redirect supplies due-in after unit is packed to higher echelon S4 or supporting supply activity, as needed.

i.
Coordinates field feeding and services support with designated support unit, as required.

j.
Designates date/time when internal supply and service support terminates.

k.
Provides copies of the unit hand receipts and related documentation to OIC of the (theater) rear detachment, as required.

I.
Coordinates supply and service support for main body and (theater) rear detachment during movement with higher echelon S4 using analog and digital communications.

m.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

4. S4 Section coordinates maintenance support.
a.
Identifies maintenance support requirements by reviewing higher echelon redeployment movement order and commander's guidance.

b.
Identifies vehicles in organizational and support maintenance by reviewing subordinate unit and battalion maintenance status reports.

GO NO-GO
DODDOA-007443

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Identifies vehicles available for redeployment by coordinating with battalion and DS maintenance organizations. d. Requests disposition instructions for vehicles and equipment not available for redeployment from higher echelon S4 using analog and/or digital communications.
e. Tasks battalion maintenance section to provide MST support in assembly areas, staging areas, and during road movement. f. Designates date/time when organizational maintenance support terminates. g. Coordinates maintenance and recovery support beyond unit's capability with higher echelon S4 or supporting logistics support organization using analog and digital communications. h. Coordinates vehicle cleaning and support with higher echelon S4 or supporting logistics support organization using analog and/or digital communications.
i. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
* 5. ICUMO coordinates redeployment movement. (01-9007.01-0250) a. Identifies redeployment movement requirements by reviewing higher echelon redeployment movement order and commander's guidance. b. Verifies UMD and movement schedules, routes, and location of RAA and staging areas by coordinating with movement control element. c. Develops milestones for planning, packing, loading, and movement operations IAW higher echelon redeployment movement order and commander's guidance. d. Coordinates customs and United States Department of Agriculture (USDA) inspection support with higher echelon S4. e. Monitors supporting units AUEL updates for compliance with redeployment movement order, and RSOP. f. Monitors subordinate units' preparation of movement, customs, and USDA forms for compliance with redeployment movement order, RSOP, and appropriate publications. g. Monitors supporting units' vehicle and equipment preparation and cleaning for compliance with USDA guidance, RSOP, appropriate publications, and commander's guidance. h. Monitors subordinate units' customs and USDA inspection results for compliance with appropriate publications. i. Monitors subordinate units' movement readiness status for compliance with redeployment movement order and commander's guidance. j._ Inspects subordinate units' movement plans/orders for compliance with redeployment movement order and commanders guidance. k. Briefs commander and/or staff on movement readiness status, as required. I. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.

5 -59

DODDOA-007444

SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007445
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Redeployment Advance Party Activities (63-1-4868) (FM 100-17) (FM 101-5) (FM 55-65)
ITERATION:: 1 2 3 4.
5 (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The battalion has received a redeployment movement order. All subordinate units are redeploying as part of the battalion redeployment. The movement plan/order, RSOP, and TSOP are available. The staff continuously receives messages from the redeploying support organizations, the appropriate HQ, and subordinate units by analog and/or digital communications, automation systems and • courier. Logistics support is provided to the advance party by the supporting major command (MACOM). This task should not be trained in MOPP4.
TASK STANDARDS: Advance party operations are planned and implemented JAW RSOP, movement plan/order, TSOP, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section plans advance party operations. (01-9007.01-0250)
a.
Identifies advance party requirements by reviewing movement order,
RSOP, TSOP, and commander's guidance.

b.
Prepares advance party plan IAW commander's guidance.

c.
Coordinates advance party personnel and equipment requirements with
staff sections and subordinate units IAW advance party plan.

d.
Briefs advance party OIC on advance party requirements and operations.

*
2. Advance party OIC supervises advance party premovement activities. (01­9007.01-0250)

a.
Identifies advance party support requirements by reviewing advance party
plan, movement plan/order, RSOP, and S2/S3 and commander's guidance.

b.
Coordinates advance party logistics and transportation support with the S4
Section.

c.
Coordinates for advance party movement instructions and documentation
support with HHC UMO.

d.
Identifies battalion organization, movement configuration, movement
schedule, and ultimate destination by reviewing movement plan/order, and
subordinate unit DELs.

e.
Revises advance party plan, as required, in coordination with S2/S3.

f.
Briefs commander, staff, subordinate unit commanders, and advance party
personnel on advance party plan, as required.

5-61
DODDOA-007446
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. Advance party moves through APOE to APOD. a. Prepares vehicles for air movement, as required. b. Deploys IAW movement order. c. Performs APOD activities for redeployment.
4. Advance party coordinates reception of main body. (01-9007.01-0250) a. Coordinates main body arrival schedule and reception with AACG. b. Coordinates inspection and processing procedures with United States Customs Service (USCS) and USDA officials. c. Coordinates for movement of personnel to home station with MTMC, supporting ITO, and/or movement control element representatives. d. Provides battalion organization, movement configuration, movement schedule, and ultimate destination to MTMC representatives, supporting installation representatives, and home station UMC. e. Completes required movement documentation ICW MTMC, supporting ITO, and/or movement control element representatives. f. Coordinates main body logistics and maintenance support requirements with supporting installation, as required. g. Assists home station rear detachment with final coordination for welcome home reception activities. h. Briefs commander, staff, and subordinate unit commanders on reception and onward movement plans, as required. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007447
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Theater Rear Detachment Activities (63-1-4869) (FM 100-17) (AR 700-93) (FM 55-65) (TM 38-250) (TM 55-2200-001-12)
ITERATION:: 1 2 3 4 5 (Circle)
COMMANDER/LEADER ASSESSMENT: :T P U (Circle)
CONDITIONS: The battalion and subordinate unit main bodies have redeployed. The rear detachment is located in the RAA with the battalion's vehicles and equipment. Vehicles and equipment are prepared for strategic sea movement and are waiting to be called forward to the PSA. S4 has provided copies of the unit hand receipts, document register, and related documents. MCA/MCT provides call forward instructions to the APOE and SPOE. The RSOP, TSOP, redeployment movement order, and (theater) rear detachment plan are available. The (theater) rear detachment continuously receives messages from the theater support organizations, the appropriate HQ, and battalion HQ by analog and/or digital means of communications, automation systems and courier.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistical and support activities. In this task the term "theater rear detachment" is used to define the rear detachment remaining in the theater AO after the main body redeploys. Its mission is to process unit equipment and supplies for return to home station. In this task the theater rear detachment is not a theater-level asset. The term "home station rear detachment " is used to refer to the rear detachment left at the unit's home station during deployment. This task should not be trained in MOPP4.
TASK STANDARDS: Unit's vehicles and equipment are transferred to the PSA and (theater) rear detachment personnel redeploy to home station IAW the (theater) rear detachment plan and redeployment movement order.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. (Theater) rear detachment commander supervises (theater) rear detachment activities. (01-9007.01-0250, 03-5101.00-0281, 03-5101.00-0282, 03-8310.00-9000, 03-9003.03-0001)
a.
Identifies operational and support requirements by reviewing (theater) rear
detachment plan; redeployment movement order; S1/ S4 guidance, and
commanders guidance.

b.
Verifies availability of personnel services, administrative services, legal
support, and logistics support by coordinating with supporting organizations.

c.
Develops an inspection and maintenance schedule IAW (theater) rear
detachment plan.

5-63
DODDOA-007448
TASK STEPS AND PERFORMANCE MEASURES
d.
Monitors levels of personnel, administrative, legal, and logistics support to ensure appropriate levels of support are provided.

e.
Directs correction of deficiencies noted during USCS and/or USDA inspections.

f.
Inspects movement and property accountability documentation to verify accuracy IAW (theater) rear detachment plan and appropriate publications.

g.
Forwards (theater) rear detachment status reports to battalion HQ, as required.

h.
Briefs commander and/or staff of supporting logistics support organization on (theater) rear detachment activities, as required.

2. (Theater) rear detachment coordinates logistics support.
a.
Identifies repair parts requirements by reviewing maintenance inspection reports and the document register.

b.
Identifies supply requirements by conducting inventory of supplies on-hand.

c.
Forwards requisitions for required supplies and repair parts to supporting logistics support organization.

d.
Coordinates receipt of supplies and repair parts with the supporting logistics support organization.

e.
Coordinates field feeding and billeting support with the supporting logistics support organization.

3. (Theater) rear detachment maintains vehicles and equipment.
a.
Inspects vehicles and equipment IAW inspection and maintenance schedule.

b.
Prepares requisitions for repair parts, as required.

c.
Performs operator and organizational maintenance, as required.

d.
Coordinates MST support with supporting logistics support organization.

e.
Cleans vehicles to meet USDA requirements.

4. (Theater) rear detachment coordinates movement of vehicles, equipment, and personnel.
a.
Coordinates processing of vehicles and equipment for movement to the SPOE with MCA/MCT and PSA.

b.
Coordinates redeployment of personnel and processing procedures with MCA/PMCT and DACG.

c.
Monitors customs and USDA inspections for compliance with the redeployment movement order and appropriate publications.

d.
Monitors joint PSA inspection to ensure vehicles and equipment meet requirements for strategic sealift.

e.
Processes vehicles and equipment for movement to the SPOE.

f.
Redeploys personnel IAW MCA/PMCT and departure airfield control group (DACG) instructions.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
GO NO-GO
TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-65
DODDOA-007450
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Home Station Activities (63-1-4870) (FM 100-17) (FM 55-65)
ITERATION: 1 2 3.
4 5 (Circle)
COMMANDER/LEADER ASSESSMENT::T P U:(Circle)
CONDITIONS: The battalion has arrived at home station. Main body arrives at home station prior to equipment arrival at SPOD. The battalion receives notification of ship and (theater) rear detachment arrival from the ITO. The maintenance SOP and RSOP are available. The ITO provides movement instructions and convoy clearances. The supporting installation provides intransit logistics support. The battalion staff continuously receives messages from the installation agencies and subordinate units by analog and/or digital means of communication, automation systems, and courier.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistical and support activities. In this task the term "theater rear detachment" is used to define the rear detachment remaining in the theater AO after the main body redeploys. The term "home station rear detachment" is used to refer to the rear detachment left at the. unit's home station during deployment. This task should not be trained in MOPP4.
TASK STANDARDS: Home station activities are accomplished IAW commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs post deployment activities.

a.
Directs preparation of after-action reports.

b.
Directs inventory and cleaning of vehicles, equipment, and weapons.

c.
Directs turn-in of hand-receipted and float equipment.

d.
Approves after-action report.

e.
Briefs appropriate HQ commander and staff on operations in theater of
operations.

2. S1 Section performs post deployment activities.
a.
Coordinates personal affairs briefings, such as family and stress briefings.

b.
Verifies records of deployed soldiers have been updated with deployment
information and appropriate personnel actions.

c.
Processes SIDPERS transactions for redeploying soldiers, if required.

d.
Coordinates welcome home activities for (theater) rear detachment
personnel.

3. S4 Section coordinates reception of rear detachment. (01-9007.01-0250)
DODDOA-007451
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a. Coordinates transportation support for (theater) rear detachment personnel
with ITO.
b. Verifies arrival schedule and processing requirements by coordinating with
MCG.
c. Resolves inspection and processing deficiencies by coordinating with
MTMC, USCS, and USDA officials.
d. Briefs commander and XO on status of rear detachment reception.
4. S4 Section coordinates reception of equipment at SPOE. (01-9007.01-0250)
a. Identifies transportation requirements by reviewing RSOP, redeployment
movement order, and subordinate unit DELs.
b. Verifies rail and/or commercial transportation availability and schedules for
containers and outsize, oversize, or overweight pieces of equipment by
coordinating with the UMC. -
c. Coordinates for convoy clearances with the UMC, as required.
d. Submits request(s) for required road march items to supporting supply
activity.
e. Coordinates subordinate units en route support requirements with UMC
until all known requirements are fulfilled.
f. Coordinates transportation support for battalion personnel to the SPOD with
the UMC.
g. Conducts movement status briefing(s) for the commander, staff, and
subordinate commanders, as necessary. .
* 5. IC-UMO coordinates SPOD MA activities.
NOTE: Digitally equipped units will provide reports using FBCB2 or MCS, as
appropriate.
a. Monitors inventory, inspection, processing, and staging of vehicles and
equipment for compliance with movement instructions; convoy clearances;
and MTMC and PSA officials' instructions.
b. Resolves vehicle and equipment inspection and processing deficiencies by
coordinating with PSA, USCS, and USDA officials.
c. Coordinates disposition of nonoperational vehicles with supporting
installation personnel.
d. Reports SPOD status by telephone or radio to S2/S3 Section, as
appropriate.
e. Provides SP crossing report by telephone or radio to S2/S3 Section, as
appropriate.
6. S4 Section monitors stand-down of vehicles, equipment, and weapons. (01-
9007.01-0250)
a. Monitors inventory and maintenance status of vehicles, equipment, and
weapons for compliance with maintenance SOP, appropriate publications,
and commander's guidance.
b. Provides vehicle and equipment technical inspection and excess equipment
instructions to subordinate units.
c. Monitors vehicle and equipment turn-in for compliance with appropriate
publications and S4 instructions.
d. Briefs commander and XO on status of vehicles, equipment, and weapons.
7. S2/S3 Section drafts after-action report.
a. Verifies staff and subordinate unit input for completeness and compliance
with commander's guidance.
b. Prepares after-action report.
c. Forwards draft copy to commander or XO for approval ormodification.

5-67

TASK STEPS AND PERFORMANCE MEASURES d. Distributes after-action report IAW commander's guidance. I GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007453
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Direct Integration Activities (63-1-4871) CEM 100-17-3) (FM 100-17) (FM 100-5) (FM 55-65)
ITERATION:: 1 2 3.
4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U:(Circle)
CONDITIONS: The unit is in the process of deploying following receipt of an OPORD. The unit has arrived at the port of debarkation (POD), moved through the designated marshaling area/staging site, and has closed in the TAA. Prior to onward movement from the staging area, the unit verified that it met mission readiness criteria. The unit initiates command and control procedures with the gaining command. The unit security plan, unit access rosters, TSOP and current maps are available. The unit is deploying as part of a higher echelon deployment. Integration activities are performed day or night under all environmental conditions. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Personnel and equipment are combat ready and integrated into the operational mission of the gaining tactical force commander.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander supervises integration activities.

a.
Directs TOC to be established IAW TSOP.

b.
Directs analog and/or digital communications link-up into gaining command
net.

c.
Directs Unit HQ to integrate unit security plan into gaining command's
operational force protection measure.

d.
Directs Unit HO to integrate into the gaining command's CSS system.

e.
Directs Unit HO to submit reports IAW gaining command SOPs/OPLANs.

f.
Provides guidance to staff on corrective actions based on readiness reports
from subordinate units.

g.
Releases consolidated battalion readiness report to higher HQ.

h.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

2. S2/S3 Section completes operations integration actions.
a.
Enters tactical analog and/or digital communication nets.

b.
Establishes battalion tactical operations center (TOC).

c.
Integrates unit into TAA security plan.

d.
Directs stationing of subordinate units within assigned area.

e.
Clarifies operational mission parameters with gaining command.

f.
Assists subordinate units in correcting readiness deficiencies.

_5_
DODDOA-007454
TASK STEPS AND PERFORMANCE MEASURES
g.
Submits required reports to gaining command.

h.
Conducts training as directed by gaining command.

3. S1 Section performs personnel integration activities.
a.
Submits consolidated personnel status report to higher HQ.

b.
Monitors status of soldiers with a special status, such as sick or injured.

c.
Requests replacements, as needed.

d.
Coordinates medical, personnel, religious, morale, welfare and recreation (MWR), legal, and finance support.

4. S4 Section performs logistics integration activities.
a.
Establishes direct support relationships with various support elements in the support structure to include supply, field services, automation maintenance and maintenance.

b.
Provides subordinate units CSS support information, to include location of supply and maintenance points, field service support information, and procedures for resupply.

c.
Submits logistics status report in format directed by gaining command.

d.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

5. Communication personnel performs information technology integration activities for radio and tactical automation.
a.
Establishes direct support relationship with gaining command for communications security (COMSEC) and system/software security materiel.

b.
Installs, operates, and maintains local area networks.

c.
Establishes and operates battalion net control station (NCS).

d.
Ensures analog and digital communications linkup with higher, adjacent, and supported commands.

e.
Selects signal sites and provides advice on interference problems.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
GO NO-GO
M TOTAL
DODDOA-007455
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Plan Battalion Deployment in a Peacetime Environment (63-1-4872)
(FM 100-17) (FM 101 -5) (FM 55-65)
ITERATION:: 1 2 3 4 5 (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The higher HQ is operating in a normal peacetime environment at a normal state of
readiness. The unit has a wartime mission with a corresponding OPLAN on file. Unit is conducting operational mission and METL training. The unit MOBPLAN (RC), movement plan, recall plan, RSOP, TSOP, security plan, unit access rosters, and current maps are available. The OPLAN calls for higher HQ's subordinate units to deploy as part of the higher HQ deployment. The higher HQ communicates with subordinate units by analog and/or digital means of communications, automation systems, and courier. Peacetime deployment planning activities are performed day or night under all environmental conditions, except NBC.
NOTE: MOBPLANs are required only for RC units. RC-specific task steps and performance measures are annotated "(RC)". This task should not be trained in MOPP4.
TASK STANDARDS: MOBPLAN (RC) and movement plan are completed IAW governing regulations and higher HQ directions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs deployment planning.

a.
Provides planning guidance to staff and subordinate units.

b.
Directs S2/S3 to update OPLAN

c.
Directs S2/S3 to validate MOBPLAN (RC).

d.
Directs S2/S3 to validate subordinate units' movement plans.

e.
Directs security officer to update security plan.

f.
Directs XO to update RSOP and TSOP.

g.
Directs S1 to verify SRP activities.

*
2. XO coordinates staff planning.

a.
Implements commander's directives in staff planning and policy making.

b.
Assigns staff responsibilities for updating movement/deployment plans.

c.
Monitors all staff actions for conformity to commander's guidance.

d.
Coordinates deployment mission with subordinate unit commanders.

e.
Coordinates update of RSOP and TSOP.

f.
Consolidates input from staff sections for commander's briefing.

3. S2/S3 Section analyzes mission.
a. Identifies specified and implied tasks in the OPLAN.
5-71
DODDOA-007456
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b. Identifies documented policies and procedures. c. Coordinates mission parameters and details with higher HQ. d. Coordinates with S1 Section for personnel analysis of mission. e. Coordinates with S4 Section for logistics and movement analysis of missions f. Updates higher HQ OPLAN. g. Maintains current maps and overlays for all missions for subordinate units. h. Approves MOBPLANs (RC) for subordinate units. i. Briefs commander and staff on deployment mission.
4. Staff Sections conduct readiness review of subordinate units.
a. Provides personnel readiness review. b. Performs logistics readiness review. c. Performs OPSEC readiness review. d. Identifies readiness issues. e. Provides recommendations to improve readiness. f. Updates higher HQ RSOP and TSOP. g. Coordinates with supporting active duty readiness organization for support (RC). •
5. S2/S3 Section validates MOBPLAN (RC). a. Verifies mission is current. b. Updates MOBPLAN. c. Confirms annex information is correct.
d. Coordinates with S4 for review of logistics portions of plan. NOTE: MOBPLAN is updates annually, or whenever a change occurs in unit mission or structure.
6. S4 Section validates deployment plans. a. Maintains movement plans for all modes of transportation for the higher HQ. b. Validates equipment status. c. Validates AUEL for subordinate units.
d. Coordinates for S2/S3 review of subordinate units and higher HQ movement plans. e. Verifies logistics annexes of MOBPLAN (RC).
7. Staff officers supervise staff sections. a. Direct sections to update RSOP, TSOP, movement plan/order, OPLAN/CONPLAN, and commanders guidance annually or whenever changes in unit mission or structure dictate. b. Verify section input for annual commanders mobilization brief. c. Direct preparation of input to the S2/S3 section for the update of plans, orders, and commanders brief, as required. d. Identify section requirements for deployment verification checklist.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.

DODDOA-007457
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-73

DODDOA-007458
ARTEP 63-006-MTP ELEMENTS: COMMAND SECTION
S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR
TASK: Supervise Operations Security Program (63-1-4038) (AR 530-1) (AR 380-19) (FM 3-19.30) (FM 3-3) (FM 3-5) (AR 380-19-1) (FM 3-4)
ITERATION:: 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: Battalion operations have commenced. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents have been forwarded to the commander. The unit, higher, and lower TSOPs are available. Threat may be in the form of conventional or unconventional forces and have the capability of intelligence gathering. OPSEC program is a passive defensive measure. The supporting rear operations element coordinates OPSEC activity throughout the rear area. Higher HQ OPSEC estimate is available. OPSEC teams identify OPSEC weakness and risks by examining unit and CP communications, signatures, tactical deployment patterns, and camouflage. This information with recommended countermeasures is disseminated to the battalion through the higher HQ or supported unit. Simplified Collective Protection Equipment (SCPE) is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and all levels of threat forces attacks. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The OPSEC program is planned and implemented IAW OPORD and TSOP. At MOPP4, performance degradation factors increase OPSEC planning and implementation time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section plans OPSEC program for current operations. (03-3711.12-0001)
a.
Identifies established policies and procedures by reviewing TSOP.

b.
Lists enemy intelligence collection capabilities by extracting information

from the higher HQ OPSEC estimates or annex. . c. Lists EEFI from higher HQ OPSEC estimate or annex.
d.
Lists indicators that affect or may compromise the essential elements of friendly information (EEFI).

e.
Lists all countermeasure requirements by reviewing higher HQ OPSEC estimate or annex and the battalion's operations profile.

f.
Prepares battalion's OPSEC plan. NOTE: OPSEC Plan should implement CP policies and procedures to overcome or neutralize the enemy's ability to collect information in the areas of communications, intelligence, logistics, and administrative actions.

g.
Disseminates OPSEC plan to all subordinate units using analog and/or

digital communications
DODDOA-007459
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h. Conducts continuous intelligence preparation of the battlefield.
2. S2/S3 and S6 Sections implement OPSEC plan. (03-3711.12-0001) NOTE: This task step must be performed completely by the S2/3 Section, when there is no S6 Section in the TO&E.
a.
Enforces COMSEC measures to deny friendly information to the enemy by
telecommunication means.

b.
Enforces electronic security (ELSEC) measures to protect electromagnetic
transmissions from enemy identification or location.

c.
Enforces compromising emanations controls to render enemy detection
devices ineffective.

d.
Enforces electronic counter Countermeasures (ECCM) to ensure the
battalion's receipt and transmission of information essential to mission
accomplishment is not disrupted.

e.
Enforces information security measures to prevent compromise of classified
and unclassified information.

f.
Enforces physical security measures to prevent espionage, sabotage, or
theft at command and control or support facilities.

g.
Controls usage of passwords for subordinate and attached units.

h.
Installs anti virus software on automation equipment for subordinate and
attached units..

3. S2/S3 and S6 Sections provide feedback on status of OPSEC program. NOTE: This task step must be performed completely by the S2/3 Section, when there is no S6 Section in the TO&E.
a.
Inspect subordinate units' positions for OPSEC effectiveness.

b.
Inspect battalion's camouflage and concealment measures for compliance
with TSOP, OPORD, and current tactical situation.

c.
Identify OPSEC weakness and recommended corrections by continuously
reviewing higher HQ OPSEC updates.

d.
Coordinate additional support requirements with higher HQ or the
supporting unit using analog and digital communications.

e.
Provide feedback report to commander, staff, and subordinate elements on
OPSEC effectiveness. measures using analog and digital communications.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-75
DODDOA-007460
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Supervise Nucleer, Biological, and Chemical Defense Operations (63-1-4040)
(FM 3-4) (FM 100-10) (FM 3-100.4)
(FM 3-3) (FM 3-5)
ITERATION:: 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: Battalion operations have commenced. Subordinate units have been deployed. The commander and staff require updated NBC data for current operations and future planning. The battalion HQ has analog and/or digital communications with higher and lower HO. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The S2/S3 is required to provide command and control of subordinate units during NBC intrusions. Isolated NBC incidents have occurred. Some operational areas have reported contamination. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both clay and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Support is maintained at a level that allows the supported units to sustain momentum of operations. NBC defense measures are conducted IAW NBC defense plan, TSOP, and OPORD. At MOPP4, performance degradation factors increase time required to implement NBC defense operations.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section develops NBC defense plan. (S4-5030.00-3003)
a.
Identifies established policies and procedures by reviewing NBC defense portion of the TSOP.

b.
Identifies NBC threat and recommended countermeasures by analyzing the higher HQ vulnerability analysis and assessment.

c.
Prepares an NBC defense requirement forecast.

d.
Coordinates medical mass casualty evacuation and treatment support with the S1 Section and supporting medical element.

e.
Coordinates alternate methods of conducting support mission with the Support Operations Section.

f.
Coordinates alternate lines of communications with S6 or Communications personnel.

g.
Coordinates additional and augmented decontamination support with higher HQ staff element using analog and digital communications.

DODDOA-007461
:

TASK STEPS AND PERFORMANCE MEASURES
h.
Develops NBC defense item consumption plan for increased demand.

i.
Develops personnel, equipment, and facilities decontamination plan.

j.
Disseminates NBC defense plan to all subordinate units using analog and/or digital communications.

k.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

2. S2/S3 Section directs preparation for NBC defense. (04-5030.00-2017)
a.
Identifies backup command and control procedures.

b.
Alerts all NBC defense teams and subordinate companies of impending or actual attack.

c.
Maintains NBC analog/digital situation map(s) to include potential enemy NBC targets, decontamination site overlays, and predicted contamination overlay.

d.
Directs periodic monitoring by subordinate units of their assigned areas.

e.
Directs appropriate MOPP level.

f.
Directs preparation for receiving NBC decontamination augmentations.

g.
Directs redeployment of units and facilities.

h.
Monitors environmental stewardship protection program procedures JAW FM 3-100.4.

3. S2/S3 Section directs response to initial effects of NBC attack. (04-5030.00­2007, 04-5030.00-2008)
a.
Revises MOPP level as necessary.

b.
Alerts higher, lower, adjacent units of imminent attack using analog and digital communications.

c.
Reestablishes chains of command and communication, as required.

d.
Assesses damage to equipment and facilities by analyzing reports from subordinate units.

e.
Coordinates assistance for subordinate units with higher HQ staff element and supporting rear operations element using analog and/or digital communications.

f.
Alerts MA and EPW collection points and aid stations of NBC hazards.

g.
Forwards NBC 1 and subsequent NBC 1 reports to higher HQ staff element and supporting rear operations element using analog and/or digital communications.

h.
Computes yield and ground zero location.

i.
Prepares downwind hazard prediction.

j.
Prepares simplified fallout prediction.

k Forwards NBC 6 report to higher HQ staff element and supporting rear operations element, as appropriate using analog and/or digital communications.
I. Provides current status of augmented chemical unit employment, protective measures, and MOPP and operational exposure guidance (OEG) implementation to the HQ staff.
m. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
4. S2/S3 Section directs response to residual effects of NBC attack. (04-5030.00­2019)
a.
Plots NBC 4 report on situation map.

b.
Forwards NBC 4 report to higher HQ staff element and supporting rear operations element.

c.
Maintains radiation exposure status.

d.
Prepares analog/digital contamination overlay(s).

GO NO-GO
5-77
TASK STEPS AND PERFORMANCE MEASURES
e.
Predicts contamination duration period.

f.
Plots NBC 3 report on analog/digital situation map.

g.
Briefs NBC implications to commander and staff.

h.
Lists restoration decontamination requirements.

i.
Recommends survey requirements to S2/S3 and HQ NBC Element.

j.
Coordinates for replacement of chemical personnel and mass casualty handling procedures with the S1 Section.

k.
Coordinates clearing of obstacles and the use of chemical weapons in denial operations with the supporting engineer and the supporting rear operations elements.

I.
Directs revised MOPP level as required.

m.
Coordinates acquisition, storage, and issue of NBC equipment and supplies with the S4 Section.

n.
Updates NBC defense contingency plan.

o.
Provides current status of augmented chemical unit employment, protective measures, and MOPP and OEG implementation to the HQ staff.

p.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4. .

5. S2/S3 Section directs preparation for a friendly NBC strike.
a.
Identifies specific actions by analyzing STRIKEWARN message.

b.
Provides current situation briefing to commander.

c.
Directs subordinate units to implement NBC defense protective measures using analog and/or digital communications.

d.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

6. S2/S3 Section directs radiological and chemical surveys. (04-5030.00-2015)
a.
Selects survey techniques IAW FM 3-4.

b.
Tasks units to provide team(s).

c.
Formulates turnback dose and dose rates.

d.
Prepares overlays and/or strip maps to destination point(s).

e.
Briefs survey team(s) on current situation and information requirements.

f.
Recommends COA to S2/S3 after analyzing survey team(s) data.

g.
Lists decontamination requirements.

h.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

7. S2/S3 Section directs radiological and chemical decontamination. (04-5030.00-2020)
a.
Identifies degree and extent of hazard(s).

b.
Establishes an acceptable level of decontamination JAW commander's guidance.

c.
Directs MOPP gear exchange.

d.
Identifies areas and facilities for sustainment decontamination.

e.
Supervises marking of contaminated runoff areas.

f.
Updates battalion and subordinate units' radiation status.

g.
Requests replenishment of NBC decontamination equipment and supplies from S4 Section.

h.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

8. S2/S3 Section coordinates hasty decontamination.
a.
Directs PMCS before-operations checks on vehicles and equipment.

b.
Identifies contaminated locations and routes to be taken.

c.
Coordinates set up assistance with subordinate units and site supervisor.

GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
d.
Forwards SITREP to higher HQ and supporting rear operations element
using analog and digital communications.

e.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

9. S2/S3 Section coordinates for detailed equipment and personnel
decontamination.

a.
Coordinates with higher and lower units using analog and/or digital
communications.

b.
Coordinates additional support with higher HQ staff element and/or
supporting rear operations element .

c.
Coordinates with Support Operations Section for decontamination priorities
of service support facilities.

d.
Directs NBC augmentations to designated area.

e.
Monitors decontamination operations to ensure priority guidance is being
followed.

f.
Provides decontamination status updates to the commander and supporting
rear operations element.

g.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-79
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Prepare Continuity of Operations Plan (63-1-4024) (DA PAM 710-2-2) (AR 380-19) (FM 10-27-2) (FM 10-27-3) (AR 530-1)
ITERATION:: 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The commander has directed that the Continuity of Operations Plan be prepared. The Support Operations Estimate has been approved and the commander has provided his decision and concept of operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. The Support Operations Section is preparing the service support annex for the battalion's area of responsibility. Current status of the support automation system is known. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: COOP provides policies and procedures to maintain continuity of operations in the event of automated systems failure IAW TSOP and OPLAN. At MOPP4, performance degradation factors increase COOP completion time.
NOTE: S2/3 Section will perform all subtask assigned to the S6 Section, in units without a S6 Section.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S6 and Support Operations Sections provide procedures for backup data storage.
a.
Coordinates with the Combat Service Support Automation Management Office (CSSAMO) to determine specific elements providing backup ADP equipment support for operations under the COOP using analog and digital communications.

b.
Provides instructions for storing magnetic backup media at a location other than the current operational site.

2. S6 and Support Operations Sections provide short term power outage measures.
a.
Provides instructions for processing high-priority requests.

b.
Provides instructions for processing low-priority requests.

c.
Provides instructions for updating records when system is operational again.

3. S6 and Support Operations Sections provide long-term outage measures.
DODDOA-007465
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a. Provides instructions for processing low-priority requests. b. Provides instructions for processing high-priority requests on a post-post basis. c. Provides instructions for setting up manual stock records IAW DA Pam 710­2-2.
4. S6 and Support Operations Sections coordinate user-level assistance. a. Coordinates troubleshooting subordinate unit equipment with supporting automation support element to determine problem areas and solutions. b. Coordinates request for software replacement with S6 Section and higher HQ automation support office using analog and digital communications. c. Coordinates limited maintenance hardware support with S6 and higher HQ automation support office using analog and digital communications. d. Coordinates user-level sustainment training with higher HQ automation support office using analog and digital communications. e. Integrates databases for new units. f. Coordinates CSSAMO assistance visits for subordinate and attached staffs and units. .
5. S6 and Support Operations Sections provide for continuity of ADP operations. a. Identifies ADP backup unit for subordinate and attached units in coordination with higher HQ automation support office. b. Coordinates instructions for operators in backup procedures. c. Monitors execution of subordinate units' COOPs for compliance with battalion's COOP. d. Provides commander the status of automated systems.
6. Support Operations Section formats COOP. a. Consolidates COOP information into the proper format. b. Forwards COOP to the Commander for approval or modification. c. Forwards approved COOP to all subordinate and attached units and higher HQ.
7. S6 Section performs CSSCS network management functions. a. Collects CSSCS status from subordinate and attached units for use within Army Battle Command System (ABCS). b. Collects status of CSS STAMIS from subordinate and attached units for the CSSAMO. c. Resolves software application problems with CSS STAMIS and CSSCS in subordinate and attached units.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"s" indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

5-81

DODDOA-007466

ARTEP 63-006-MTP SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007467
ELEMENTS: SUPPORT OP SEC S4 SECTION S-1 SECTION/PAC UNIT MINISTRY TEAM SUPPORT OPNS SEC S-4 SECTION COMMAND SECTION PAC SECTION COMMO BR PLANS-OPERATIONS BR S-1 SECTION
TASK: Coordinate Internal Logistics (63-1-4025) (AR 710-2) (AR 220-1) (FM 10-27-4) (FM 3-100.4) (DA PAM 710-2-2)
ITERATION:: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: :T P U (Circle)
CONDITIONS: Battalion support operations have commenced. Logistics requirements are being

generated within the battalion. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. SCPE is on hand for use if required by the S4 Section. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and all levels of threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Battalion internal supply, maintenance, field services, and transportation operations are coordinated IAW the TSOP and OPORD. At MOPP4, performance degradation factors increase operational completion times.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S4 Section coordinates battalion maintenance operations. (03-4976.90-0501, 03-4995.90-0010)
a.
Consolidates subordinate units' maintenance reports to analyze overall battalion equipment readiness.

b.
Provides equipment status reports to commander and other staff sections for mission planning purposes.

c.-Monitors
maintenance management system automated data output to assist in forecasting requirements and analyzing performance indicators.

d.
Coordinates current or anticipated maintenance problems with other staff sections and subordinate units using CSSCS.

e.
Monitors subordinate units' PLL to ensure levels are consistent with requirements established in the TSOP.

f.
Coordinates recovery and evacuation assets with subordinate units to ensure the timely recovery and evacuation of all battalion equipment using analog and/or digital communications.

g.
Monitors controlled substitution program within the battalion to ensure compliance with guidance and priorities established by the commander.

h: Coordinates priority of maintenance efforts and repair time guidelines with the S2/S3 and Support Operations Section and subordinate units using analog and/or digital communications.
5-83
DODDOA-007468

TASK STEPS AND PERFORMANCE MEASURES
i.
Provides current material readiness briefing to commander and XO, as required.

j.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

k.
Conducts logistics preparation of the battlefield.

2. S4 Section coordinates battalion supply activities. (03-5101.00-0006, 03­5101.00-0281, 03-5101.00-0282)
a.
Monitors subordinate units' supply operations to ensure compliance with TSOP and applicable regulations.

b.
Processes requests for replenishing basic loads to verify requirements and accuracy.

c.
Maintains data on available usage and required rates of Class III and V.

d.
Monitors Class V resupply activities of subordinate units to ensure compliance with established issue controls.

e.
Monitors battalion Class III resupply activities to ensure compliance with established issue controls.

f.
Coordinates schedules and methods of distribution between subordinate and supporting units using analog and/or digital communications.

g.
Coordinates receipt and disposition of captured enemy equipment with S2/S3 Section.

h.
Maintains property book records of subordinate elements and any separate elements operating in the battalion area of responsibility.

i.
Records adjustments, issues, turn-ins, property losses, and status reports using Standard Property Book System-Redesign (SPBS-R) programs.

j.
Calculates consumption rates for MOPP gear and decontamination supplies.

k.
Manages items on the commander's tracked items list.

I.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

3. S4 Section coordinates battalion services. (03-5104.00-0007, 03-5104.00-0026, 03-5105.00-0002, 03-8310.00-9000)
a.
Forwards battalion field feeding plan to all organic and attached elements using analog and digital communications.

b.
Inspects subordinate units' field fielding operations and ration storage areas to ensure compliance with feeding plan and sanitation regulations.

c.
Coordinates field service requirements for all subordinate units with higher HQ staff element or supporting field services element using analog and digital communications.

d.
Designates salvage collection points.

e.
Controls evacuation of salvage IAW TSOP, OPORD, and commander's directives.

f.
Submits requests for MA items to higher HQ staff element or supporting MA element using analog and digital communications.

g.
Coordinates water requirements for all subordinate units with higher HQ staff element or supporting water element using analog and/or digital communications.

h.
Provides food service and field services status briefing to the Support Operations Section and commander, as required.

i.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

4. S4 Section coordinates battalion transportation requirements.
a. Consolidates transportation requirements for all subordinate units.
GO NO-GO

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Coordinates battalion administrative transportation requirements with higher
HQ staff element or supporting movement control element using analog
and/or digital communications.

c.
Requests road clearances for movement of supplies, equipment, or
personnel from supporting movement control element using analog and/or
digital communications.

d.
Coordinates transportation for EPW evacuation with the supporting MP
element in coordination with S2/S3 Section.

e.
Coordinates transportation assets for evacuation and hospitalization of
casualties resulting from NBC warfare with S2/S3 Section.

f.
Updates load plans for the battalion HO in coordination with the HQ
company commander.

g.
Inspects subordinate units' load plans to ensure compliance with TSOP and
commander's directives.

h.
Provides internal transportation status report to commander and XO, as
required.

i.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"`" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-85
DODDOA-007470
ELEMENTS: SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC S-4 SECTION COMMAND SECTION PAC SECTION COMMO BR PLANS-OPERATIONS BR S-1 SECTION
TASK: Coordinate Class III Support (631 4026) FM 10-67). (FM 10-27-2) (FM 10-27-3) (FM 10-67-2)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Class III requirements are generated by units engaged in tactical or support operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded. The unit, higher, and lower TSOPs are available. Combat operations are occurring with units dispersed and conducting various functions. Class III sustainment controls and priorities are established. Class III consumption estimates are received from the supported units through the higher HQ staff element. Supply methods and procedures are dictated by the type of combat operation. Support Operations Section monitors operations by analog and digital means of communications and by courier. SCPE is on hand or field-expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Class III support is continuous from the outset of the operations at levels that sustains the momentum of the operations and preplanned bulk fuel resupply is executed IAW the higher HO Service Support Annex. Supported units' basic loads are maintained at the levels directed by higher HQ. At MOPP4 performance degradation . factors increase time required to provide Class III support.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section monitors status of Class III distribution system.
a.
Identifies all sustainment controls and priorities in the higher HQ Service
Support Annex.

b.
Maintains current location(s) of Class III supply points in the division and
EAD distribution system.

c.
Monitors daily consumption reports from the issuing units to commodity
managers to ensure compliance with sustainment controls.

d.
Monitors bulk fuel forecast from supported units' S4s to commodity mangers
for compliance with sustainment controls.

e.
Maintains records of current storage capabilities of issuing units and
supported units.

f.
Monitors supported units' basic load status in coordination with higher HO
staff element to ensure they are maintained at prescribed levels.

g.
Coordinates throughput of bulk product with the higher HQ , supported
units, and the issuing element using analog and/or digital communications.

DODDOA-007471
TASK STEPS AND PERFORMANCE MEASURES
h.
Coordinates resolution of actual or anticipated Class III problems with higher HQ and issuing elements using analog and/or digital communications.

i.
Provides Class III status update to Support Operations Officer and XO, as required.

j.
Conducts continuous logistics preparation of the battlefield.

k.
Inputs manual petroleum data into CSSCS.

2. Support Operations Section coordinates Class III support activities.
a.
Coordinates Class III pickup schedules with the issuing element, supported units, and higher HQ staff personnel using analog and/or digital communications.

b.
Monitors Class III requisitions and issues from distribution points to using units to ensure compliance with sustainment controls.

c.
Coordinates Class III deliveries by the issuing element to using units with the higher HQ staff personnel using analog and/or digital communications.

d.
Monitors Class III distribution point(s) daily status reports to verify current bulk Class III levels.

e.
Coordinates the direction, redirection, cross-leveling or massing of fuel distribution resources to meet unexpected surge requirements with higher HQ staff personnel using wire, radio, or appropriate BFACS.

f.
Coordinates impact of threat capability to interdict distribution routes with higher HQ staff element using analog and/or digital communications.

g.
Provides Class III status updates to the higher HQ staff personnel and supported units using analog and/or digital communications.

h.
Inputs manual petroleum data into CSSCS.

3. Support Operations Section coordinates Class III support during offensive operations.
a.
Maintains situational awareness at all times using analog and/or digital communications.

b.
Identifies all sustainment controls and priorities in the service support annex.

c.
implements increased consumption plan in coordination with the higher HQ staff elements, issuing elements, and supported units.

d.
Recommends adjustments to bulk fuel forecasts to reflect increased fuel requirements to higher HQ staff personnel using analog and/or digital communications.

e.
Coordinates relocation of Class III supply points to forward locations with higher HQ staff personnel and issuing elements as the tactical situation develops using analog and/or digital communications.

f.
Forwards revisions to customer support lists to reflect changing operational requirements, task organization and priorities to higher HQ staff personnel and issuing elements using analog and digital communications.

g.
Coordinates throughout of bulk fuel and fog oil distribution with higher HQ elements, issuing elements, and supported units using analog and/or digital communications.

h.
Coordinates bulk fuel airdrop or sling load resupply with the higher HO staff personnel and issuing elements using analog and/or digital communications.

i.
Monitors the POL portion of LOGPAC to ensure that required amounts are forwarded to the requesting unit.

j.
Inputs manual petroleum data into CSSCS.

GO NO-GO
5-87
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
4. Support Operations Section coordinates Class III support during defensive operations. a. Maintains situational awareness at all times using appropriate BFACS. b. Coordinates stockpiling of limited amounts of Class III products in dispersed battle positions as directed by higher HQ staff personnel using analog and/or digital communications. c. Monitors the POL portion of LOGPAC to ensure that required amounts are forwarded to the requesting unit. d. Organizes Class III assets for nighttime distribution operations to reduce the chances of threat interference. e. Repositions Class III assets by echelon to the rear. f. Directs. issuing elements to maintain fuel levels of all POL distribution storage assets at maximum capacity. g. Inputs manual petroleum data into CSSCS.
5. Support Operations Section coordinates Class III support during retrograde operations. a. Maintains situational awareness at all times using analog and digital communications. b. Coordinates adjustments to fuel consumption forecasts to change quantity of fuel distribution to supported units with higher HQ staff personnel using analog and/or digital communications. c. Coordinates evacuation of petroleum products to planned fallback points as directed by the Higher HQ staff personnel and issuing elements. d. Provides instructions for destruction of petroleum products to supported and subordinate units to prevent capture or use by threat forces using analog and/or digital communications. e. Coordinates security requirements with higher HQ staff personnel and supported units using analog and/or digital communications. f. Inputs manual petroleum data into CSSCS.
6. Support Operations Section coordinates Class III Support in an NBC environment.. —
a. Identifies location, type, and amount of contaminated petroleum products within the AO. b. Coordinates the disposition of contaminated petroleum products with higher HQ staff personnel using analog and/or digital communications. c. Inputs manual petroleum data into CSSCS.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-89
ELEMENTS: S-1 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Coordinate Class V Support (631 -4027)
-
(FM 9-6). (FM 3-100.4)
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Class V requirements are being generated by units engaged in tactical operations. Division operations are occurring with units dispersed and conducting various functions. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available.Class V sustainment controls and priorities are established. Class V status reports are received from issuing units. Supply methods and procedures are dictated by the type of combat operations. Corps and divisional "slice" elements are operational in the AO. Support Operations Section monitors operations by analog and/or digital means of communications and by courier. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Class V support is continuous from the outset of the operation at levels that sustain the momentum of the operation IAW higher HQ service support annex. Basic loads for AO supported units are maintained at a level directed by higher HQ staff element. At MOPP4, Class V predesignated degradation supply levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section monitors status of Class V sustainment system.
(093-55B-3314, S3-5101.00-0273)

a.
Identifies all sustainment controls and priorities in higher HQ service
support annex.

b.
Maintains current locations of all ATPs, corps ASPs, and other stockpiles in
the AO.

c.
Maintains current Class V stockage level of all units in AO.

..d. Coordinates resolutions of actual or anticipated Class V problems with the
higher HQ staff elements and issuing units using wire, radio, or CSSCS.

e.
Maintains visibility of ammunition flatracks within area of responsibility.

f.
Monitors ammunition items on the Commander's Tracked Items List.

g.
Conducts continuous logistics preparation of the battlefield.

h.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

DODDOA-007475
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
2. Support Operations Section coordinates Class V activities in the AO.
a.
Maintains situational awareness at all times using CSSCS, radio or wire.

b.
Directs, redirects, cross-levels or masses Class V to meet unexpected surge requirements based on METT-TC and the commander's guidance.

c.
Coordinates Class V activities with higher and lower units using wire, radio, or CSSCS.

d.
Coordinates Class V supplies pickup schedules with ATP and higher HQ staff elements.

e.
Monitors Class V requisitions and issues from the ATP to using units to ensure compliance with established sustainment controls.

f.
Coordinates Class V pickup from corps ASP to using units with the higher HQ staff elements.

g.
Provides recommerdations to higher HQ staff personnel on Class V cross­leveling and changes to support procedures as dictated by priorities and the changing tactical situation.

h.
Coordinates ammunition supply quality assurance, EOD and inspection/malfunction investigations with higher HQ staff elements.

i.
Identifies probable Class V shortages based on the ATP daily stockage report to the DAO.

j.
Provides assistance in monitoring chemical munitions requirements when they are stored within the AO.

k.
Provides assistance in coordinating EOD mission requirements in the AO.

I.
Provides ammunition status updates to Support Operations Officer or XO, as required.

m.
Ensures ammunition flatracks are expeditiously returned to the distribution system.

n.
Monitors ammunition items on the Commander's Tracked Items List.

o.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

3. Support Operations Section coordinates Class V Support during offensive operations.
a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates Class V support with supporting and supported units using wire, radio, or appropriate BFACS.

c.
Identifies all sustainment controls and priorities given by higher HQ service support annex or staff elements.

d.
Identifies location(s) and amounts of all stockpiled ammunition located in the AO.

e.
Coordinates additional transportation requirements for movement of ammunition within the AO with the higher HQ staff personnel.

f.
Coordinates movement of the ATP as far forward as possible to decrease ammunition pickup and delivery times with higher HQ staff personnel and issuing units.

g.
Coordinates movement of preplanned/preconfigured Class V push­packages with higher HQ staff elements, supported units and issuing units.

h.
Coordinates Class V airdrop or sling load resupply with higher HO staff elements, supported units and issuing units.

i.
Adjusts cross-level distribution of ammunition stocks as the tactical situation changes.

j.
Ensures ammunition flatracks are expeditiously returned to the distribution system.

k.
Monitors ammunition items on the Commander's Tracked Items List.

5-91

TASK STEPS AND PERFORMANCE MEASURES
(.Monitors environmental stewardship protection program procedures IAW FM 3-100.4
m...
4. Support Operations Section coordinates Class V support during defensive operations.
a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates Class V support between supporting and supported units using wire, radio, or appropriate BFACS.

c.
Coordinates stockpiling limited amounts of ammunition in dispersed positions in the DSA with the higher HQ staff elements, supported units, DAO and issuing units.

d.
Coordinates adjustment of basic loads to allow supported units to stock increased amounts of ammunition with the DAO, supported units, and issuing units.

e.
Coordinates combat configured loads of critical ammunition on a scheduled basis with the higher HQ staff element, supported units, DAO, and issuing units.

f.
Coordinates positioning of semi-trailers and other vehicles loaded with unit type, high-usage ammunition near positions expected to be occupied as defensive units fall back with the DAO, higher HQ staff elements and issuing units.

g.
Directs subordinate units to upload Class V supplies for rapid displacement.

h.
Plans night resupply operations in coordination with the higher HQ staff elements and issuing units.

i.
Coordinates replenishment, reallocation and redistribution of ammunition stocks, as needed with the higher HQ staff elements and issuing units.

j.
Ensures ammunition flatracks are expeditiously returned to the distribution system.

k.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

5. Support Operations Section coordinates Class V support during retrograde operations.
a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates Class V support between supported and supporting units using wire, radio, or CSSCS.

c.
Identifies status of all supported units' basic loads.

d.
Coordinates limiting the flow of ammunition with the higher HQ staff elements, supported units, and issuing units.

e.
Provides instructions for destruction of ammunition to supported units and subordinate units IAW TSOP.

f.
Coordinates for storage of ammunition on mobile tractor-trailers with DAO and staff sections.

g.
Coordinates evacuation of Class V supplies to planned fall back points as directed by the higher HQ staff elements and issuing units.

h.
Direct evacuation of Class V at night and during periods of limited visibility.

i.
Coordinates security requirements for movement or storing of Class V supplies with the higher HQ staff elements.

j.
Ensures ammunition flatracks are expeditiously returned to the distribution system.

k.
Monitors ammunition items on the Commander's Tracked Items List.

I.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
6. Support Operation Section coordinates Class V support in an NBC environment.
a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates Class V support between supporting and supported units using
wire, radio, or CSSCS.

c.
Maintains location, type and amount of contaminated ammunition located in
AO.

d.
Coordinates movement of contaminated stocks with higher HQ staff
elements and supported units.

e.
Coordinates routes for transporting contaminated stock with higher HQ staff
elements.

f.
Coordinates issuance of contaminated stock with the higher HO staff
element, issuing units and supported units.

g.
Ensures ammunition flatracks are expeditiously returned to the distribiton
system.

h.
Monitors ammunition items on the Commander's Tracked Items List.

i.
Monitors environmental stewardship protection program procedures PAW
FM 3-100.4.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title. References
093-55B-3314.Plan Munitions Sling-Out Operations.STP 9-55B34-SM-TG
S3-5101.00-0273.Trace the Flow of Requests For and Receipt.STP 10-92ABDII-MQS Of Class I, II, Ill, IV, V, VII, and IX Supplies and Identify Field Services Available to Divisional Units
OPFOR TASKS AND STANDARDS: NONE
5-93
DODDOA-007478
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR S-1 SECTION
TASK: Coordinate Maintenance Support (63-1-4028) (FM 4-30.3). (AR 750-1) (FM 3-100.4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Units engaged in tactical operations generate maintenance requirements. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. Supported units are deployed and operational. Maintenance sustainment controls and priorities have been established. Logistics status reports with equipment readiness data are received from the supported units. The type of current operation dictates maintenance methods and procedures. Support Operations Section monitors operations by analog and digital means of communications and by messenger. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Maintenance support is continuous from the outset of operations at levels that sustain operational momentum IAW higher HQ service support annex. At MOPP4, predesignated degradation maintenance and supply levels are maintained.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section supervises maintenance management and
readiness visibility.

a.
Identifies all sustainment controls and priorities in the higher HQ service
support annex.

b.
Maintains a list of current location(s) of all maintenance and supporting
elements in the AO.

c.
Maintains status of work orders, production, backlog, manpower and parts
cost..

d.
Maintains status of the capabilities of the maintenance system, to include
equipment, personnel and vehicles.

e.
Provides maintenance and readiness updates to the commander and staff
and higher HQ staff, as required, using SAMS2.

f.
Provides readiness data to Logistics Support Agency.

g.
Coordinates supply management of Class IX in support of subordinate unit
PLL and shop activities with supply elements.

h.
Monitors the maintenance and readiness of all equipment and weapons
items on the Commander's Tracked Items List.

DODDOA-007479
.

TASK STEPS AND PERFORMANCE MEASURES
i.
Directs redistribution of maintenance workload.

j.
Conducts continuous logistics preparation of the battlefield.

k.
Tracks and investigates Class IX high priority requisitions.

I.
Coordinates maintenance backup support with COSCOM.

2. Support Operations Section coordinates maintenance support activities
a.
Maintains situational awareness at all times using CSSCS and SAMS2.

b.
Coordinates maintenance support activities with higher, lower and supported units using radio, wire, or CSSCS.

c.
Monitors subordinate units BDAR efforts to ensure focus on equipment and weapons systems that have an immediate impact on the combat mission.

d.
Coordinates vehicular recovery of equipment to MCPs with the higher HO staff elements, and unit performing the recovery.

e.
Coordinates repair cycle time guidelines with higher HQ staff element and unit performing the repair.

f.
Monitors cannibalization activities at MCPs to ensure compliance with higher HQ disposition instructions.

g.
Coordinates lateral shifting of evacuation missions with higher HQ and unit responsible for evacuation mission, where backlogs are creating problems in the supported units.

h.
Coordinates controlled exchange activities with higher HQ and issuing units to ensure compliance with higher HQ directives.

i.
Monitors repair parts supply operations within the supply element for compliance with issue controls and priorities as directed by higher HQ staff element.

j.
Coordinates evacuation of vehicles and equipment to the rear with higher HQ staff element and the unit performing the evacuation.

k.
Monitors ORF stock to ensure adequacy and compliance with higher HQ staff element.

I.
Inspects ASL change list in coordination other staff members and with the using unit and to ensure that only essential items are retained.

m.
Monitors automated maintenance management system output data to assist in forecasting requirements, scheduling workloads, reducing backlogs, and analyzing performance indicators.

n.
Provides maintenance system report updates to the commander and staff and higher HQ staff, as required.

o.
Monitors the maintenance and readiness of all equipment items on the Commander's Tracked Items List.

p.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

3. Support Operations Section coordinates maintenance support during offensive operations.
a.
Maintains situational awareness at all times using analog and digital communications.

b.
Coordinates maintenance support with higher, lower and supported units using radio, wire, or appropriate BFACS.

c.
Coordinates relocation of maintenance repair activities to coincide with tactical situation with higher HQ and maintenance unit.

d.
Provides instructions that directs emphasis on repair of critical items as far forward as possible and at the lowest level.

e.
Directs that only unserviceable repairable items be reported and that they be recovered no farther than the MSR.

f.
Provides alert of maintenance backlog and increased backup maintenance support requirements to the higher HQ staff elements.

ARTEP 63-006-MTP
GO NO-GO
5-95
DODDOA-007480

TASK STEPS AND PERFORMANCE MEASURES
g.
Directs recovery operations using all available recovery and evacuation assets in coordination with S4 Section, supporting units and higher HQ staff elements.

h.
Coordinates uploading of combat-essential ASL and PLL stocks with higher HQ staff element and supporting maintenance units for rapid movement.

i.
Directs subordinate maintenance unit to release ORF items to meet surge needs in coordination with higher HQ staff element.

j.
Monitors maintenance and readiness on all equipment items on the Commander's Tracked items Lists.

k.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

4. Support Operations Section coordinates maintenance support during defensive operations.
a.
Maintains situational awareness at all times using CSSCS, radio and wire.

b.
Coordinates maintenance support using radio, wire, or CSSCS.

c.
Coordinates maintenance repair parts operations with the higher HQ staff personnel and supporting supply and maintenance units.

d.
Consolidates operations of different types of maintenance support elements to maximize use of available transportation assets.

e.
Provides instructions to send maintenance support elements as far forward as can be safely controlled to reduce evacuation requirements.

f.
Directs maintenance efforts to ensure the return of critical repairable weapons systems to mission capable condition in at least time possible.

g.
Coordinates relocation of supporting maintenance elements with higher HQ staff personnel and supporting maintenance unit by echeloning supporting elements to the rear.

h.
Coordinates security requirements for maintenance operations with the S2/S3 and S4 Sections.

i.
Monitors maintenance and readiness of all equipment items on the Commander's Tracked Items List.

j.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

5. Support Operations Section coordinates maintenance support during retrograde operations.
a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates maintenance support with higher, lower and supported units using radio, wire, or CSSCS.

c.
Identifies all units within AO that have recovery capabilities.

d.
Coordinates limiting the flow of repair parts and replacement components forward with higher HQ and supporting maintenance unit.

e.
Coordinates additional transportation requirements needed to deploy maintenance elements and critical repairable equipment to the rear with higher HQ staff element and supporting units.

f.
Directs evacuation of maintenance elements that have critical repairables to fallback points as directed by higher HQ staff element.

g.
Coordinates with higher HQ staff element for cannibalization exception to policy for repairing as many weapons systems and equipment as possible.

h.
Directs destruction of critical nonrepairable and noncritical equipment that are not repairable within the established time frame in coordination with the supporting maintenance unit IAW established directives.

i.
Directs evacuation of supplies and equipment at night and during other periods of limited visibility, if tactical situation permits.

GO NO-GO


TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
j.
Coordinates security requirements for maintenance operations with the
S2/S3 and S4 Sections.

k.
Monitors maintenance and readiness of all equipment and weapons items
on the Commander's Tracked Items List.

L Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

6. Support Operations Section coordinates maintenance support in an NBC
environment.

a.
Maintains situational awareness at all times using CSSCS.

b.
Coordinates maintenance support with lower, higher and supported units
using radio, wire, or CSSCS.

c.
Maintains current locations of amount and type of contamination effecting
maintenance elements in coordination with SPJS3 Section.

d.
Prioritizes contaminated equipment for repairs, recovery, and evacuation in
coordination with higher HQ staff element and supporting maintenance unit.

e.
Coordinates requirements for decontamination teams with higher HQ staff
personnel and the S2/S3 Section.

f.
Monitors maintenance and readiness on all equipment and weapons items
on the Commander's Tracked Items List.

g.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-97
DODDOA-007482
-
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S1 SECTION/PAC
-
SUPPORT OPNS SEC
COMMAND SECTION
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
S-1 SECTION

TASK: Coordinate Class II, IV, VII, and IX Support (63-1-4029) (FM 10-27). (FM 10-15) (FM 10272) (FM 10-27-3). (FM 3-100.4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Class II, IV, VII, and IX requirements are generated by battle loss reports or requisition only. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or analog device. The unit, higher, and lower TSOPs are available. Support operations are commencing with its subordinate elements conducting various activities. Sustainment controls and priorities have been established. Supply methods and procedures are dictated by the type of combat operation. Corps "slice " elements are operational in the AO. Support Operations Section monitors operations by analog and digital means of communications and by courier. Threat intelligence gathering and attacks have increased. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Class II, IV, VII, and IX support are continuous from the outset of the operation at levels that sustain the momentum of combat operation JAW the higher HQ service support annex. At MOPP4, predetermined degradation support levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section coordinates Class II support.
a.
Monitors requisitions and issues between supported units and issuing units
for compliance with sustainment controls in the higher HO service support
annex.

b.
Coordinates resolution of Class II supply problems with the higher HQ and
issuing unit.

c.
Coordinates deliveries with the S2/S3 Section, higher HQ and issuing unit.

d.
Coordinates emergency or air resupply with higher HQ, supported units
and issuing units.

e.
Coordinates with higher, lower and supported units using using radio, wire,
or CSSCS.

f.
Monitors Class II items on the Commander's Tracked Items List.

g.
Coordinates with the supporting materiel manager of Class II to throughput
materiel to the lowest level DSU or requesting unit.

h.
Ensures flatracks are expeditiously returned to the distribution system.

DODDOA-007483
TASK STEPS AND PERFORMANCE MEASURES
i.
Conducts continuous logistics preparation of the battlefield.

j.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

2. Support Operations Section coordinates Class IV support.
a.
Monitors requisitions and issues between supported units and issuing units for compliance with sustainment controls as established by the higher HQ service support annex.

b.
Coordinates resolution of Class IV supply problems with higher HQ, supporting engineers, issuing units and higher HQ S2/S3 Section.

c.
Coordinates delivery schedules with higher HQ, issuing units and using units.

d.
Coordinates increased demands during defensive operations with higher HQ, issuing units and using units.

e.
Coordinates with higher, lower and supported units using radio, wire, or CSSCS.

f.
Monitors Class IV items on the Commanders Tracked Items List.

g.
Coordinates with the supporting materiel manager of Class IV to throughput materiel to the lowest level DSU or requesting unit.

h.
Ensures flatracks are expeditiously returned to the distribution system.

i.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

3. Support Operations Section coordinates Class VII support.
a.
Monitors battle loss reports to identify Class VII replacement requirements.

b.
Coordinates assembly of end items, crew, and ammunition, if notified that weapon systems replacement is to be conducted.

c.
Coordinates Class VII deliveries with the higher HQ, issuing units and using units.

d.
Coordinates weapon system replacement operations with higher HQ staff element.

e.
Coordinates with higher, lower and supported units using radio, wire, or CSSCS.

f.
Monitors Class VII items on the Commander's Tracked Items List.

g.
Coordinates with the supporting materiel manager of Class VII to
throughput materiel to the lowest level DSU or requesting unit.

h.
Ensures flatracks are expeditiously returned to the distribution system.

i.
Monitors environmental stewardship protection program procedures IAW FM 3-100.4.

4. Support Operations Section coordinates Class IX support.
a.
Monitors requisition and issues between supported units and issuing units.

b.
Coordinates resolution of Class IX supply conflicts with higher HO and issuing unit.

c.
Coordinates deliveries with S2/S3 Section, higher HQ, and issuing unit.

d.
Coordinates emergency or air resupply with higher HQ, supported units, and issuing units.

e.
Monitor readiness reports to identify Class IX items impacting repair cycle time.

f.
Coordinates with higher, lower and supported units using radio, wire, or

CSSCS.
g.- Monitor Class IX items on the Commander's Tracked items List.

h.
Coordinates with the supporting materiel manager of Class IX to throughput materiel to the lowest level DSU or requesting unit.

i.
Ensures flatracks are expeditiously returned to the distribution system.

GO NO-GO
5-99
DODDOA-007484
TASK STEPS AND PERFORMANCE MEASURES . j. Monitors environmental stewardship protection program procedures IAW FM 3-100.4. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 100
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR S-1 SECTION
TASK: Coordinate Class I, VI, and Water Support (63-1-4030) (FM 10-27-3). (FM 10-23) (FM 10-27-2) (FM 10-52). (FM 3-100.4) (FM 3-4)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Class I, VI, and water requirements are generated by units engaged in tactical operations. Operations are commencing with its subordinate elements conducting various activities. The battalion HQ has analog and/or digital communications with higher and lower HO. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commanders digital and/or analog device. The unit, higher, and lower TSOPs are available. Class I, VI, and water sustainment controls have been established. Supply methods and procedures are dictated by type of combat operations. Support Operations Section monitors operations by analog and digital means of communications and by courier. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Class I, VI, and water support is continuous from the outset of the operation at levels that sustain the momentum of combat operation IAW higher HQ service support annex. At MOPP4, predetermined degradation support levels are maintained.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operation Section coordinates Class I support.
a.-Coordinates Class I supply point operation schedule with supported units
and issuing units.

b.
Coordinates Class I deliveries with higher HQ and issuing units.

c.
Coordinates resolution of Class I problems with higher HQ and issuing
units.

d.
Coordinates ration change request from higher HQ and issuing unit.

e.
Coordinates Class I air resupply operations with higher HQ and issuing
units.

f.
Coordinates Class I with higher, lower and supported units using radio,
wire, or CSSCS.

g.
Coordinates the throughput of Class I with the supporting materiel
management element down to the lowest level DSU or customer.

h.
Monitors Class I items on the Commanders Tracked Items List.

i.
Ensures flatracks are expeditiously returned to the distribution system.

j.
Conducts continuous logistics preparation of the battlefield.

5 - 101
DODDOA-007486
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
k. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
2. Support Operations Section coordinates water support. a. Maintains current locations of all water points. b. Coordinates water deliveries from water issue points to using units with higher HQ and issuing units. c. Forwards current water point(s) operations hours to higher HQ staff element and all supported units. d. Coordinates resolution of water supply problems with higher HO and issuing units. e. Provides water support status updates to the commander and staff, as required. f. Coordinates water support with higher, lower and supported units using radio, wire, or CSSCS. g. Monitors Water status when included on the Commanders Tracked Items List. h. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
3. Support Operations Section coordinates for Class VI supply support. a. Coordinates for exchange services with higher HO staff element. b. Coordinates request for exchange sales teams with higher HQ staff element when exchange service is not available. c. Coordinates with transportation unit(s) for transportation of Class VI supplies to exchange retail location. d. Coordinates a detail of personnel to load and unload Class VI supplies at pickup and delivery points. e. Coordinates hours of sales operations with sales team and customer units. f. Coordinates Class VI support with higher, lower and supported units using radio, wire, or appropriate BFACS. g. Ensures health and comfort packs are distributed IAW with command guidance. h.Monitors environmental stewardship protection program procedures IAW FM 3-100.4. .
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 . 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE

5 - 102
DODDOA-007487
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR S-1 SECTION
TASK: Coordinate Combat Health Services (63-1-4031) (FM 8-10-6). (FM 3-100.4) (FM 3-4) (FM 8-10)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: CHS requirements are generated by units engaged in tactical operations. CHS priorities have been established. The battalion HQ has analog and digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital/analog device. The unit, higher, and lower TSOPs are available. Support operations have commenced with its subordinate elements conducting various activities as part of the overall operation. Support Operations Section monitors operations by analog and digital means of communications and by courier. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: CHS and logistics support are continuous from outset of the operation at levels that sustain the momentum of combat operation IAW higher HQ service support annex. At MOPP4, predetermined degradation CHS le.:eis-are maintained.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section coordinates CHS.
a.
Monitors patient evacuation operations in coordination with medical unit to
ensure maximum efficiency of available evacuation assets.

b.
Requests additional CHS from higher HQ when medical unit capabilities
have been exceeded.

c.
Provides mission guidance and planning support to medical evacuation
unit.

d.
Provides CHS status updates to commander and staff, as required.

e.
Coordinates tactical echelonment of medical evacuation elements with
higher HQ and the concerned unit during offensive operations using analog
and digital communications.

f.
Coordinates the relocation of medical evacuation elements to rearward
positions with higher HQ and the concerned unit during defensive
operations using analog and digital communications.

g.
Coordinates the relocation of medical evacuation elements to rearward
positions with higher HQ and the unit concerned during retrograde
operations using analog and digital communications.

5 - 103 .
DODDOA-007488
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h. Performs medical logistics inventory management. i. Conducts continuous logistics preparation of the battlefield. j. Monitors environmental stewardship protection program procedures JAW FM 3-100.4.
2. Support Operations Section coordinates medical supplies, equipment and medical assemblages support. a. Monitors MEDLOG requisitions and issues from the medical unit to supported units' aid stations to ensure compliance with sustainment controls. b. Coordinates resolution of medical supply, equipment and assemblage issues with higher HQ and medical evacuation unit using analog and/or digital communications. c. Coordinates additional transportation requirements for delivery of medical supplies and assemblages with higher HQ staff element using MTS, analog and digital communications. d. Coordinates the throughput of medical supplies, equipment and assemblages to the lowest level aid station using MTS, analog and/or digital communications. e. Monitors all medical supplies, equipment and assemblages on the Commander's Tracked Items List. f. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
3. Support Operations Section coordinates biomedical equipment maintenance support. a. Monitors biomedical equipment readiness for medical and supported units. b. Coordinates resolution of biomedical equipment maintenance problems with higher, lower and supported units. c. Coordinates the throughput of biomedical maintenance items to the lowest level aid station using MTS, analog and/or digital communications. d. Monitors all biomedical equipment on the Commander's Tracked Items List. e. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 104
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR S-1 SECTION
TASK: Coordinate Transportation Support (63-1-4033) (FM 55-1). (FM 3-100.4) (FM 3-4) (FM 55-10). (FM 55-30)
ITERATION:. 1.2.3.4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Transportation requirements are generated by units engaged in tactical operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ .• OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Support operations are commencing with its subordinate elements conducting various activities. Transportation sustainment controls and priorities have been established. Transportation methods and procedures are dictated by type of tactical operation. Support Operations Sections monitor operations by analog and/or digital means of communications and by courier. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Supplies, equipment, and personnel are moved in support of operations as prescribed in the higher HQ and battalion support plans. At MOPP4, predetermined degradation support levels are maintained.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section maintains status of transportation assets in the AO.
a.
Maintains current locations of all transportation assets and activities
supporting operations in the AO.

b.
Monitors transportation capabilities by reviewing CSSCS LOGSTAT data
relevant to subordinate transportation elements.

c.
Coordinates transportation priorities, task organization and highway
regulation within the AO with higher HO staff element and supporting MP
element using radio, wire, or MTS.

d.
Conducts continuous logistics preparation of the battlefield.

e.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.


2. Support Operations Section coordinates ground transportation support.
5 - 105
DODDOA-007490
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Monitors transportation operations to ensure assets are committed based
on priorities for movement established by higher HQ service support annex
and commander.

b.
Recommends cross-leveling of workload throughout the AO to support
changing priorities to higher HQ and battalion commander.

c.
Submits road movement request to higher HQ to obtain clearance to move
convoys and oversize/overweight vehicles through the AO.

d.
Coordinates delivery schedules of logistics items to the AO with higher HQ,
supporting units and transportation units.

e.
Coordinates delivery of supplies and equipment within the AO with the
supporting units and transportation units.

f.
Forwards requests for additional transportation to higher HQ.

g.
Coordinates resolutions for transportation delays or problems with higher
HQ and transportation units.

h.
Provides ground transportation status updates to the commander and staff,
as required.

i.
Coordinates with higher, lower and supported units using radio, wire, radio
or appropriate BFACS.. .

j.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

3. Support Operations Section coordinates air transportation support.
a.
Monitors preplanned airlift resupply request in coordination with higher HQ
for compliance with delivery schedules.

b.
Coordinates airlift support operations requests between the S2/S3 Section
and higher HQ.

c.
Coordinates delivery times and locations with higher HQ staff elements and
S2/S3 and S4 Sections, transportation units and issuing units.

d.
Coordinates ground support equipment and follow on transportation support
for all deliveries in the AO with receiving unit and local transportation
elements.

e.
Provides air transportation support status update to commander and staff,
..as required.

f.
Coordinates with higher, lower and supported units using analog and digital
communications.

g.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

4. Support Operations Section coordinates transportation support in an NBC
environment.

a.
Forecasts the impact of NBC attacks on support operations in coordination
with the battalion NBC personnel.

b.
Coordinates delivery of contaminated cargo with higher HQ staff elements.

c.
Disseminates information on contaminated routes and rerouting to all
subordinate elements.

d.
Requests information on contaminated routes and highway reconnaissance
data from RCPOC, S2/S3 Section, and MPs operating in the area.

e.
Coordinates deliberate decontamination of transfer points with S2/S3
Section.

f.
Coordinates with higher, lower and supported units using analog and digital
communications.

5 - 106
DODDOA-007491
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 107
DODDOA-007492
ELEMENTS: S-4 SECTION SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC SUPPORT OPNS SEC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR S-1 SECTION
TASK: Coordinate Field Services Support (63-1-4034) (FM 42-414). (FM 10-16) (FM 10-500-1) (FM 10-64). (FM 3-100.4) (FM 3-4) (FM 3-5)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Support operations have commenced with its subordinate elements conducting various activities as part of the overall operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays; and other required documents has been forwarded to the commander's digital or analog device. The unit, higher, and lower TSOPs are available. Casualties are being evacuated from the main battle area to collection point(s). TSOPs outline procedures for isolated burials, emergency burials, and contaminated remains. The employment of other field services is dictated by the tactical situation. SCPE is on hand or field expedient natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Field services support is continuous from the outset of operations at levels requested by higher HQ staff personnel and directed by the higher HQ service support annex. At MOPP4, higher HQ predetermined degradation support levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section coordinates MA support.
a.
Maintains current locations of MA collection points.

b.
Monitors MA operations at collection points to ensure compliance to
directed policies and procedures.

c.
Forwards additional MA and evacuation requirements from S4 Section to
higher HQ staff element using analog and/or digital communications.

d.
Monitors MA records and reports to insure compliance with regulations,
TSOP and higher HO service support annex.

e.
Coordinates aerial reconnaissance to search for remains with the S4, higher
HO staff element and supporting unit using analog and/or digital
communications.

f.
Provides MA operation status update to the commander and staff, as
required.

g.
Conducts continuous logistics preparation of the battlefield.

5 - 108
DODDOA-007493
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
2. Support Operations Section coordinates airdrop services. a. Provides instructions on policies and procedures for requesting airdrop service to S4 and supporting units. b. Provides technical assistance on airdrop, rigging, and maintenance of airdrop equipment to the supported units in the AO. c. Forwards airdrop request to higher HQ staff element using analog and/or digital communications. d. Monitors environmental stewardship protection programs procedures JAW FM 3-100.4. e. Coordinates airdrop services with higher, lower and supported units using analog and/or digital communications.
3. Support Operations Section coordinates clothing exchange and bath, salvage, laundry, and renovation support. a. Requests clothing exchange and bath, salvage, laundry, and renovation support with higher HQ staff personnel and using units. b. Coordinates location(s) and augmentation procedures with higher HQ staff personnel, S2/S3 Section, and using units. c. Provides times and schedules for field services support to higher HQ staff element and S2/S3 Section, using units, and supported units. d. Coordinates back-haul of all salvage equipment with S2/S3 Section, using units, maintenance unit and transportation unit. e. Provides field services status updates to commander and staff, as required. f. Coordinates clothing, exchange and bath, salvage, laundry and renovation support with higher, lower and supported units using analog and/or digital communications. g. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE

5 - 109
DODDOA-007494
ELEMENTS: S-1 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
COMMAND SECTION
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION

TASK: Assist in Regeneration Assessments (63-1-4035)
(FM 100-9). (AR 710-2) (FM 12-6)
(FM 3-4). (FM 3-5) (FM 4-30.3)
(FM 8-10)

ITERATION:. 1.2.3.4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: A company-size unit has sustained heavy casualties and high attribution of combat equipment during combat operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. The higher HQ commander needs to know what combat effectiveness remains in the battalion to determine the level of regeneration required before it is ready for further battle. The higher HQ forms an RTF, consisting of personnel from the higher HQ staff, technical personnel assigned to the battalion staff, and subordinate elements. The higher HQ XO exercises supervision over the regeneration task force (RTF). SCPE is on hand or field expedient and natural shelters are available. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Battalion RTF personnel provide accurate data on the status of major weapons systems, overall casualty situations and logistics requirements as directed by the higher HQ commander or XO. At MOPP4, performance degradation factors increase assessment completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Command Section selects Regeneration Task Force (RTF) personnel in coordination with Support Operations Section and higher HQ staff element.

a.
Maintains situational awareness at all times using analog and/or digital
communications.

b.
Reorganizes battalion staff personnel to maintain required logistics and
CHS activities during assessment operations.

c.
Provides personnel with expertise in supply, medical, and maintenance
fields from the battalion staff.

d.
Coordinates additional personnel requirements with higher HQ staff element
using analog and/or digital communications.

e.
Inspects RTF personnel to ensure compliance with equipment and areas of
expertise requirements as directed by the higher HQ XO or S4 using analog
and/or digital communications.

f.
Dispatches RTF personnel to location(s) designated by higher HQ XO or
S4.

g.
Conducts continuous logistics preparation of the battlefield.

5 -110
DODDOA-007495
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
2. Battalion RTF personnel assess degraded units logistics and CHS requirements.
a.
Maintain situational awareness at all times using analog and/or digital
communications.

b.
Identify number of major weapon systems that have been destroyed.

c.
Identify number of major weapon systems that are damaged beyond
capability of repair in the forward area.

d.
Identify number of major weapon systems that are damaged but can be
repaired in the forward area.

e.
Identify locations of forward and rear maintenance and salvage collection
points.

f.
Calculate transportation requirements for equipment evacuation operations.

g.
Identify number of KIA and the MA requirements.

h.
Identify number o' casualties requiring emergency treatment or
transportation.

i.
Identify medical treatment and transportation points in the AO.

j.
Calculate ground ambulance and MEDEVAC support requirements.

k.
Calculate Class III and V supply requirements to restore degraded
capabilities to basic load level.

I.
Identify Class I and IX supplies, communication equipment, and other
critical supply items required, if time permits.

3. Battalion RTF personnel provide input to the initial assessment report.
a.
Consolidate logistics and CHS data into a format that gives the status of the
unit's combat effectiveness from a logistics and CHS viewpoint.

b.
Provide battalion's capabilities to resupply the unit and to repair or replace
its damaged weapons and equipment.

c.
Identify the logistics and CHS capabilities required in the RTF.

d.
Identify shortfalls between battalion's capabilities and the requirements.

e.
Provide "quick fix" solutions for each deficiency to increase units
effectiveness.

f.
Report to the higher HQ commander the level of regeneration required from
a logistics and CHS viewpoint usin•analo•and/or digital communications.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 111
DODDOA-007496
ELEMENTS: S-4 SECTION
SUPPORT OP SEC
S4 SECTION
S-1 SECTION/PAC
SUPPORT OPNS SEC
COMMAND SECTION
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
S-1 SECTION

TASK: Coordinate Support for Regeneration Activities (63-1-4036)
(FM 100-9). (FM 12-6) (FM 3-100.4)
(FM 3-4). (FM 3-5) (FM 4-30.3)
(FM 8-10)

ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The decision has been made to regenerate a maneuver battalion. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. A site for regeneration is designated. The battalion personnel are part of the Assessment and Recovery Team. Logistics and CHS requirements are being generated by other maneuver elements during the reorganization/regeneration. The battalion personnel are trained to handle major end items and heavy equipment and are tasked to provide support to the task force during regeneration activities. SCPE is on hand or field expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Regeneration coordination is completed within the time frame and in compliance with -directives established by the higher HQ commander. At MOPP4, performance degradation factors increase regeneration activities completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section coordinates support for regeneration.
a:
Identifies logistics and CHS requirements in coordination with the S2/S3
and S4 Sections and DMOC.

b.
Coordinates additional logistics and CHS and support requirements with
higher HQ Support Operations Section.

c.
Identifies reorganization methods, sites, and projected goals in coordination
with higher HQ and battalion S2/S3 and S4 Sections.

d.
Monitors subordinate units for compliance with higher HQ reconstitution
directives and task force requests.

e.
Directs the maintenance unit to make recoveries and repairs IAW with
higher HQ directives and regeneration task force requests.

f.
Coordinates internal CHS for battalion and attached units with the
supporting medical unit.

g.
Coordinates resolution of reorganization support problems with higher HQ
and battalion S2/S3 and S4 Sections, regeneration task force, and
supporting unit involved.

5 - 112
DODDOA-007497
TASK STEPS AND PERFORMANCE MEASURES h. Coordinates regeneration support using analog and digital communications i. Conducts continuous logistics preparation of the battlefield. j. Monitors environmental stewardship protection program procedures IAW FM 3-100.4. GO NO-GO
2. Support Operations Section provides assistance in regeneration operations. a. Identifies regeneration site(s), methods, and levels of effectiveness to which the unit is to be restored. b. Identifies replacement priorities for personnel, equipment, and supplies as established by higher HQ commander. c. Coordinates identified regeneration requirements with the battalion S2/S3 and S4 Sections and higher HQ staff element using analog and/or digital communications or appropriate BFACS. d. Tasks subordinate units to provide assistance in proponent areas, as -required using analog and digital communications. e. Monitors environmental stewardship protection program procedures IAW FM 3-100.4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 113
DODDOA-007498
ELEMENTS: S-1 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC COMMAND SECTION PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Provide Personnel Service Support (63-1-4042)
(FM 12-6). (DA PAM 600-8-1) (FM 3-3)
(FM 3-4). (FM 8-10)
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Support operations have commenced. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or analog device. The unit, higher, and lower TSOPs are available. Subordinate units' battle rosters have been received. Casualties, transfers, and EPW cause personnel actions and adjustments. SCPE is on hand. The S1 Section operates in field expedient and natural shelters under reduced manpower conditions when appropriate. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: PSS actions are processed at 95 percent accuracy within 24 hours of receipt of request. All PSS activities are conducted IAW TSOP and OPORD. At MOPP4, PSS is reduced to minimum actions.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GC
1. S1 Section performs personnel accounting and strength reporting (PSAR). (03-
0170.01-1005)

a.
Consolidates subordinate units' strength reports.

b.
Cross-checks casualty witness statements, medical aid stations, and MP
straggle control point reports to confirm casualty and/or duty status of
individual(s).

c.
Updates battalion battle roster to reflect current status of all battalion's
soldiers.

d.
Prepares PSAR IAW TSOP and FM 12-6.

e.
Briefs PSAR to commander and staff.

f.
Forwards PSAR-Part 1, Personnel Daily Summary through command
channels to higher HQ Personnel Section using analog and/or digital
communications.

g.
Forwards PSAR-Part 2 Personnel Requirements Report through AG
channels to supporting servicing agency using analog and/or digital
communications.

h.
Prepares wartime SIDPERS transactions IAW DA Pam 600-8-1.

i.
Inspects SIDPERS personnel transaction registers to resolve strength
imbalances.

5 - 114
DODDOA-007499

TASK STEPS AND PERFORMANCE MEASURES
2. S1 Section processes replacements.
a.
Establishes a replacement receiving point.

b.
Assigns replacements based on unit requirements, priority of requirements, and MOS.

c.
Prepares arrival transactions and data cards.

d.
Briefs replacements on unit assignment and tactical situations.

e.
Updates battle roster.

f.
Coordinates transportation for replacements to assigned units with the subordinate elements using analog and/or digital communications.

3. S1 Section processes casualty feeder reports.
a.
Verifies casualty feeder reports and witness statements from subordinate units for accuracy and completeness.

b.
Corrects casualty status and identifies data based on input from supporting medical and MA elements.

c.
Prepares SIDPERS deceased transaction and a SIDPERS organization strength report change for all KIAs and MIAs (after 90 days).

d.
Forwards casualty data and transactions to higher HO S1 Personnel Section using analog and/or digital communications.

4. 51 Section prepares internal CHS plan.
a.
Coordinates with supporting medical element for assistance in preparing the battalion CHS plan.

b.
Coordinates with supporting medical element for routine evacuation, emergency evacuation, and hospitalization of sick or injured personnel.

c.
Coordinates with supporting medical element for locations of medical and dental facilities.

d.
Coordinates with supporting medical element to determine procedures for requesting medical evacuation support, and the transportation of RTD personnel to assigned units.

e.
Coordinates probability and impact of NBC related casualties with battalion NBC personnel.

f.
Coordinates CHS for mass casualties or NBC attack with higher HQ Staff element and supporting medical element.

g.
Forwards internal CHS plan to XO for approval.

h.
Disseminates internal CHS plan to all subordinate units using analog and digital communications.

5. S1 Section coordinates internal CHS.
a.
Calculates probable internal CHS requirements.

b.
Coordinates schedules, locations, and capabilities with supporting medical element.

c.
Monitors routine and emergency treatment and evacuation procedures to ensure compliance with the battalion TSOP and instructions from supporting medical element.

d.
Monitors battalion preventive medicine measures to ensure compliance with TSOP.

e.
Develops battle stress management plan.

f.
Monitors implementation of battle stress management plan to ensure HSS is provided to subordinate units.

6. S1 Section administers EPW program. (03-3711.12-0001)
a.
Identifies collection sites within the battalion and those operated by supporting MP element.

b.
Coordinates evacuation with supporting MP and medical elements.

ARTEP 63-006-MTP
GO NO-GO
5 - 115
DODDOA-007500
TASK STEPS AND PERFORMANCE MEASURES c. Forwards captured enemy medical material to the S4. d. Coordinates CHS requirements with the supporting medical element using analog and digital communications. e. Procures collection point(s) guards from subordinate units. f. Coordinates evacuation of EPW from the battalion area to MP collection point with S2/S3 Section. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 116
ELEMENTS: S-1 SECTION/PAC
SUPPORT OPNS SEC
S-4 SECTION
COMMAND SECTION
PAC SECTION
S-1 SECTION
TASK: Provide Administrative Service Support (63-1-4043)
(AR 600-8-1). (AR 27-10) (AR 600-8-22)
(DA PAM 600-8-1). (DD MANUAL 4525.6-M) (FM 12-6)

(FM 14-100)
ITERATION:. 1.2 3.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Support operations have stabilized. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Administrative support activities have increased. Subordinate units are requesting morale, welfare, and recreation support. The unit, higher and lower TSOPs are available. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All administrative actions are processed and forwarded IAW TSOP and OPORD within the time prescribed. All morale support resources are employed in a manner that enhances and sustains soldier morale within the battalion. At MOPP4 performance degradation factors increases time required to perform administrative actions.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section provides mail service.
at Maintains situational awareness at all times using analog and/or digital communications.
b.
Maintains current locations of all subordinate units.

c.
Collects mail from supporting postal activity for all subordinate units.

d.
Sorts mail by unit and location.

e.
Delivers all mail to subordinate units.

f.
Returns all undelivered mail to supporting postal activity.

2. S1 Section operates distribution center.
a.
Collects correspondence from all subordinate units.

b.
Forwards all correspondence to appropriate elements.

c.
Secures classified materials IAW local directives, TSOP, and AR 190-13.

3. S1 Section processes promotion recommendations. (03-0001.00-1011)
a.
Forwards all promotion requests to higher HQ S1 Section and servicing personnel elements using analog and/or digital communications.

b.
Maintains suspense file on all forwarded promotion actions.

4. S1 Section administers awards program. (03-0150.00-1008)
a:
Inspects incoming award recommendations for accuracy and completeness.

b.
Forwards all recommendations to higher HQ and supporting personnel elements using analog and/or digital communications.

c.
Maintains suspense file on all award recommendations.

5 - 117
DODDOA-007502
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
5. S1 Section (Legal Specialist) provides legal support and processes UMCJ actions. (03-0150.00-1003, S1-0150.00-1001)
a.
Prepares flagging actions requested by subordinate .units.

b.
Processes flagging actions from subordinate units.

c.
Ensures the commander has Article 15 authority over the offense and
accused JAW the Manual for Courts Martial and AR 27-10, Chapter 3,
Section II.

d.
Prepares judicial and nonjudicial proceedings documents.

e.
Coordinates with the commander to ensure that evidence supports
resolution of the alleged violation of the Uniform Code of Military Justice.

f.
Coordinates with the detailed Judge Advocate to ensure evidence supports
resolution of the violation of the Uniform Code of military Justice.

g.
Coordinates judicial acts with subordinate commanders.

h.
Forwards all documents to higher HQ S1 Section using analog and digital
communications.

i.
Processes all appeals IAW AR 27-10.

6. Si Section processes personnel and finance actions and SIDPERS transactions.
a.
Verifies changes for accuracy and completeness.

b.
Prepares SIDPERS input data IAW DA Pam 600-8-1 and 600-8-2.

c.
Forwards all completed actions to higher HQ S1 Section and supporting
personnel servicing element using analog and/or digital communications.

d.
Reports SIDPERS disposition to initiating unit(s) using analog and digital
communications.

7. Si Section performs administrative functions.
a.
Maintains leave control log.

b.
Maintains duty rosters.

c.
Prepares military correspondences.

d.
Maintains required functional files.

e.
Forwards all recurring reports to appropriate elements IAW TSOP and
OPORD.

f.
Maintains required regulations, publications, and SOPs IAW TSOP.

g.
Provides reproduction services.

8. S1 Section provides MWR support.
a.
Identifies subordinate MWR requirements.

b.
Identifies supporting MWR capabilities and resources allocated to the
battalion.

c.-Provides recommendation to the commander on prioritization of MWR
support to subordinate units.

d. Coordinates MWR support deliveries IAW the commanders priorities.
9. S1 Section Coordinates external MWR support.
a.
Coordinates for newspapers, books, magazines, and other publications with
higher HQ S1 Section.

b.
Coordinates for personal sundry items with the supporting supply element.

c.
Coordinates for musical, tactical PX, rest, and recuperation support with
higher HQ S1 Section.

d.
Coordinates motion pictures and other entertainment with higher HQ S1
Section.

e.
Coordinates MWR support using analog and/or digital communications.

5 - 118
DODDOA-007503
ARTEP 63-006-MTP
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 119
DODDOA-007504
ELEMENTS: S-1 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC COMMAND SECTION COMMO BR UNIT MINISTRY TEAM
TASK: Conduct Command Religious Support Program (63-1-4044) (FM 16-1)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: Requests for religious support have been received. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or analog device. The unit, higher, and lower TSOPs are available. Support operations have commenced. Casualties have occurred. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Command and soldier religious support needs are met IAW the TSOP, OPORD, and command directives. At MOPP4, performance degradation factors increase time of religious support activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Unit Ministry Team develops a religious support plan. .
a. Lists the religious needs of the battalion based on commander's guidance.
b. Establishes religious support priorities.
c. Coordinates direct and general religious support with higher HQ ministry
activity.
d. Provides staff sections with required input for plans and orders.
e. Consolidates input to the religious support plan from other staff sections.
f. Prepares the battalion religious support plan.
g. Disseminates plan to all subordinate units using analog and/or digital
communications.
2. Unit Ministry Team provides religious support, to include rites and services.
a. Monitors casualty data to determine required religious services.
b. Provides worship services, memorial ceremonies, services for the dead,
sacraments, rites, and ordinances.
c. Conducts mass or emergency burials IAW current regulations and
directives.
d. Provides support to battalion headquarters personnel.
e. Requests supplies and additional transportation requirements from S4
Section.
3. Unit Ministry Team provides pastoral care to soldiers.
a. Provides pastoral care that counters battlefield shock and trauma.
b. Conducts pastoral counseling that lessens stress and enhance morale.
c. Provides religious support for battle fatigue cases.
d. Conducts specialized counseling that enhances morale.
e. Provides routine pastoral care and counseling to all battalion soldiers.

5 - 120
DODDOA-007505
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Conducts pastoral care to casualties at battle site(s).
*
4. Chaplain advises the commander on unit morale, moral climate, and religious welfare.

a.
Provides information on morale and moral climate of the battalion that has
been personally verified.

b.
Briefs commander on moral and humanitarian aspects of policies and
procedures.

c.
Notifies commander immediately of policies perceived as unjust by soldiers.

d.
Notifies commander of disruptive and potential disruptive social patterns.

e.
Notifies commander of possible violations of the laws of war.

f.
Advises commander on policies or procedures affecting soldier rights to the
free exercise of religion.

*
5. Chaplain advises the commander on ethical issues.

a.
Advises the commander on specific methods of improving the ethical
climate within the battalion.

b.
Briefs commander on ethical aspects of policies and leadership.

c.
Briefs the commander on soldier training in ethical and moral decision
making.

d.
Emphasizes value of human life, justice, dignity, and truth through sermons,
pastoral counseling, and ethical or moral instruction.

e.
Performs duties as ethical advocate to the commander in the prevention of
dehumanizing treatment of friendly troops, EPW and civilians, the violation
of codes of morality, illegal acts, desecration of sacred places, and
disrespect for human life.

6. Unit Ministry Team provides information on indigenous religions.
a.
Advises the commander of the impact of indigenous religion(s) in the
battalion's mission.

b.
Advises the commander in developing friendly relations with local religious
bodies and civilians.

c.
Identifies human welfare needs caused by combat on indigenous
population.

d.
Coordinates alleviation of human welfare needs with HN military and civilian
religious institutions.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
5 -121
DODDOA-007506
OPFOR TASKS AND STANDARDS: NONE
5 - 122
DODDOA-007507

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Combat Battlefield Stress (631 4303) (FM 22-51). (AR 385-10) (FM 100-14) (FM 22-9). (FM 3-4) (FM 6-22.5)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Operations have commenced and are continuous over a prolonged period of time causing stressful situations for staff personhel. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The commander has directed that battlefield stress management procedures be implemented. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Battalion applies techniques that counter degradation of morale, training, and physical condition of battalion staff personnel in performance of the mission. At MOPP4, performance degradation factors increase implementation time of stress prevention measures.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. Commanders and leaders perform stress prevention actions. (03-9001.14-0002, 03-9001.15-0003, 03-9001.12-0002, S3-9001.18-0002)
a.
Issue warning orders, OPORDs and FRAGOs to the lowest possible level
using analog and/or digital communications or BFACS.

b.
Provide entire staff an accurate assessment of the friendly and enemy
situations.

c.
Brief commander's intentions to all battalion staff personnel.

d.
Speak positively concerning the battalion's missions, purpose, and abilities.

e.
Encourage a positive attitude throughout the battalion staff.

f.
Employ an information dissemination plan designed to quell and prevent
rumors.

g.
Inform personnel of availability of religious support.

* 2. Commander and leaders implement sleep plan.
a.. Coordinate with HQ Company for a safe and secure area away from
vehicles and other high-noise activities.

b.
Develop sleep plan IAW FM 22-51.

c.
Adjust sleep plan as dictated by tactical situation.

5 - 123
DODDOA-007508
TASK STEPS AND PERFORMANCE MEASURES

*
3. Staff element leaders implement task rotation or restructuring procedures.

a.
Cross-train staff personnel on all critical tasks.

b.
Develop a plan for rotation of staff personnel between demanding and nondemanding tasks.

c.
Assign two staff members to function independently on tasks requiring a high degree of accuracy.

d.
Adjust task rotation policies and procedures to the tactical situation.

*
4. Staff element leaders implement stress-coping and management techniques. (S3-9001.18-0002)

a.
Integrate new members into the staff elements immediately.

b.
Implement a buddy system to observe signs of stress or BFamong staff members and leaders.

c.
Provide instruction on relaxation techniques to all staff personnel.

d.
Conduct routine after-action stress briefings.

*
5. Commander and leaders implement treatment techniques.

a.
Develop a plan to deal with mild, seriously-stressed, or BFcases.

b.
Assign staff members who show signs of stress or BF to simple tasks.

c.
Direct staff members to be supportive of BFor stressed personnel

d.
Direct movement of staff members showing no signs of improvement to supporting medical facilities.

e.
Refer for medical evaluation those staff members showing signs of serious stress or BF.

f.
Reintegrate RTD staff members into their specific element or section.

6. Staff personnel employ stress prevention measures.
a.
Maintain a positive attitude concerning the unit's mission, purpose, and abilities.

b.
Comply with the commander's sleep plan.

c.
Identify signs of stress or BF in other staff members.

d.
Provide immediate buddy aid support.

e.
Report signs of stress or BFof other staff members to immediate supervisor.

f.
Accept new unit members immediately.

g.
Practice relaxation techniques at appropriate times and places.

h.
Participate in buddy system and after-action stress debriefings.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
_.ITERATION 1 2 3 4' 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS: NONE

5 - 124

GO NO-GO

M TOTAL

OPFOR TASKS AND STANDARDS: NONE

5 - 125
DODDOA-007510
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Perform Risk Management Procedures (63-1-4326) (FM 100-14). (AR 385-10) (FM 101-5) (FM 3-3). (FM 3-4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Safety hazards for personnel and equipment exist. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital/analog device. The unit, higher, and lower TSOPs are available. The unit is deployed in a tactical environment supporting combat operations. Hazards increase as operations intensify. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All potential safety problems for tasks are identified and either reduced or eliminated. At MOPP4 performance degradation factors increase risk management implementation' times.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander and leaders identify risk or safety hazards. (03-9003.02-0001, 03­9003.03-0001)

a.
Identify specified and implied missions or tasks in the OPLAN/OPORD or
FRAGO.

b.
Identify all risks associated with specified and implied missions or tasks.

c.
Integrate safety into every phase of the planning process.

d.
Identify the benefits of safety measures to the units mission versus the
potential cost of risk or safety hazards.

e.
Conduct continuous assessment of phases of operations for safety and risk
reduction.

*
2. Commander and leaders evaluate risk or safety hazards identified during operations.

a.
Identify previously executed unsafe acts and their corrective actions.

b.
Identify all unwarranted risks.

c.
Compare identified risk to the commander's acceptable risk level based on
stated training objectives.

d.
Calculate projected loss of equipment and personnel from accidents by
reviewing historical records.

5 - 126
DODDOA-007511
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Describe operations in terms of its risk level (extremely high, high, medium,
low).

f.
Prepare COA that minimizes risk.

*
3. Commander and leaders eliminate or reduce risk and safety hazards. (03-9003.02-0001, 03-9003.03-0001)

a.
Select COA that maximizes the operation and minimizes the risk.

b.
Develop procedures that reduce risk.

c.
Provide guidance that enhances safety in all phases of operation.

d.
Prescribe safety and protective equipment that enhances safety and
reduces risks.

4. Unit personnel employ safety procedures.
a.
Practice safety procedures during all mission rehearsals and operations.

b.
Correct unsafe acts on the spot.

c.
Report all risk and safety violations to commander and the battalion safety
officer using analog and/or digital communications or appropriate BFACS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 127
DODDOA-007512
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Conduct Mission Analysis (63-1-4001) ( FM 101-5). (AR 530-1) (FM 100-14) (FM 101-5-1). (FM 3-4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P.U.(Circle)
CONDITIONS: The mission of the battalion is to provide support to the operation. The Support Operations Officer attends higher HQ or the supported unit's staff meeting. The higher HO commander's planning guidance and restated mission have been secured. The battalion HO has analog and/or digital communications with higher and lower HQ. The higher HO OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog devices. The unit, higher, and lower TSOPs are available. Upon receipt of the new mission, the commander briefs the XO. The XO assembles principal staff members in preparation for mission analysis. Current personnel, supplies, and equipment status reports for all subordinate elements are available. Once higher HQ COA and tentative support requirements have been received, the Support Operations Section coordinates with the higher HQ staff elements concerning additional support requirements and with the S2/S3 Section concerning tentative task organization of the battalion. Mission analysis is dynamic and continuous; therefore, it is subject to change at anytime based upon new information, changing situations, and change of commander's guidance. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions both Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Mission analysis results in the development of a plan that supports the higher HQ commander's intent and concept of operations. Mission analysis is completed within the time established by the XO. At MOPP4, performance degradation factors increase mission analysis completion time.

TASK STEPS AND PERFORMANCE. MEASURES GO NO-GO
' 1. XO supervises staff mission analysis using analog and/or digital devices.
a.
Organizes staff to conduct mission analysis.

b.
Translates major specified and implied tasks to specific objectives based on
intent of next two higher command echelons.

c.
Provides mission analysis guidance to staff based on the commanders
guidance.

d.
Inspects results of staff mission analysis for compliance with commander's
guidance.

e.
Identifies time and place for staffs mission analysis briefing to commander.

5 - 128
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 2. Support Operations Officer coordinates support planning with supported
elements. (03-9001.13-0001)
a. Provides current support capabilities and limitations of the battalion.
b. Provides estimated degradation of support for various threat and MOPP
levels.
c. Provides resolutions for all previously identified support shortfalls.
d. Identifies specific force structure to be supported, to include tentative
augmentations.
e. Identifies projected location of the proposed support sites.
f. Identifies estimated times for deployment of battalion and other units.
' 3. Staff Officers conduct preliminary staff mission analysis.
a. Provide information update(s) to commander on areas that are critical to
mission accomplishment.
b. Identify mission and intent of commanders of the next two higher HQ.
c. Exchange pertinent information that is relevant to new mission with other
staff sections.
d. Identify tentative force structure and size to be supported.
e. Record specified tasks in higher HQ and supported units OPLANs.
f. Identify all implied tasks that must be accomplished to perform the overall
mission or specified tasks. ..
' 4. Support Operations Officer provides input for development of higher HQ OPLAN.
(01-9007.01-0250, 03-9001.12-0003)
a. Provides information briefing to higher HQ staff element, which includes
projected locations of supported elements, projected requirements, logistics
and combat health support distribution plan and special operations.
b. Provides current status of assets and task organization to higher HQ.
* 5. Staff Officers finalize staff mission analysis. (01-3303.03-0013, 01-9007.01-
0250)
a. Select essential tasks that are necessary to accomplish overall mission
based on higher HQ commander's intent. -
b. List all constraints and restrictions on actions and activities.
c. List all information relating to the NBC threats on the battlefield.
d. Prepare preliminary mission statement (S2/S3).
e. Brief staff mission analysis results to commander.
' 6. Commander completes mission analysis.
a. Restates mission in clear, concise statements of tasks in the order they are
to be accomplished.
b. Provides acceptable levels of risk for mission accomplishment.
c. Provides guidance on the parameters for conducting analysis in specific
areas.
d. States specific COA to be or not to be pursued by the staff.
e. Directs S2/S3 to issue warning notice to all subordinate units informing
them of pending operations.
" 7. XO and S2JS3 perform a time analysis.
a. Calculate total time remaining before execution of upcoming operations.
b. Identify all steps in the command estimate process.
c: Assign time limitations for each step in the command estimate process that
does not exceed one-third of the total time remaining before execution.
d. Disseminate time limitations to all staff sections.

5 - 129
DODDOA-007514
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 130
DODDOA-007515
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PLANS-OPERATIONS BR COMMO BR
TASK: Conduct Intelligence Preparation of the Battlefield (63-1-4002) (FM 34-130). (AR 530-1) (FM 101-5) (FM 3-4). (FM 34-1)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander approves the staff's mission analysis and issues his restated mission and planning guidance. The S2/S3 issues a warning notice to subordinate units and initiates intelligence preparation battlefield (IPB) process. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Higher HO battlefield area evaluations are available and portions are transcribed to the battalion's analysis of the AO. Other information, such as engineer's terrain studies, operational weather forecast, the provost marshal's analysis of route reconnaissance, and civil • military conditions are available. The S2/S3 has been assigned the responsibility of initiating, coordinating, ensuring completion, and disseminating the analysis of the AO. The S2/S3 Section continuously receives messages from higher, adjacent, and lower echelons by analog, digital, automation, and courier communications systems. SCPE is on hand or field expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Facts and assumptions are identified about the battlefield environment and the threat that provide focus for the intelligence collection effort, enable staff planning, and development of friendly COA. At MOPP4, performance degradation factors increase IPB completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section determines information requirements using analog and/or digital
devices.

a.
Identifies the amount of detail required within time available.

b.
Identifies gaps in current intelligence using commander's critical information
requirements (CCIR) and commander's intent to set priorities.

c.
Identifies initial collection requirements.

d.
Assembles materials and information required to conduct IPB.

e.
Forwards pertinent information to other staff sections.

2. S2/S3 Section defines the battlefield environment.
a.
Identifies the limits of the AO.

b.
Identifies the limits of the area of interest.

c.
Coordinates input on the battlefield environment with other staff sections.

d.
Identifies significant characteristics of the battlefield environment that affect
the specific area of responsibility in coordination with each staff section.

5 - 131
DODDOA-007516
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e. Identifies those characteristics of the battlefield that require in-depth evaluation.
3. S2/S3 Section evaluates the battlefield's effects upon COA. a. identifies effects of terrain on the battalion's operations. b. Identifies the effects of weather upon battalion's operations. c. Identifies effects of logistics infrastructure, demographics, economics, and political characteristics upon battalion's operations. d. Lists the combined effects of the battlefield environment on friendly COA. e. Identifies the effects of terrain on threat COA. f. Identifies the effects of weather on threat COA. g. Identifies effects of logistics infrastructure, demographics, economics, and political characteristics on threat COA. h. Lists the combined effects of the battlefield environment on threat COA. i. Develops population status overlay, weather analysis matrix, and other overlays, as required, using digital and analog means of intelligence gathering. •
4. S2/S3 Section evaluates the threat. a. Conducts a threat order of battle analysis for each type of conventional or unconventional units that might be faced. b. Develops a threat COA model.
5. S2/S3 Section determines threat COA. a. Identifies all rational COA available to the threat. b. Prioritizes each available COA. c. Develops a comprehensive, detailed set of threat COA. d. Prepares situation templates for each COA available to the threat. e. Prepares event template. f. Prepares decision support template for rear CP.
6. S2/S3 Section prepares analysis of the AO. a. Consolidates the IPB data into appropriate format IAW FM 101-5. -.'). Forwards draft Analysis of the AO to S2/S3 for review and approval. c. Makes appropriate changes as instructed by the S2/S3 and XO. d. Forwards corrected analysis of the AO to the S2/S3 for signature. e. Distributes analysis of AO, as required.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE
5 - 132
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC
TASK: Formulate Feasible Courses of Action (63-1-4003)
(FM 101-5). (AR 530-1). (FM 100-14)
(FM 3-3). (FM 3-4). (FM 34-130)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion's analysis of the AO is completed. Higher HQ analysis of the AO are available. Higher HQ COAs are available. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded. Unit, higher, and lower TSOPs are available. Staff Sections gather all pertinent information needed for their estimates. During this process, the S2/S3 Section finalizes the IPB. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Feasible COA statements and sketches support the commander's restated mission and formulate parameters for staff estimates. At MOPP4, performance degradation factors
increase feasible COA completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section performs rear area threat evaluation using analog and/or digital
devices. (S3-8961.00-0001, S3-8987.01-0001, S3-8988.01-0001)

a.
Coordinates with supporting rear operations elements for all current threat
information affecting the new AO.

b.
Identifies threat forces expected to be found in the area of interest.

c.
Lists all known threat force dispositions, composition, and strength.

d.
Lists all recent threat activities in the area of interest and influence.

e.
Develops applicable doctrinal templates for threat forces within the area of
interest.

f.
Prepares an unconventional warfare situation map that shows probable
operating areas, encampments, and movement routes for unconventional
threat forces.

g.
Prepares a population status overlay that shows areas with a high potential
for civil unrest and/or concentrations of enemy sympathizers.

h.
Requests intelligence information required to fill gaps identified in the data
base from the higher HQ staff element.

2. S2/S3 Section performs threat integration.
a. Prepares a situation template showing unit and equipment dispositions,
frontages, depths, and echelon spacing adjusted for terrain and weather
factors.

5 - 133
DODDOA-007518
TASK STEPS AND PERFORMANCE MEASURES b. Prepares an event template showing named area of interest (NAI) along high-speed avenues of approach into the support area. c. Prepares a decision support template showing points where a decision is required based on eat action and rate of movement. d. Lists threat's most likely COA in their probable order of adoption. e. Coordinates threat integration products with higher HO staff element. GO NO-GO
3. S2/S3 Section arrays friendly force, battalion HQ, and its subordinate units. a. Identifies maneuver forces and their availability in the area of interest. b. Identifies all supporting CSS units in the area of interest. c. Prepares analog/digital map overlay showing array of friendly units based on mission requirements and guidance from the commander.
* 4. S2/S3 selects feasible COA. (03-9001.10-0004, 03-9001.13-0001) a. Identifies specific guidance from the higher HO OPLAN. b. Lists schemes of support that sustains supported units in area of responsibility. c. Identifies tentative arrangements for command, control, and communications. d. Assigns tentative missions consistent with a specific subordinate element's capability. e. Lists a minimum of two feasible COA. f. Briefs commander and XO on the selected COA for approval or revision. g. Disseminates approved feasible COA to all other staff sections using appropriate Battlefield Functional Area Command and Control system.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"a" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

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DODDOA-007519
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PLANS-OPERATIONS BR COMMO BR
TASK: Develop Intelligence Estimate (63-1-4004)
(FM 34-130). (FM 101-5) (FM 3-4)
(FM 34-54)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The S2/S3 has disseminated the approved feasible COA. The XO has provided preparation guidance and time limitation for estimates. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. The commander has provided his planning guidance and restated mission. The battalion and higher HQ analyses of the AO are available and are used for transcribing information to the intelligence estimate. The S2/S3 Section continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications, and courier. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Intelligence estimate is prepared within the time prescribed in the preparation guidance and in the format prescribed in the TSOP and/or FM 101-5 (oral/written). At MOPP4, performance degradation factors increase intelligence estimate completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section determines specific information requirements using analog and/or
digital devices.

a.
Identifies information requirements by analyzing the commander's restated
mission and the analysis of the AO.

b.
Identifies policies and procedural requirements for obtaining information
from the TSOP.

c.
Identifies PIR/IR gaps.

d.
Prepares listing of indicators for each PIR/IR. NOTE: List addresses applicable PIR/IR received from higher HQ, threat infiltration activities, possible targets for threat activities, and probable type and size force the threat may use against these targets.

e.
Prepares intelligence collection work sheet that lists all PIR/IR, NAI,
indicators, and available collection agencies.

f.
Requests additional intelligence, based on PIR/IR and current holdings,
from collection agencies listed in collection work sheet.

2. S2/S3 Section assembles required intelligence information.
a. Extracts required information from current intelligence holdings, such as the
S2 workbook, ASAS, situation maps, policy files and journals, and INTSUM.

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DODDOA-007520
TASK STEPS AND PERFORMANCE MEASURES
b.
Revises intelligence collection work sheets to reflect changes in collection requirements.

c.
Identifies pertinence of all incoming information in terms of reliability and credibility factors.

d.
Integrates incoming information into existing files and work sheets.

3. S2/S3 Section develops reference and paragraph 1, Mission.
a.
Lists all maps, charts, or other documents required to understand the estimate.

b.
Transcribes corn mander's restated mission.

4. S2/S3 Section develops paragraph 2, Situation and Considerations. (S3­8987.01-0001, S3-8988.01-0001)

a.
Lists weather report, climatic information, and light data with moon phase.

b.
Lists the weather effects on visibility, trafficability, personnel, equipment, threat capabilities, and friendly COA.

c.
Lists the terrain effects on the ability of a force to obtain long and short range observation and direct fire.

d.
Lists the terrain effects on the terminal impact of direct weapons.

e.
Lists the terrain effects on concealment from ground and air observations, and cover from direct and indirect fire.

f.
Lists threat avenues of approach.

g.
Identifies probable size and type threat force that could traverse the avenues of approach.

h.
Identifies terrain factors effecting placement of the battalion and subordinate units.

i.
Summarizes overall effects of terrain on threat capabilities and COA.

j.
Summarizes overall effects of terrain on battalion's mission and COA.

5. S2/S3 Section develops Enemy Forces portion of paragraph 2.
a.
Lists all map overlays and previously published documents that show threat situation and positions.

b.
Lists all threat units by unit designation with organizational structure.

c.
Summarizes current threat activities that might serve as indicators to future actions.

d.
Lists threat deviations from known doctrine, practices, and principles of war and known personnel and equipment weaknesses.

e.
Lists civilian populace attitudes toward friendly and threat forces as they relate to hindrance or accomplishment of the battalion's mission.

6. S2/S3 Section develops Friendly Forces portion of paragraph 2.
a.
Lists the basic maneuver capabilities to include what, when, where, and in what strength, for each capability.

b.
Lists conclusions on threat capabilities and probability of adoption of a COA, including rationale.

c.
Lists limitations that could make the accomplishment of the battalion's mission highly doubtful or impossible.

d.
List indicators for possible use of air and NBC weapons and DE devices.

7. S2/S3 Section develops paragraph 3, Analysis. (03-9001.10-0004)
a.
Analyzes each COA using key considerations.

b.
Determines advantages and disadvantages of each COA.

*
8. S2/S3 paragraph 4, Comparison.

a.
Compares COAs using key considerations.

b.
Ranks COAs for each key consideration.

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GO NO-GO
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES c. Uses a decision matrix to compare COAs. 9. S2/S3 Section develops paragraph 5, Recommendations and Conclusions. a. Recommends COA based on the comparison. b. Issues deficiencies and risks with recommendation. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 137
DODDOA-007522
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION

TASK: Develop Personnel Estimate (63-1-4005) (FM 12-6). (FM 100-10) (FM 101-5)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has provided his planning guidance and restated mission. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. The battalion and higher HQ analyses of the AO are available. Tactical and intelligence information is transcribed from the battalion intelligence estimate. The S2/S3 has disseminated the approved feasible COA. The XO has provided preparation guidance and time limitation for estimates. S1 section continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications and by courier. The personnel estimate is distributed to the battalion staff only. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Personnel estimate is prepared within the time specified in the preparation guidance and in the format prescribed in the TSOP and/or FM 101-5. At MOPP4, performance degradation factors increase personnel estimate completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section determines information requirements using analog and/or digital
devices.

a.
Identifies information requirements by analyzing the commander's restated
mission, analyses of the AO, and higher HQ personnel summaries.

b.
Identifies policies and procedural requirements by reviewing the TSOP.

c.
Identifies agencies where required information can be obtained.

2. S1 Section assembles required information.
a.
Coordinates tactical and intelligence information requirements with the
S2/S3 Section.

b.
Coordinates logistics information requirements with S4 Section.

c.
Extracts required information from current information holdings, such as S1
workbook, situation maps, policy files, and journals.

d.
Requests additional information requirements from higher HQ staff element.

3. S1 Section drafts references and paragraph 1, Mission.
5 - 138
DODDOA-007523
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Lists all maps, charts, or other documents required to understand the
estimate.

b.
Transcribes the commander's restated mission.

4. S1 Section drafts paragraph 2, Situation and Considerations.
a.
Prepares brief summary that references the appropriate intelligence
document.

b.
States the effects of the intelligence situation on personnel activities.

c.
Lists disposition of all tactical units that influence personnel activities.

d.
Lists all COA provided by the S2/S3.

e.
Lists disposition of logistics units and installations that have an effect on the
personnel situation.

f.
Lists projected logistics developments that influence personnel operations.

g.
Lists disposition of civil affairs units and installations that have an effect on
the personnel situation.

h.
Lists projected civil-military operations (CMO) developments likely to
influence personnel operations.

i.
Prepares troop preparedness situation subparagraph. . NOTE: Subparagraph includes: unit strength, maintenance, replacements, noncombat matters, soldier personnel readiness, service support, organizational climate, commitment, and cohesion factors.

j.
Lists all assumptions based on initial planning guidance.

k.
Prepares casualty estimate for each COA.

5. S1 Section drafts paragraph 3, Analysis. (03-9001.13-0001)
a.
Lists all COA provided by the S2/S3.

b.
Lists problem areas, trends, and deficiencies impacting on troop
preparedness of each COA.

6. S1 Section drafts paragraph 4, Comparison. (03-9001.13-0001)
a.
Lists advantages and disadvantages of each COA with respect to the • accomplishment of the personnel mission.

b.
Conducts comparative analysis of each COA, to include methods of
overcoming deficiencies or modifications required in each COA.

7. S1 Section drafts paragraph 5, Recommendations and Conclusions.
a.
States supportability of mission from a personnel viewpoint.

b.
Selects COA that can be supported from the personnel standpoint.

c.
Lists major personnel deficiencies that require the commander's attention.

d.
Recommends specific methods for eliminating or reducing the effects of
these major deficiencies.

*
8. S1 approves personnel estimate.

a.
Verifies content for completeness, correctness, and compliance with
commander's guidance.

b.
Presents estimate to commander or XO and staff (oral or written).

9. S1 Section distributes the personnel estimate.
..a. Incorporates comments, if required.

b.
Forwards personnel estimate to S1 for signature.

c.
Forwards personnel estimate to other staff sections.

5 - 139
DODDOA-007524
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 140
DODDOA-007525
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Develop Logistics Estimate (63-1-4006) (FM 100-10). (FM 101 -5). (FM 101 -5-1)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has provided his planning guidance and restated mission. The battalion and higher HQ analyses of the AO are available. The battalion HO has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. Tactical and intelligence information is transcribed from the intelligence estimate. The S2/S3 has disseminated the approved feasible COA. The XO has provided preparation guidance and time limitations for estimates. The logistics estimate addresses internal battalion logistics only. S4 section continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications and by courier. The logistics estimate is distributed to battalion staff only. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Logistics estimate is prepared within the time specified in the preparation guidance and in the format prescribed in the TSOP and/or FM 101-5 (oral/written). At MOPP4, performance degradation factors increase logistics estimate completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S4 Section determines information requirements using analog and/or digital
devices.

a.
Identifies information requirements by analyzing the commander's restated
mission, analysis of the AO, and higher HQ logistics summaries.

b.
Identifies policies and procedural requirements by reviewing the TSOP.

c.
Identifies agencies and documents where required information can be
obtained.

2. S4 Section assembles required information.
a.
Coordinates tactical and intelligence information requirements with S2/S3
Section.

b.
Coordinates personnel information requirements with S1 Section.

c.
Extracts required information from current information holdings, such as S4
workbook, CSSCS, situation maps, policy files, and journals.

d.
Requests additional information requirement support from higher HQ staff
element.

5 - 141
DODDOA-007526
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. S4 Section drafts references and paragraph 1, Mission.
a.
Lists all maps, charts, or other documents required to understand the
estimate.

b.
Transcribes the commander's restated mission.

4. S4 Section drafts paragraph 2, The Situation and Considerations.
a.
Prepares brief intelligence summary with appropriate references.

b.
States the effects of the intelligence situation on internal logistics activities.

c.
Lists disposition of all tactical units that influence internal logistics activities.

d.
Lists all COA provided by the S2/S3 Section.

e.
Lists disposition of personnel and administration units and installations that
have an effect on the internal logistics situation.

f.
Lists projected developments within the personnel field likely to influence
internal logistics operations.

g.
Lists disposition of CMO units that have an effect on internal logistics
situation.

h.
Lists developments within the CMO field likely to influence internal logistics
operations.

i.
Prepares a general statement about present equipment on hand, supply

status and maintenance posture. NOTE: Statement includes; repair times, posture of maintenance elements, impact of Class VII and IX on maintenance capability, and the status of Class VII items.
j.
Lists overall status of all classes of supply (obtained from CSSCS) and
transportation assets.

k.
Lists all assumptions based on the initial planning guidance.

5. S4 Section drafts paragraph 3, Analysis of Courses of Action. (03-9001.13­0001)

a.
Calculates the sufficiency of proposed area for internal logistics operations.

b.
Lists all COA provided by S2/S3 Section.

c.
Lists logistics and tactical impact for each COA.

6. S4 Section drafts paragraph 4, Comparison of Courses of Action. (03-9001.13­0001)

a.
Lists advantages and disadvantages of each COA with respect to the
accomplishment of the internal logistics mission.

b.
Conducts comparative analysis of each COA. NOTE: Analysis includes methods and modifications for overcoming deficiencies in each COA.

7. S4 Section drafts paragraph 5, Conclusions.
a.
States mission supportability from an internal logistics viewpoint.

b.
Selects best COA that can be supported from an internal logistics
standpoint.

*
8. S4 approves logistics estimate.

a.
Verifies content for completeness, correctness, and compliance with
commander's guidance.

b.
Presents estimate to commander or XO and staff (oral or written).

9. S4 Section distributes the logistics estimate.
a.
Incorporates comments, if required.

b.
Forwards logistics estimate to S4 for signature.

c.
Forwards logistics estimate to other battalion staff sections.

5 - 142
DODDOA-007527
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS•"GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 -143
DODDOA-007528
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Develop Support Operations Estimate (63-1-4007) (FM 101-5). (FM 100-10) (FM 101-5-1)
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: The commander has provided his planning guidance and restated mission. The battalion and higher HQ analyses of the AO are available. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPLAN/OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. Tactical and intelligence information is transcribed from the intelligence estimate. The S2/S3 has provided the approved feasible COA. The XO has provided preparation guidance and time limit for the completion of the estimate. This estimate addresses external support only. Support Operations Section continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications, appropriate BFACS and courier. The support operations estimate is distributed to battalion staff only. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Support operations estimate is prepared within the time specified in the preparation guidance and in the format prescribed in the TSOP (oral/written). At MOPP4, performance degradation factors increase support operations estimate completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section determines information requirements using analog
and/or digital devices and logistics STAMIS.

a.
Identifies information requirements by analyzing the commanders restated
mission, analyses of the AO, and higher HQ OPLAN.

b.
Identifies policies and procedural requirements by reviewing the TSOP.

c.
Identifies agencies and/or documents where required information can be
obtained.

2. Support Operations Section assembles required information.
a.
Coordinates tactical and intelligence information requirements with S2/S3
Section.

b.
Coordinates personnel information requirements with S1 Section.

c.
Extracts required information from current information holdings, such as
Support Operations workbook, situation maps, policy files, and journals.

d.
Identifies tentative supported units.

5 144
-
DODDOA-007529

TASK STEPS AND PERFORMANCE MEASURES
e. Requests additional information requirements from higher HQ staff element using analog and/or digital communications.
3. Support Operations Section drafts references and paragraph 1, Mission.
a.
Lists all maps, charts, or other documents required to understand the estimate.

b.
Lists the commander's restated mission.

4. Support Operations Section drafts paragraph 2, The Situation and
Considerations.

a.
Prepares brief intelligence summary with appropriate references.

b.
Lists the effects of the characteristics of the AO on support operations and mission accomplishment.

c.
States the affects of the intelligence situation on support activities.

d.
Lists disposition of all tactical units that influence support activities.

e.
Lists all COA provided by S2/S3.

f.
Lists disposition of all personnel and administration units and installations that have an effect on the support situation.

g.
Lists projected developments within the personnel and internal logistics field that could influence support operations.

h.
Lists disposition of CMO operations that have an effect on the support situation.

i.
Lists developments within the CMO field that could influence support operations.

j.
Provides overall status of logistics and CHS capabilities, distribution systems and any shortfalls that may impact on support operations.

k.
Provides current situation, status, and restrictions on the use of foreign nation resources.

I.
Lists all assumptions based on the initial planning guidance.

5. Support Operations Section drafts paragraph 3, Analysis of Courses of Action. (03-9001.13-0001)
a.
Calculates sufficiency of proposed area for support operations.

b.
Calculates total requirements to support proposed responsibility using CSSCS.

c.
Lists required organizational structure for each approved COA.

d.
Lists support deficiencies for each COA.

6. Support Operations Section drafts paragraph 4, Comparison of Courses of
Action. (03-9001.13-0001)

a.
Lists advantages and disadvantages of each COA with respect to the accomplishment of the support mission.

b.
Conducts comparative analysis of each COA, to include methods of overcoming deficiencies or modifications required in each COA.

7. Support Operations Section drafts paragraph 5, Conclusions.
a.
States supportability of mission from an external support viewpoint.

b.
Selects best COA that can be supported from an external support viewpoint.

*
8. Support Operations Officer approves support operations estimate.

a.
Verifies content for completeness, correctness, and compliance with commander's guidance.

b.
Presents estimate to commander or XO and staff (oral or written).

9. Support Operations Section distributes the support operations estimate.
GO NO-GO

5 - 145
DODDOA-007530
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES a. Incorporates comments, if required. b. Forwards support operations estimate to Support Operations Officer for signature. c. Forwards support operations estimate to other battalion staff sections. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 146
DODDOA-007531
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Develop Supporting Commander's [Operations] Estimate (63-1-4008) (FM 101-5). (FM 100-10). (FM 101-5-1) (FM 3-4)
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: AU primary staff estimates are completed. Each staff section has provided its recommended COA. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPLAN/OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The higher HQ and battalion's analyses of the AO and NBC Vulnerability Analysis are available. The XO has provided preparation guidance and time limitations for estimates. The battalion staff continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications and by courier. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Supporting commander's (operation) estimate is prepared within the time prescribed in the preparation guidance and in the format prescribed in FM 101-5 or TSOP. At MOPP4, performance degradation factors increase the supporting commander's (operation) estimate completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section conducts an NBC Vulnerability Analysis.
a.
Identifies potential battalion AO.

b.
Identifies all pertinent information required to perform the analysis.

c.
Identifies potential threat nuclear, chemical or biological weapons delivery

systems. NOTE: Delivery system information should include probable yield(s) and type agents associated with the threat and the range and location of delivery systems, if known.
d.
Identifies location, size, shape, and posture of all subordinate units being
analyzed.

e.
Selects appropriate vulnerability radii.

f.
Selects best nuclear vulnerability technique.

g.
Identifies "worst case" ground zero.

h.
Estimates fractional coverage.

i.
Compares estimated percentage of casualties or damage to commander's
acceptable loss criteria.

j.
Recommends COA to decrease unit's vulnerability or increase protection.

5 - 147
DODDOA-007532
.

TASK STEPS AND PERFORMANCE MEASURES
k. Forwards NBC Vulnerability Analysis to S2/S3 for approval or modification.
2. S6 Section prepares analog and digital communications estimate.
NOTE: Task step must be performed by the S2/3 Section, in units without an S6
Section.

a.
Lists the COA provided by the S2/S3.

b.
Conducts a map reconnaissance to identify communications/automation limitations.

c.
Identifies current status of all battalion communications/automation equipment.

d.
Lists terrain factors that may affect communication/automation compatibility or vulnerability.

e.
Lists communications/automation factors that may be affected by the AO, enemy disposition and strength, enemy capabilities, or other information technology activities.

f.
Coordinates with S4 Section for the status of incoming
communications/automation equipment.

g.
Coordinates with the supporting communications/automation element to identify the status of all nonoperational equipment.

h.
Lists advantages and disadvantages of each COA.

i.
Lists methods to eliminate or overcome all deficiencies.

j.
Conducts comparative analysis of each COA.

k.
Selects best COA to accomplish mission from a communications viewpoint.

I.
Forwards communications estimate to S2/S3 for approval or modification.

3. S2/S3 Section determines information requirements.
a.
Identifies information requirements by reviewing the battalion and higher HO commanders' restated missions and OPLAN.

b.
Identifies policies and procedural requirements by reviewing the TSOP.

c.
Identifies agencies and/or documents where additional information requirements may be obtained.

d.
Identifies special requirements by reviewing other staff estimates.

4. S2/S3 and Support Operations Sections draft references and paragraph 1,
Mission.

a.
Lists all maps, charts, or other documents required to understand the estimate.

b.
Lists the commander's restated mission.

5. S2/S3 and Support Operations Sections draft paragraph 2, The Situation and Course of Action.
a.
Lists the nature of the operations to be supported.

b.
Lists the composition and locations of supported units.

c.
Lists peculiar or unusual support requirements and other factors pertaining to the supported force that affect the scope and size of the support mission.

d.
Lists the effects of the AO on the support mission.

e.
Lists all enemy capabilities that are a threat to the support mission.

f.
Lists aspects of the friendly situation that provide the basis for anticipated difficulties in the battalion's capability to provide required support.

g.
Lists phases of the operations that require a reassessment of support.

h.
Lists special support requirements and the phase of the operations in which they occur.

i.
Lists special support techniques or procedures required because of tactical operations.

j.
Lists the effects of logistic, personnel, and CMO situations within the battalion on mission accomplishment.

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
k. Lists all projected difficulties that may influence the accomplishment of the mission. I. Lists all approved feasible COA.
6. S2/S3 Section drafts paragraph 3, Analysis of Courses of Action. (03-9001.13-0001) a. Identifies the probable effect of each significant difficulty on the success of each COA. b. Prepares a COA matrix showing the advantages and disadvantages of each COA. c. Assigns probability of success to each COA. .
7. S2/S3 Section drafts paragraph 4, Comparison of Courses of Action. a. Conducts comparative analysis of the COA. . b. Selects best COA. —
8. S2/S3 Section staffs supporting commander's (operation) estimate for review and comments using analog or digital devices. a. Forwards estimate to other battalion staff sections for review and/or comments. b. Forwards reviewed estimate to S2/S3 for approval or modification. c. Resolves differences in conclusions concerning recommended COA prior to briefing the commander.
9. Command Section conducts commander's decision briefing. a. Organizes staff for commander's decision briefing. b. Briefs commander on all aspects of the supporting commander's (operation) estimate.
*10. Commander provides decision and concept of operations. a. Modifies staff recommendations, if required. b. Provides guidance for a new COA, if required. c. Approves staff recommendations. d. Translates the selected COA into a statement which describes the, who, what, when, where, how, and why. e. Directs S2/S3 to issue warning order to subordinate units using appropriate analog and digital communications. NOTE: Warning order includes the following minimum information: mission, time of execution, earliest time of movement, time and location of OPLAN issue, and time check.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

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OPFOR TASKS AND STANDARDS: NONE
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ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Prepare Operations Plan/Operations Order and Annexes (63-1-4009) (FM 101 5). (AR 5301). (FM 101 -51)
-
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: The supporting commander's (operation) estimate is approved. The commander has provided his decision and concept of operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPLAN/OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available.The XO assigns preparation responsibilities for OPLAN/OPORD and annexes. The S2/S3 has staff responsibility for consolidation, publication, and distribution of OPLAN/OPORD and annexes. The battalion staff continuously receives messages from higher, adjacent, and lower echelons by analog and digital means of communications and by courier. OPLAN becomes OPORD upon implementation. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: OPLAN/OPORD and annexes are prepared IAW FM 101-5 within the time prescribed by the commander or XO. OPLAN/OPORD supports and articulates the commander's intent. At MOPP4, performance degradation factors increase OPLAN/OPORD and annexes completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section drafts Reference, Time Zone Used, and Task Organization
sections. (01-3303.03-0013)

a.
Lists maps, charts, sketches, or other documents used in preparation and
required for complete understanding of OPLAN.

b.
Transcribes time zone consistent with higher HO OPLAN.

c.
Lists battalion task organization, time, and effective date.

2. S2/S3 and Support Operations Section draft paragraph 1, Situation (01­3303.03-0013)

a.
Lists composition, disposition, location, estimated strength, identification,
and capabilities of enemy forces that can influence the battalion's logistics
mission.

b.
Lists in order by higher, adjacent, supporting, and reinforcing friendly forces

that influence support operations. NOTE: List consists of units not previously named in the Task Organization.
c. Lists units attached to or detached from the battalion, with their attachment
or detachment effective time, if applicable.

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.
TASK STEPS AND PERFORMANCE MEASURES
d. Lists commander's assumptions that may exist at the time the OPLAN becomes an OPORD.
3. S2/S3 Section drafts paragraph 2, Mission. (01-3303.03-0013)
a.
States tasks to be accomplished that address the who, what, when, where and time length of operation.

b.
States the mission based on the commander's guidance and intent.

4. S2/S3 Section drafts paragraph 3, Execution. (01-3303.03-0013)
a.
States the commander's intention in sufficient detail to ensure appropriate actions by subordinate units.

b.
States the commander's concept of operations for the execution of support mission from start to finish.

c.
Lists the scheme of support that includes placement, movement, an_d primary mission of each subordinate unit.

d.
Lists all details of coordination and control applicable to two or more units of the battalion including troop safety measures, MOPP levels, and restriction on use of chemical weapons.

5. Support Operations, Si, and S4 Sections draft paragraph 4, Service Support. (01-3303.03-0013)
a.
Update battle rosters and personnel status charts to reflect new task organization.

b.
Develop estimates of injured, sick, and wounded rates.

c.
Prepare "personnel" portion of paragraph 4, Service Support.

d.
Provide support instructions, logistics and CHS distribution schemes and other arrangements that support the operations and are of primary interests to subordinate units.

e.
Reference higher HQ service support paragraph, when it is lengthy and the details are included in higher HO service support paragraph.

6. S2/S3 and S6 Sections draft paragraph 5, Command and Signal. (01-3303.03­0013)
a.
Lists location of the CP, alternate CP, and liaison requirements different than those stated in TSOP.

b.
Lists all information technologies including index of the effective SOI/SSI and instructions for the use of local area networks, automation, radio, pyrotechnics, or restriction on the employment of analog or digital communications.

c.
Provides acknowledgement instructions, commander's signature block, authentication section, and distribution instructions.

7. S2/S3 Section task organizes subordinate units/elements for the support
mission.

a.
Identifies total support requirements by reviewing the commander's planning guidance and the restated mission.

b.
Identifies unit availability by inspecting Higher HQ OPLAN.

c.
Identifies where to reduce or add units or elements by reviewing supported forces scheme of maneuver and terrain factors.

d.
Organizes subordinate units based on their capability to accommodate the support mission.

8. S2/S3 Section drafts the task organization annex.
a.
Lists each assigned or attached unit and their tentative location and appropriate time of attachment.

b.
Forwards annex to the S2/S3 for approval or modification.

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DODDOA-007537

TASK STEPS AND PERFORMANCE MEASURES
c.
Distributes annex to all appropriate staff sections and organic and attached units using appropriate BFACS.

d.
Attaches task organization annex to the OPLAN/OPORD.

9. S2/S3 Section drafts an operations overlay.
a.
States map reference data, effective date, and purpose of the overlay.

b.
Lists classification markings and downgrading instructions, if applicable.

c.
Applies overlay plotting techniques outlined in FM 21-31.

d.
Plots boundaries, supporting, supported, and subordinate units' locations within 50 meters.

e.
Affixes graphic portrayal of axis of advance, supply routes, and unit locations.

f.
Forwards operations overlay to the S2/S3 for approval or modification using MCS.

g.
Attaches overlay to the OPLAN/OPORD as an annex.

10. S2/S3 Section consolidates staff input.
a.
Verifies staff input for completeness and compliance with commander's guidance.

b.
Prepares revised copy of OPLAN/OPORD.

c.
Forwards draft copy to commander or XO for approval or modification.

11. S2/S3 Section distributes the OPLAN/OPORD using analog or digital devices.
a.
Prepares appropriate number copies of OPLAN/OPORD.

b.
Distributes OPLAN/OPORD to all appropriate staff sections, organic, and attached units using MCS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
GO NO-GO
M TOTAL

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DODDOA-Q07538
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Develop Road Movement Order (63-1-4010) (FM 55-1). (FM 100-10) (FM 101-5) (FM 3-3). (FM 55-10) (FM 55-30)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has provided his planning guidance and restated mission. The supporting commander's (operation) estimate with specific COA has been approved. The battalion HQ has analog and/or digital communications with higher and lower HO. The higher HQ OPLAN/OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The S2/S3 has staff responsibility for the movement order in coordination with the Support Operations and S4 Sections. The battalion has responsibility for movement of all its subordinate units. Future locations of subordinate units have been identified and coordinated with higher HO staff element. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Movement order is prepared IAW FM 101-5 and/or TSOP within the time established in the preparation guidance. At MOPP4, performance degradation factors increase road movement order completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section determines additional requirements for movement of subordinate
elements using analog and/or digital devices.

a.
Identifies adjacent unit boundaries and all other areas of responsibility to be
crossed by the battalion's subordinate units.

b.
Identifies the probable security requirement by reviewing intelligence
estimates and summaries.

c.
Identifies the current mobility status of each subordinate element.

2. S2/S3 Section selects tentative march route(s). (071-326-0515, 071-331-0820)
a. Identifies all possible routes by conducting map reconnaissance.
b, Identifies possible tactical implications for all possible routes in close
coordination with the supporting rear operations element.

c. Identifies possible problem areas and road trafficability from engineer road
classification overlays and intelligence summaries.

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.
TASK STEPS AND PERFORMANCE MEASURES
d.
Conducts comparative analysis of all possible routes.

e.
Selects best possible route(s).

f.
Coordinates route selection with higher HQ and other battalion staff sections using analog and/or digital communications.

g.
Forwards route(s) selection to S2/S3 for approval or modification.

3. S2/S3 Section directs route reconnaissance activities.
a.
Maintains situational awareness at all times using MTS or appropriate analog or digital communications.

b.
Requests MP route reconnaissance overlay.

c.
Tasks subordinate units to conduct reconnaissance of tentative march routes using analog and/or digital communications or MTS.

d.
Briefs HQ company reconnaissance leader.

e.
Monitors movement and activities of all reconnaissance parties to ensure compliance with instructions and TSOP using analog and/or digital communications or MTS.

f.
Debriefs HQ company reconnaissance leader upon completion of mission.

4. S2/S3 Section selects specific march route(s). (01-7300.75-0500)
a.
Consolidates all route reconnaissance party(s) data.

b.
Conducts comparative analysis of all data for each tentative route.

c.
Selects primary and secondary route(s) for each subordinate element.

d.
Coordinates battalion HQ route with HQ company commander.

e.
Prepares analog/digital overlays using subordinate unit reconnaissance data.

f.
Provides reconnaissance and route selection update to the commander.

g.
Forwards all reconnaissance data to higher HQ, adjacent, and subordinate units using analog and/or digital communications or MTS.

5. S4 Section coordinates internal support requirements for move. (01-7300.75­0500)
a.
Coordinates supply support with subordinate and attached units.

b.
Coordinates maintenance support with subordinate and attached units.

c.
Coordinates transportation support with subordinate and attached units.

d.
Coordinates food service support with subordinate and attached units.

6. S2/S3 Section coordinates external movement support requirements using analog or digital communications. (01-7300.75-0500)
a.
Coordinates additional external transportation requirements with the responsible movement control agency.

b.
Coordinates route clearances with responsible movement control agency or supporting rear operations element.

c.
Coordinates medical treatment and evacuation requirements and procedures with supporting medical element.

d.
Coordinates security escort, fire support, and CAS requirements with supporting rear operations element.

e.
Coordinates MP traffic control support with supporting MP element and rear operations element.

f.
Coordinates decontamination requirements with higher HQ chemical officer.

g.
Coordinates smoke requirements with higher HQ chemical officer.

h.
Coordinates external movement support using analog and/or digital communications or MTS.

7. S2/S3 Section develops overall movement schemes for HQ company.
a. Coordinates with HQ company commander for the task organization and order of march for HQ company.
GO NO-GO

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TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
b. Debriefs HQ company reconnaissance personnel. c. Prepares road movement table(s), graphs, and overlays for HQ company. d. Coordinates advance/quartering party composition and departure time with the HQ company commander.
8. Support Operations Section develops plan. a. Calculates projected support requirements until new operational sites are established by evaluating current supported units' assets. b. Coordinates anticipated requirements with supported units in current AO. c. Provides recommendations for order of movement for companies/detachments and specific shuttling of high priority support assets. d. Establishes notification procedures to alert customers of what facilities will be available during movement.
9. S2/S3 Section develops overall movement scheme for move. (01-7300.75-0500) a. Identifies the task organization for movement with critical supplies and equipment dispersed throughout all elements. b. Assigns order of march for move by placing elements of critical support items in the first serial. c. Prepares road movement table(s), graphs, and overlays. NOTE: Under MOPP4 conditions, road movement tables should be increased a minimum of 3 times the normal movement time. d. Coordinates advance/quartering party composition and departure time with all subordinate units' commanders using analog and/or digital communications or MTS.
10. S2/S3 Section drafts Reference, Time Zone Used, and Task Organization Sections. a. Lists all maps and overlays, charts, or other documents required to understand the order. b. Transcribes time zone used throughout from higher HQ OPLAN. c. Identifies task organization of battalion as directed by S2/S3.
11. S2/S3 Section drafts paragraph 1, Situation. a. Provides weather forecast for duration of move and its effect on route(s). b. Provides terrain analysis and its effects on the move. c. Lists enemy disposition, strength, and capability factors affecting battalion movement. d. Lists all friendly units that provide support to the battalion during the move. e. Lists attachments and detachments initiated for movement purposes only.
12. S2/S3 Section drafts paragraph 2, Mission. a. States those tasks to be accomplished, addressing who, what, when, why, and where. b. Provides overall movement mission statement that includes the purpose of movement and the start times.
13. S2/S3 Section drafts paragraph 3, Execution. a. Provides brief statement on the concept of the move. b. Lists all subordinate elements' taskings required to complete battalion move.
c. Lists all coordinating instructions applicable to two or more companies and the battalion HQ.
14. S2/S3 and S4 Sections draft paragraph 4, Service Support.
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a. Lists all units and the service support they provide to at least two
subordinate units and the battalion HQ.
b. Lists all traffic control support that affects at least two subordinate units and
battalion HQ.
c. Lists the HQ company's service support functions.
15. S2/S3 and S6 Sections draft paragraph 5, Command and Signal and the
Authentication Section.
a. Lists position of command group in the HQ company move and the location
of battalion HQ during the battalion move. •
b. Lists CP closing and opening times and new location.
c. Lists all analog and digital communications information.
NOTE: List includes effective SOI/SSI, instructions on the use of analog and/or digital
communications, and pyrotechnts, and any restrictions or special communications
procedures.
d. Lists acknowledgement instructions appropriate signature block, and
distribution instructions.
16. S2/S3 Section distributes movement order.
a. Coordinates movement order review with other battalion staff sections.
b. Forwards draft movement order to the S2/S3 for approval or modifications.
c. Distributes approved movement order to appropriate staff sections,
subordinate, and attached units using analog and/or digital communications
or hard copy format.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number Task Title References
071-326-0515 SELECT A MOVEMENT ROUTE USING A STP 21-24-SMCT
MAP
071-331-0820 ANALYZE TERRAIN STP 21-24-SMCT

OPFOR TASKS AND STANDARDS: NONE

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ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Develop Occupation Plan (63-1-4011) (FM 101-5). (FM 10-27-2) (FM 10-27-3) (FM 3-19.30). (FM 3-3) (FM 3-4) (FM 5-103)
ITERATION:. 1.2.3.4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The XO has assigned responsibility for planning the occupation of new AO to the staff. The S2/S3 has primary responsibility in coordination with other battalion staff sections. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The battalion TSOP has been updated to accommodate changing procedural requirements. Subordinate units' missions have been identified. Tentative subordinate units and battalion HQ locations have been designated. Current analog/digital situation maps are available. Higher HQ staff element has provided reconnaissance information furnished by units previously located in the general area. Higher HQ and battalion Analyses of the AO are available. Some areas selected may be in or around cities or towns. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Occupation plan is prepared IAW TSOP and is in compliance with commanders guidance. The areas selected support subordinate units and battalion HQ personnel, equipment, and mission requirements. At MOPP4, performance degradation factors increase occupation plan completion time.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section verifies the suitability of the new area by ground or map
reconnaissance. (071-331-0820)

a.
Calculates space requirements for number and type of elements and base
facilities proposed in the new area.

b.
Identifies space availability to support number and type of elements, and
base facilities proposed in the new area.

c.
Identifies ability of area to support the battalion's equipment and vehicles.

d.
Identifies accessibility of roads and size of areas around buildings (MOUT
environment).

e.
Identifies availability of area cover and concealment.

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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Identifies area suitability for helicopter landing sites.
2. Staff Sections provide a support analysis of tentative operational areas.
a.
Identify specific functional area advantages and disadvantages of proposed
areas by reviewing higher HQ and battalion analyses of the AO.

b.
Perform analog and digital communications support analysis citing
advantages and disadvantages of proposed areas.

c.
Perform CHS analysis citing advantages and disadvantages of proposed
areas.

d.
Perform NBC defense analysis citing advantages and disadvantages of
proposed areas.

e.
Perform ADP analysis citing advantages and disadvantages of proposed
areas.

f.
Perform OPSEC analysis citing advantages and disadvantages of proposed
area.

g.
Perform support analysis citing advantages and disadvantages of proposed
areas.

h.
Forward analysis reports to S2/S3 Section.

3. S2/S3 Section selects final sites for subordinate units and the battalion HQ.
a.
Maintains situational awareness at all times using analog and digital
communications.

b.
Identifies specific missions for each subordinate unit in the battalion.

c.
Identifies proposed locations of all subordinate units and battalion HQ.

d.
Posts proposed battalion HQ and subordinate units' positions on the
analog/digital situation map(s).

e.
Coordinates proposed site selections with subordinate units and battalion
staff using analog and digital communications or MTS.

f.
Briefs proposed sites and rationale to the commander or XO for approval or
modifications.

g.
Forwards approved site selections to higher HQ, battalion staff, and
subordinate units using analog and digital communications or MTS.

h.
Prepares analog/digital map overlays with all appropriate boundaries,
supply routes, and unit locations using symbols IAW FM 101-5-1.

4. S2/S3 Section formulates a tentative battalion and CP area layout plan.
a.
Designates a general location for the LOC site.

b.
Designates location of CP elements.

c.
Designates location of subordinate units.

d.
Prepares a traffic circulation plan that depicts the traffic pattern for key
roads in the battalion area and the CP area.

e.
Prepares communication plan that shows wire diagrams that connect all
subordinate elements and includes instructions for runners system until wire
communications are operational.

f.
Prepares a hasty security plan that provides minimum requirements for all
subordinate units.

g.
Disseminates battalion layout plan to all subordinate units and the battalion
advance/quartering party leader using analog and digital communications.

5. S2/S3 Section plans battalion advance/quartering party activities.
a.
Identifies battalion advance/quartering party's personnel and equipment
composition and limitations from the TSOP.

b.
Provides advance/quartering party personnel, equipment, and vehicle
limitations to each subordinate unit.

c.
Provides assembly area location and reporting times to each subordinate
unit.

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-

TASK STEPS AND PERFORMANCE MEASURES GO NOGO
d.
Coordinates forward staff personnel requirements with each staff section
and the XO.

e.
Identifies all area preparation tasks that are not included in the TSOP.

f.
Briefs battalion advance/quartering party leader on area preparation,
vehicles, equipment, and options caused by change in METT-TC.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title. References

071-331-0820.ANALYZE TERRAIN. STP 21-24-SMCT
OPFOR TASKS AND STANDARDS: NONE
5 - 160
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION
TASK: Plan Battalion Area Tactical Operations (63-1-4012)
(FM 101-5). (AR 380-19) (AR 530-1)
(FM 101-5-1). (FM 3-3) (FM 3-4)
(FM 34-130). (FM 7-20)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: The commander has approved the supporting commanders (operation) estimate and provided his decision and concept of operations. The higher HQ and battalion analyses of the AO are available. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The battalion HQ is the BCOC for the assigned area. Coordination has been established with the responsible rear operations element for required assistance, if needed. The battalion TSOP is available to provide guidance in planning future tactical activities. Tentative locations of subordinate units and support facilities have been designated. The threat has the capability of intelligence gathering and launching NBC attacks into the battalion area. The S2/S3 Section continuously receives messages from higher, adjacent, and lower echelons by analog and digital communications and by courier. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: NBC defense, OPSEC, and deception plans implement the commander's guidance, concept of operations, and provide procedures and measures to overcome or minimize the NBC and information collection threat. At MOPP4, performance degradation factors increase planning completion times.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section analyzes tactical NBC information.
a.
Identifies established policies and procedures located in TSOP.

b.
Identifies NBC threat capabilities and recommended countermeasures by
reviewing higher HQ NBC vulnerability analysis.

c.
Identifies potential targets in the battalion area for NBC weapons.

2. S2/S3 Section prepares NBC defense plan.
a.
Establishes procedures and measures that reduce unit vulnerability through
terrain shielding and increased protective measures.

b.
Specifies levels of protection that correspond with the NBC threat, including
MOPP levels.

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DODDOA-007546
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Establishes procedures for receiving and submitting reports on threat use of NBC weapons, if different from those in the TSOP. d. Develops monitoring and survey plans that establish policies and procedures for subordinate units' survey, monitor, and decontamination teams' operations. e. Develops personnel, equipment, and support site decontamination plan that establishes priorities for decontamination in coordination with the Support Operations Section. f. Establishes coordination procedures for requesting additional support. g. Provides commander's radiation exposure guidance. h. Establishes nuclear, biological and chemical medical evacuation and treatment support procedures in coordination with S1 and the supporting medical element.. . i. Establishes alternate methods and levels of support in coordination with Support Operations Section. j. Consolidates NBC information into appropriate format IAW the TSOP. k. Forwards the NBC defense plan to the S2/S3 for approval or modification. I. Disseminates the NBC defense plan to all appropriate staffs sections and subordinate units using analog and digital communications.
3. S2/S3 Section prepares OPSEC plan. a. Identifies established policies and procedures in the battalion TSOP. b. Identifies threat intelligence collection capabilities. c. Identifies EEFI indicators that affect or compromise information. d. Identifies all countermeasures and deception requirements, including defense against DE devices. e. Transcribes required information from higher HQ OPSEC annexes to OPLAN. f. Consolidates OPSEC information into appropriate format IAW the TSOP. g. Forwards draft OPSEC plan to S2/S3 for approval or modifications. h. Disseminates OPSEC plan to all battalion staff sections and subordinate units using analog and digital communications. .
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE

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DODDOA-007547
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION
UNIT MINISTRY TEAM
TASK: Plan Rear Operations (63-1 -4014) (FM 101-5) . (AR 380-19) . (FM 100-10). (FM 101-5-1) . (FM 3-4). (FM 7-20) (AR 530-1) (FM 3-19.30)

ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The commander has approved the supporting commander's (operation) estimate and provided his decision and concept of operations. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPLAN/OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. The XO assigns responsibilities for the preparation of rear operations annex to S2/S3. The S2/S3 has staff responsibility for consolidation, publication, and distribution of the rear operations annex. The responsible rear operations command and control element has provided input for the battalion's participation and integration into rear operations. The S2/S3 Section continuously receives messages from higher, adjacent, and lower • echelons by analog and/or digital communications and by courier. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Rear operations annex is prepared IAW FM 101-5 and TSOP, and conforms to the commander's and supporting rear operation element's guidance. At MOPP4, performance degradation factors increase rear operations annex completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S2/S3 Section develops direct and indirect fire plan. (061-283-1002, 061-283­6003, S3-9060.00-1000)
a.
Identifies boundaries as assigned by the higher HQ and/or supporting rear operations command and control element.

b.
Identifies probable enemy avenues of approach and their effects on the battalion's area of responsibility.

c.
Assigns boundaries to all subordinate units and separate elements using

analog and/or digital communications. NOTE: Boundaries should be based on number of personnel assigned, type of weapons systems, mission of unit and METT-TC.
5 - 163
DODDOA-007548
.

TASK STEPS AND PERFORMANCE MEASURES
d.
Identifies weapon systems that are available to the battalion in coordination with the supporting rear operations element.

e.
Identifies probable engagement areas.

f.
Selects target reference points in coordination with designated fire support element.

g.
Prioritizes defense of sustainment bases and facilities in coordination with the Support Operations Section and supporting rear operations element.

h.
Develops fire support request and coordination measures in coordination with designated fire support element.

2. S2/S3 Section develops mobility and countermobility plan. (01-1940.00-1001)
a.
Identifies all obstacle constraints and restrictions in the higher HQ and/or supporting rear operations elements plan.

b.
Identifies all possible obstacles by location and type.

c.
Identifies all available obstacle assets.

d.
Coordinates additional support requirements with the S4 and supporting engineer element using analog and/or digital communications.

3. S2/S3 Section develops air defense plan. (01-0401.20-0001)
a.
Identifies all established air defense policies and procedures in the higher HQ OPLAN/OPORD and the battalion TSOP.

b.
Identifies probable air avenues of approach.

c.
Establishes air defense priorities for designated areas and facilities in coordination with supporting rear operations and air defense elements.

d.
Establishes air defense assistance coordination measures.

e.
Establishes air defense warning signals, if different than those set forth in TSOP.

4. S2/S3 Section develops battalion internal response force plan.
a.
Identifies response force composition and requirements in the TSOP.

b.
Revises response force structure and subordinate units' taskings as dictated by current tactical situation.

c.
Identifies battalion assembly point location(s).

d.
Coordinates additional equipment/supply requirements with the S4 Section.

e.
Develops response force training plan.

f.
Tasks subordinate elements to provide required personnel and equipment for battalion response force based on present for duty strength and current mission.

5. S6 Section develops communications plan.
a.
Develops intra-base cluster analog and/or digital communications plan that encompasses all units located within the battalion's area of responsibility.

b.
Develops external analog and digital communications plan that interfaces with higher HQ, supporting rear operations element, fire support, and air support elements.

c.
Designates rear operations passwords, call signs, frequencies, and procedures.

d.
Coordinates overall analog and/or digital communications plan with supporting signal element and supporting rear operations element.

e.
Establishes a messenger system with runner as a backup communications system.

6. S4 Section develops logistics plan in coordination with S1 Section.
a. Calculates tentative logistics requirements for response force and external reaction forces.
GO NO-GO
5 - 164
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Designates responsibility for resupply of equipment and supplies to specific
subordinate units.

c.
Coordinates medical treatment and evacuation plan with the supporting
medical element.

7. S2/S3 Section coordinates rear operations for battalion elements in other areas
of responsibility.

a.
Coordinates subordinate units' responsibilities with the rear operations
element responsible for that area.

b.
Establishes rear operations policies, procedures, and reports for units
outside battalion's area of responsibility.

8. S4 Section develops ADC plan in coordination with the S2/S3 Section.
a.
Identifies all established policies and procedures in higher HO OPLAN and
the battalion TSOP.

b.
Calculates probable ADC requirements in the battalion's area of
responsibility.

c.
Identifies current ADC assets within the battalion.

d.
Coordinates additional support requirements with the higher HQ S4 Section.

e.
Assigns specific functions to all subordinate units IAW battalion TSOP.

f.
Coordinates ADC plans and procedures with the supporting MP element.

g.
Coordinates ADC priorities with Support Operations and S2/S3 Sections.

h.
Identifies alternate operational sites or alert sites in coordination with
Support Operations Section and supporting rear operations element.

i.
Establishes warning or alert system, if different from battalion TSOP.

j.
Develops ADC training and rehearsal plan.

9. S2/S3 Section prepares rear operations annex.
a.
Consolidates input into appropriate format IAW FM 101-5 and TSOP.

b.
Coordinates draft rear operations annex with all other battalion staff
sections.

c.
Forwards draft rear operations annex to S2/S3 for approval or modification.

d.
Distributes annex to all appropriate battalion staff sections, subordinate
units, and supporting rear operations element using appropriate analog or
digital communications.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
-.
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number Task Title References

061-283-1002 LOCATE A TARGET BY GRID STP 21-24-SMCT COORDINATES 061-283-6003 ADJUST INDIRECT FIRE STP 21-24-SMCT
OPFOR TASKS AND STANDARDS: NONE
5 - 165
DODDOA-007550
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Establish Communications (63 -1 -4017)
. .
-(FM 24-16). (AR 380-19). (AR 380-19-1)
(AR 530-1). (FM 24-18) (FM 24-22)
(FM 24-35) (FM 24-35-1)

ITERATION:. 1.2 3 4.
5.M -.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Battalion communications personnel have accompanied the advance party to the new area. The TSOPs, OPORDs, and other required documents are available. The battalion advance/quartering party has secured the new area. The location for the LOC is identified. The analog and/or digital communication plan is available. Equipment and personnel are available. Initial communications are established by the advance communications element. Message service is provided on a 24-hour basis. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Analog and/or digital communications, local area networks, and generator power are established IAW the communication plan, OPORD, SOI/SSI, and TSOP. At MOPP4 performance degradation factors increase the time required to establish communication.
NOTE: All subtasks and performance measures below must be performed by S2/3 Section in headquarters without a S6 Section.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
" 1. S6 organizes communications element of the advance/quartering party.
a.
Selects branch personnel to perform all communication setup tasks at new location.

b.
Selects required vehicles and equipment to establish communications at the new site IAW movement order or TSOP.

c.
Coordinates area analog and digital communication system support at the new location with supporting signal element.

d.
Inspects personnel, vehicles, and equipment prior to departure for compliance with TSOP and commander's guidance.

e.
Dispatches communications element to assembly area.

f.
• Ensures radio communications exist during a move between the start point and release point.

2. S6 Section provides assistance for area communications system hookup.
5 -166
DODDOA-007551
.

TASK STEPS AND PERFORMANCE MEASURES
a.
Identifies location of the battalion switchboard in coordination with headquarters advance element leader.

b.
Identifies all other elements that require area communication system hookup.

3. S6 Section installs local and area networks.
a.
Determines communications service requirements.

b.
Ensures analog and/or digital communications links with higher, adjacent, subordinate, and supported units.

c.
Plans backup means of communications.

d.
Implements backup or alternate means of communications.

4. S6 performs system/software security manager functions.
a.
Issues passwords.

b.
installs anti virus software.

c.
Performs CSSCS network management functions in support of Support Operations Section.

d.
Coordinates with the CSSAMO to resolve application problems with CSS STAMIS and CSSCS.

e.
Advises the commander, staff and subordinate units on communications matters.

f.
Coordinates with Support Operations Section to ensure COOP is included in communications estimate/plan.

5. S6 Section establishes wire communications.
a.
Identifies locations of all subordinate units' CPs.

b.
Plans wire and telephone installation.

c.
Prepares a telephone traffic diagram.

d.
Installs telephone switchboard.

e.
Installs telephones.

f.
Lays wire for communications between switchboard and other subordinate units.

g.
Establishes wire communications between LOC and switchboard.

h.
Establishes other wire communications between switchboard and other subordinate units when area signal support personnel arrive.

i.
Tests each telephone circuit to ensure there are no breaks in the wire system.

j.
Operates the battalion switchboard.

*
6. S6 selects radio communications site.

a.
Selects best location for primary common site based on tactical and technical requirements in coordination with the advance/quartering party leader.

b.
Identifies support requirements for common site, such as fuel, water, maintenance, and rations.

c.
Selects alternate communications site(s).

d.
Selects locations away from power lines and other friendly sources of frequency interference.

e.
Establishes physical security control of COMSEC material and documents containing EEFI.

f.
Incorporates signal site defense plan with overall defense plan.

7. S6 Section establishes generator power.
a.
Selects generator power sites.

b.
Establishes fire and fuel storage points.

c.
Levels generator sets.

GO NO-GO
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DODDOA-007552
TASK STEPS AND PERFORMANCE MEASURES d. Conducts preoperational PMCS on generator sets. e. Grounds generator sets. f. Connects DC power cable. g. Performs generator starting procedures. h. Accomplishes transition to generator power with minimum interruption of communications. i. Constructs sound barriers and screening system to muffle noise and minimize heat signal. j. Operates generator sets IAW appropriate TM. GO NO-GO
8. S6 Section establishes a message center. a. Establishes primary and alternate messenger routes and schedules. b. Coordinates pickup and delivery times with users. c. Identifies type of messengers to be used. d. Establishes message control and accountability procedures.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO" .
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

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DODDOA-007553
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Operate the Support Area of Logistics Operations Center (63-1-4022) (FM 10-27-3). (AR 380-19). (AR 530-1) (FM 100-10). (FM 101-5). (FM 63-21)
ITERATION:. 1.2 3.
4.5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Support operations have commenced. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Support requirements are generated by the supported units. The LOC is divided into two major areas, the support and the tactical support areas. Staff officers and NCOs are at their assigned duty stations. The commander and XO have specified the composition of the LOC. Higher HQ and the battalion's subordinate units are deployed and operational. Tactical and logistics information is continuously received by analog and/or digital communications, CSS SIAM and courier. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Continuous support is provided in area of responsibility to sustain operations on a 24-hour basis. At MOPP4, performance degradation factors increase supervisory, managerial, administrative, and coordination completion times.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Support Operations Officer supervises external support operations. (01-9001.19-0002, 03-5104.00-0007, 03-5104.00-0026, 03-9001.12-0003)

a.
Directs, redirects, cross-levels or masses sustainment resources at critical
points within the battalion area of responsibility based on METT-TC and the
commander's guidance.

b.
Establishes intransit visibility and total asset visibility of sustainment
resources in and out bound to the battalion.

c.
Develops two-shift personnel schedules that maintain 24-hour operations.

d.
Conducts detailed work shift change briefings.

e.
Coordinates support policies and mission changes among subordinate units
with higher HQ and supported units.

f.
Monitors subordinate units' operational stockage levels by reviewing
CSSCS and STAMIS reports to ensure assets do not exceed requirements.

5 - 169
DODDOA-007554
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
g. Directs redistribution of support workload as driven by changing
requirements and priorities in support of operations.
h. Directs revision of customer lists as driven by changing requirements,
workload, and priorities.
i. Supervises coordination of weapons systems replacement as directed by
higher HQ.
j. Monitors transportation movement system to ensure efficient response to
higher HQ directions.
k. Supervises maintenance of the logistics support situation map(s).
I. Supervises preparation and submission of subordinate unit terrain
requirement data to supporting rear operations element.
m. Supervises operations of Support Operations Section to ensure compliance
with Service Support Annex and commander's guidance.
n. Supervises logistics planning for contingency operations.
o. Assigns liaison personnel to supported units, as required.
p. Provides operational briefings to the commander that provides actual status
of support to the supported units, as required.
q. Monitors cargo transfer/ terminal operations in subordinate and attached
direct support units.
r. Maintains visibility of flatracks in subordinate and attached direct support
units.
s. Supervises all critical items identified on the Commander's Tracked Items
List.
t. Monitors customer wait time/order ship time of sustainment resources
flowing to supported units.
u. Monitors empty flatracks located within area of responsibility to ensure
expeditiously returned to the distribution system.
2. Support Operations Section coordinates support operations within area of
responsibility. (071-329-1019)
a. Maintains situational awareness at all times using analog and digital
communications.
b. Maintains current analog/digital support situation map(s) posted with all
subordinate and supported unit locations.
NOTE: Manual postings should be within 50 meters of actual location.
c. Maintains current customer list that reflects changing requirements,
workload, and priorities of tactical operations.
d. Maintains current analog/digital support overlay (s) that shows locations of
support facilities and their hours of operations.
e. Monitors LOGSTAT reports from subordinate units to determine combat
support capabilities.
f. Coordinates redistribution of stock and/or assets to accommodate changing
requirements and priorities.
g. Coordinates stock status projections with supporting material management
element's commodity managers.
h. Coordinates changes to subordinate units support missions using analog
and digital communications.
i. Maintains a current mission essential item chart which reflects shortage
supply items, command controlled items, and current equipment combat
losses.
j. Coordinates reorganization requirements with higher HQ staff element and
supported units using analog and digital communications.
3. Support Operations Section supervises weapon systems replacement missions
assigned by higher HQ.
5 - 170
DODDOA-007555

TASK STEPS AND PERFORMANCE MEASURES
a.
Coordinates weapon systems replacement operations at the designated subordinate unit(s) using analog and digital communications.

b.
Coordinates crew replacement with the replacement regulating element based on replacement requirements identified in SIDPERS reports using analog and digital communications.

4. Support Operations Section prepares FRAGO to service support annex.
a.
Prepares the operational changes as specified by Support Operations Officer based on supplemental information.

b.
Completes the message form format IAW TSOP within the time specified by commander's or Support Operations Officer's guidance.

c.
Forwards draft FRAGO to Support Operations Officer for review and approval.

d.
Forwards approval FRAGO to S2/S3 Section for publication.

e.
Disseminates FRAGO to all affected elements using analog and/or digital communications.

5. Support Operations Section maintains section workbook.
a.
Annotates information from incoming messages and reports under appropriate heading and cross-reference.

b.
Annotates in "Remarks" informal evaluation of the information, as required.

c.
Deletes all obsolete information from workbook.

d.
Formats workbook IAW TSOP.

6. Support Operations Sections maintains daily staff journal and journal files.
a.
Posts all entries as prescribed by FM 101-5 and TSOP.

b.
Posts data immediately upon receipt or dispatch or occurrence of events.

c.
Describes accurately and concisely information or event(s) that have occurred.

d.
Specifies actions taken upon receipt or dispatch of information.

e.
Maintains current file that contains material necessary to support entries in the daily staff journal.

7. Support Operations Section coordinates internal requirements with battalion S1 and S4.
a.
Maintains current status of subordinate units' personnel strengths that directly effect the support mission.

b.
Maintains current status of subordinate units' supplies and equipment operational readiness that directly affects the support mission.

8. Support Operations Sections coordinates tactical situation with the S2/S3.
a.
Monitors tactical situations for indications that have or may affect support mission accomplishment.

b.
Coordinates repositioning of base locations based on tactical situation with S2/S3 Section.

c.
Adjusts current operations in coordination with the S2/S3 Section based on NBC implications.

9. Support Operations Section maintains current logistics and combat health services status.
a.
Monitors brigade radio nets, the common operational picture, FBCB2, and ATCCS messaging to track the current battle.

b.
Maintain Situational Awareness (SA) in the common operational picture (COP).

(1) Monitor actions that trigger preplanned logistics actions.
GO NO-GO
_
5 - 171
DODDOA-007556
TASK STEPS AND PERFORMANCE MEASURES (2) Coordinates adjustments to throughput schedules based on the tactical situation. c. Maintains the logistics overlay using the CTP. d. Maintains the logistics synchronization matrix using CSSCS. e. Maintain status of all units in the brigade task force using CSSCS. f. Monitor the requisition, acquisition, storage, and distribution of supplies using CSSCS. g. Monitors the distribution of the controlled supply of ammunition using CSSCS. h. Monitors the maintenance status of damaged/nonmission capable vehicles using CSSCS and projects their expected availability. i. Makes recommendations to the FSB commander based upon the tactical situation where logistics support is about to surge. j. Monitor Weapon System Replacement Operations (WSRO). k. Monitor Graves Registration and Mortuary Affairs activities. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
Task Number SUPPORTING INDIVIDUAL TASKS Task Title. 071-329-1019.USE A MAP OVERLAY References STP 21-24-SMCT
OPFOR TASKS AND STANDARDS: NONE

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DODDOA-007557
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PLANS-OPERATIONS BR COMMO BR
TASK: Operate Tactical Support Area of the Logistics Operations Center (63-1-4037) (FM 101-5). (AR 380-19). (AR 530-1) (FM 100-10). (FM 3-3). (FM 3-4) (FM 3-5)
ITERATION:. 1.2.3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Battalion's support operations have commenced. The LOC is divided into two major areas, the support and the tactical support areas. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or analog device. The unit, higher, and lower TSOPs are available. Threat has the capability to employ units in rear areas, to disrupt support to fighting units, and to use. EW to disrupt communications. The operation of the LOC is required to coordinate the battalion's tactical activities. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All tactical information relative to the battalion's survival is disseminated to all subordinate and attached units. At MOPP4, performance factors minimally degrade LOC operational efficiency.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. S2/S3 supervises tactical support area operations. (01-1940.00-1001, 01­0401.20-0001)

a.
Assigns specific areas of responsibility and work shifts to all assigned staff
members for a 24-hour operation.

b.
Enforces sleep plans that are consistent with phases of the operation.

c.
Monitors the performance of personnel in their functional areas to ensure
compliance with established guidance and the TSOP.

d.
Conducts detailed shift change briefings.

e.
Provides briefing on current tactical situation to the commander and/or XO.

f.
Coordinates tactical support area operations with higher, adjacent and
lower HQ using analog and/or digital communications or MTS.

g.
Disseminate information to higher, adjacent and lower HQ using analog
and/or digital communications or MTS.

h.
Conducts continuous intelligence preparation of the battlefield.

2. S6 Section maintains analog and/or digital communications systems.
a.
Monitors all radio/digital networks in order of priority as specified in the
OPORD and/or TSOP.

b.
Operates battalion NCS IAW TSOP, OPORD, and SOI/SSI.

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DODDOA-007558
TASK STEPS AND PERFORMANCE MEASURES
c.
Develops alternate communications plan for implementation when established methods are disrupted or fail.

d.
Issues passwords to subordinate and attached units.

e.
Installs anti-virus software on automation equipment belonging to subordinate and attached units..

3. S2/S3 Section disseminates intelligence and weather information.
a.
Inspects intelligence summaries and reports for pertinency to battalion operations and security.

b.
Inspects weather reports for data that could have significant effects on the battalion's security.

c.
Forwards pertinent intelligence and weather information to all subordinate units using analog and digital communications.

4. S2/S3 Section supervises battalion's participation in the higher HQ OPSEC plan. (03-3711.12-0001, 03-3711.12-0002)
a.
Disseminates higher HQ countermeasure requirements to all subordinate units using analog and/or digital communications.

b.
Supervises implementation of countermeasures that overcome threat capabilities in SIGINT, HUMINT, and imagery collection.

c.
Inspects subordinate units' positions for OPSEC compliance and effectiveness.

d.
Provides feedback reports to higher HQ on activities that affect OPSEC measures using analog and/or digital communications.

5. S2/S3 Section coordinates NBC defense activities. (031-503-3008, 04-5030.00-2007, 04-5030.00-2008)
a.
Disseminates higher HQ NBC data that pertains to battalion operations to all subordinate units using analog and/or digital communications.

b.
Supervises NBC defense preparations as directed by the higher HQ staff element and/or the commander.

6. S2/S3 Section performs tactical support area duties.
a.
Maintains situational awareness at all times using analog and/or digital communications.

b.
Maintains current staff journal(s) entries IAW current command policy and TSOP.

c.
Maintains current analog/digital operational maps and overlays depicting all friendly and enemy locations within 50 meters of actual location that affect the battalion's operations.

NOTE: All manual entries are posted within 50 meters Of actual location.
d.
Maintains section workbook(s) that contain incoming messages and reports under the appropriate heading and cross-references.

e.
Maintains current journal files that contain material necessary to support all daily staff journal entries.

f.
Maintains current NBC analog/digital situation maps and overlays.

'.TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
5 - 174
GO NO-GO
M TOTAL
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title. References

031-503-3008.IMPLEMENT MISSION-ORIENTED.STP 21-24-SMCT PROTECTIVE POSTURE
OPFOR TASKS AND STANDARDS: NONE

5 - 175
DODDOA-007560
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION
UNIT MINISTRY TEAM
TASK: Maintain Communications (63-1-4041)
(FM 24-35) (AR 380-19) (AR 380-19-1)
(AR 530-1) (FM 24-18) (FM 24-33)
(FM 24-35-1) (FM 3-4)
ITERATION: 1.2.3 4.
5.M.(Circle)

COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: Operations have commenced. Coordination of operations is conducted by analog and/or digital means of communications and courier. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. The threat is capable of locating, identifying, and rapidly exploiting all types of communications. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in
MOPP4.
TASK STANDARDS: Uninterrupted 24-hour analog and/or digital communications is provided to battalion HQ and all subordinate units through one or more external means. At MOPP4, performance degradation factors increase the time required to maintain the communications system.
NOTE: All subtasks and performance measures of this tasks must be performed by S2/3 Section in
headquarters without an S6 Section.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S6 Section performs functions related to information technology operations.
a.
Exercises staff supervision over communications services.

b.
Identifies requirements for communications services.

c.
Issues passwords to subordinate and attached units.

d.
Installs software on automation equipment belonging to subordinate and attached units..

e.
Performs CSSCS network management functions.

f.
Coordinates with CSSAMO to resolve application problems with CSS STAMIS and CSSCS.

g.
Identifies communications links with higher, adjacent, subordinate, and supported units.

2. S6 Section performs network management functions for all tactical automation.
a.
Troubleshoots hardware needing repair.

b.
Monitors contractor repair performance.

5 - 176
DODDOA-007561
.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Collects status from subordinate and attached elements for the Army Battlefield Command System and the CSSAMO for CSS STAMIS.
3. S6 Section performs functions in support of local area networks.
a.
Installs local area networks.

b.
Operates local area networks.

c.
Operates the battalion switchboard.

d.
Serves as net control station.

e.
Performs unit level maintenance on all communications electronic equipment in HQ element.

4. S6 Section operates NCS.
a.
Opens net IAW current SOI/SSI.

b.
Challenges all stations in net as required in the SOI/SSI.

c.
Controls entry and departure of all stations.

d.
Corrects all errors in net operating procedures.

e.
Enforces station and net restrictions.

f.
Observes radio and listening silence periods as prescribed by Division OPORD or the commander's directives.

g.
Completes transition to extended range of radio station within 15 minutes, if required.

h.
Remote radio station(s) at least one kilometer, if required.

5. S6 Section manages message traffic. (113-573-8006)
a.
Processes messages by precedence, date, and time group IAW the TSOP.

b.
Processes incoming messages without errors.

c.
Forwards incoming messages to appropriate element or section.

d.
Checks outgoing messages for completeness and readability.

e.
Employs approved radiotelephone procedures.

f.
Transmits messages IAW precedence, correct format, and prescribed text.

g.
Employs approved codes and brevity lists when transmitting the names of persons, places, and sensitive information.

h.
Decrypts all incoming messages.

i.
Encrypts all outgoing messages.

j.
Transmits messages for no longer than 20 seconds.

k.
Employs lowest operational power setting consistent with operational requirements.

I.
Monitors radio communications during unit moves between the SP and the RP.

6. S6 Section employs SIGSEC measures.
a.
Employs COMSEC measures IAW SOI/SSI to deny friendly
telecommunications information to the enemy.

b.
Employs ELSEC measures IAW SOI/SSI to protect electromagnetic transmissions, other than communications devices, from threat detection.

c.
Evaluates TEMPEST controls to identify emanation vulnerabilities and countermeasures.

d.
Processes initial MIJI Feeder Voice Template Reports from assigned and attached elements.

e.
Forwards MIJI Feeder Voice Template Reports to Division HQ and supporting signal element IAW TSOP and SOI/SSI.

7. S6 Section maintains landline communications.
a. Maintains wire communications between the battalion CP and all assigned and attached elements.
5 - 177
DODDOA-007562

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Maintains a hot loop between the CP and all assigned and attached
elements, if switchboard is not available.

c.
Establishes messenger runner when land communications is inoperative.

8. Radio operators implement remedial ECCM.
a.
Identify whether the source of interference is internal or external by the
radio antenna.

b.
Continue to operate in an attempt to communicate through the jamming.

c.
Switch to high power on receiver-transmitters.

d.
Recommend distant stations switch to high power.

e.
Relocate radio set (mobile units) to take advantage of terrain features to
reduce the effects of jamming.

f.
Relocate the antenna to take advantage of terrain features to reduce the
effects of jamming.

g.
Submit initial MIJI Feeder Voice Template Report to supporting Signal
Telecommunications Battalion (Area) signal element using analog and/or
digital communications or appropriate BFACS.

h.
Reroute message traffic using alternate means of communications such as,
relay (through another station) or wire.

i.
Request (using alternate means) that the net change to a backup
frequency.

9. Radio operators implement AM remedial ECCM.
a.
Identify whether the source of interference is internal or external by the
radio antenna.

b.
Continue to operate in an attempt to communicate through the jamming.

c.
Check for intentional or unintentional interference.

d.
Check equipment grounding.

e.
Use radio frequency gain/frequency vernier in an attempt to work through
the jamming.

f.
Relocate the radio set (mobile units) to take advantage of terrain features to
reduce effects of jamming.

g.
Relocate the antenna to take advantage of terrain features to reduce the
effects of jamming.

h.
Submit MIJI Feeder Voice Template Report to the Signal
Telecommunications Battalion (Area) signal element using analog land
digital communications or appropriate BFACS.

i.
Reroute message traffic using alternate means of communications such as,
relay (through another radio station), FM, or wire.

j.
_Request (using alternate means) that the net change to alternate frequency.

10. S6 Section maintains generator power.
a.
Operates generators IAW appropriate TM.

b.
Constructs sound barrier and screening system to muffle noise and
minimize heat signature.

c.
Constructs fuel storage and fire control point for all generators as
prescribed by the TSOP and commander's guidance.

11. S6 Section provides unit level maintenance support.
a.
Responds to calls for assistance within 30 minutes.

b.
Makes organizational level repairs on communications equipment.
c.. Evacuates equipment to DS maintenance unit.

d.
Maintains authorized PLL levels.

e.
Picks up repaired equipment from DS maintenance unit.

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DODDOA-007563
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number. Task Title. References

113-573-8006 ..USE AN AUTOMATED SIGNAL OPERATION STP 21-24-SMCT INSTRUCTION (SOI)
OPFOR TASKS AND STANDARDS: NONE
5 - 179
DODDOA-007564
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PAC SECTION
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC
S4 SECTION
UNIT MINISTRY TEAM

TASK: Provide Command and Control (63-1-4045) (FM 10-27-3). (AR 530-1) (FM 100-10) (FM 101-5). (FM 3-100.4) (FM 3-4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: Support operations have commenced. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander. The unit, higher, and lower TSOPs are available. During operations, members of the Command Section become casualties. Field expedient and natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Command Section commands and controls all subordinate unit activities IAW plans, established policies and directives, and the TSOP. At MOPP4, performance degradation factors increase time of decision making procedures and activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Command Section supervises activities of subordinate units. (03-9001.10-0004,
03-9001.13-0001)

a.
Directs, redirects, cross-levels or masses logistics and CHS resources
within area of responsibility based on guidance from higher HQ and METT-
TC.

b.
Monitors performance of subordinate elements to ensure required level of
efficiency as prescribed in plans, policies, directives, and the TSOP, is
maintained.

c.
Monitors support plans to determine overall effectiveness.

d.
Assigns specific tasks to subordinate units.

e.
Monitors implementation of decisions, directives, and instructions to
determine subordinate units' compliance.

f.
Issues FRAGOs to implement changes to the OPORD and annexes using
analog and/or digital communications.

g.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

5 - 180
DODDOA-007565
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
2. XO supervises staff activities.

a.
Implements commander's directives in staff planning and policy making.

b.
Formulates staff operating policies.

c.
Supervises maintenance of master policy files.

d.
Monitors all staff actions for conformity to commander's guidance.

e.
Coordinates assigned mission with subordinate units' commanders using
analog and/or digital communications.

f.
Supervises the operations of the LOC. •

3. Command Section exchanges information.
a.
Transforms pertinent information into usable data for decision making.

b.
Coordinates information exchange within, and with higher, adjacent, and
subordinate units using analog and digital communications.

c.
Conducts operational briefings as necessary.

4. Command Section provides staff liaison.
a.
Provides planning assistance to any supported units, if requested.

b.
Provides assistance in planning contingency operations, when required.

5. Command Section maintains policy files.
a.
Maintains current policy files by tabbing and indexing.

b.
Maintains current staff journals.

c.
Maintains current section's workbook files.

d.
Maintains current section situation maps and overlays using analog and/or
digital communications.

6. Command Section reacts to loss of key personnel.
a.
Realigns staff based on line of succession or commander's guidance.

b.
Maintains continuity of operations.

c.
Forwards casualty reports to higher HQ S1 Section using analog and/or . digital communications.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 181
DODDOA-007566
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PLANS-OPERATIONS BR
COMMO BR
SUPPORT OP SEC

TASK: Operate Base Cluster Operations Center (63-1-4050) (FM 10-27-3). (AR 380-19) (AR 530-1) (FM 100-10). (FM 101-5) (FM 3-4)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T.P U.(Circle)
CONDITIONS: Enemy units have been spotted in the support area. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Initial reports indicate the threat potential is Level II or III. During Level II and III threats, the tactical portion of the ALOC assumes the duties of a BCOC. Threat has the capability to employ units into the rear areas to disrupt support to forward areas. The rear operations annex and TSOP are available. Threat information is provided by the higher HQ staff element and/or the supporting rear operations element. The operation of the BCOC is required to coordinate defensive measures in the assigned battalion area. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: All defensive reactions and survival techniques are coordinated and orchestrated by the BCOC IAW rear operations plan and the TSOP. At MOPP4, performance degradation factors minimally decrease BCOC operational efficiency.
NOTE: S2/3 Section must perform all task steps, if unit does not have an S6 Section.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S6 Section establishes rear operations communications network.
a.
Maintains analog and/or digital communications with the BCOC.

b.
Establishes analog and/or digital communications with the supporting rear
operations element.

c.
Establishes analog and/or digital communications with the higher HQ staff
element.

d.
Establishes analog and/or digital communications with higher and lower
HQ.

e.
Develops alternate communications plan that is implemented when
established methods are disrupted or fail.

2. S2/S3 Section coordinates base cluster defensive activities.
a.
Consolidates base defense plans into the overall battalion defensive plan.

b.
Consolidates base ADC plans into the overall battalion ADC plan.

5 - 182
DODDOA-007567
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Prepares priority listing that identifies the support facilities that have the greatest impact on the current operation. d. Conducts base assessment of each base and its defense measures to
ensure compliance with the rear operation plan. e. Forwards battalion sector's tactical situation and status to higher HQ and supporting rear operations element using analog and/or digital communications. f. Corrects all identified base defense weaknesses in coordination with base commanders.
g. Maintains current IPB as products are disseminated by higher HQ and supporting rear operations element. h. Designates internal response force based on number of personnel, type weapons, and current mission of each base in the battalion area. i. Establishes coordination with MP units and other available response forces to plan response to Level II or III threat using analog and/or digital communications.
j. Coordinates NBC defense operations with higher HQ and supporting rear operations element using analog and/or digital communications. k. Provides input to the commander and XO on positioning newly arriving units in the battalion area.
3. S2/S3 Section coordinates preengagement preparation measures. a. Plots location(s) of threat force on the analog/digital situation map(s) as SPOTREPs are received. b. Disseminates current threat size and location to all subordinate units using analog and digital communications. c. Forwards all SPOTREPs to higher HQ and supporting rear operations element using analog and/or digital communications. d. Implements defense condition level consistent with threat size and equipment. e. Directs redeployment of all isolated support teams and supply points to closest BDOC in coordination with the supporting rear operations element. f. Directs preliminary loading of all nonessential equipment and supplies, and positioning of vehicles for immediate exit by all subordinate units. g. Briefs commander and XO on current tactical situation to include redeployment recommendations.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"a" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE

5 - 183
DODDOA-007568
ELEMENTS: COMMAND SECTION
S-1 SECTION
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
S-1 SECTION/PAC
MAINT SEC
PLANS-OPERATIONS BR
COMMO BR
S4 SECTION

TASK: Direct Response to Threat Actions (63-1-4052)
(FM 10-27-3). (AR 380-19) (AR 380-19-1)
(AR 530-1). (FM 101-5) (FM 3-19.30)
(FM 3-4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Enemy elements have been sighted in the battalion's AO. Reports indicate the threat potential at Level II or III. The BCOC is operational. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documehts has been forwarded to the commander's digital or analog devices. The unit, higher, and lower TSOPs are available. Bases in the cluster have reported Level I attacks. Subordinate elements are providing current SITREPs. Threat information is provided by the higher HQ staff element and the supporting rear operations element. SCPE is on hand. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task
should be performed in MOPP4.
TASK STANDARDS: The enemy is repelled and/or delayed until battalion is relieved by MP elements or a TCF. The battalion's pre-established degradation of support is maintained. At MOPP4, performance degradation factors minimally decrease rear operations activities.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. BCOC makes appropriate response determination. (S3-8987.01-0001)
a.
Verifies threat level(s).
b.-Identifies capability of base(s) being threatened.

c.
Verifies base(s) priority as established by the defense plan.

2. BCOC reports threat location and size.
a.
Maintains situational awareness at all times using analog and/or digital
communications.

b.
Maintains analog/digital map surveillance of enemy force as information is
received in subordinate unit's SPOTREP.

c.
Forwards SPOTREP to higher HQ staff element and/or supporting rear
operations element using analog and/or digital communications or
appropriate BFACS.

d.
Disseminates current threat information to all subordinate units using
analog and/or digital communications or appropriate BFACS.

3. BCOC coordinates base cluster response. (01-3301.02-0011, 04-5030.00-2007,
01-0401.20-0001, 04-5030.00-2006)

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DODDOA-007569
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a. Maintains situational awareness at all times using appropriate BFACS. b. Maintains digital communications with all elements using appropriate BFACS.
c. Establishes security level consistent with threat size and equipment. d. Forwards SITREP to higher HQ staff element and supporting rear operations element as situation changes. e. Reports current situation to subordinate units as soon as situation changes. f. Recalls isolated support elements to predetermined defensive positions within the base cluster.
g. Assembles internal response forces at predesignated rally points as prescribed by defense plan. h. Coordinates internal response force commitment with the higher HQ staff element and supporting rear operations element. i. Directs internal response force maneuvers to delay and deny the enemy penetration into established lines. j. Coordinates MP, CAS, and preplanned indirect fire support with higher HQ staff element and supporting rear operations element, as appropriate. k. Identifies projected degradation levels within the .battalion in coordination with the higher HQ staff element and all major customer units. I. Forwards identified degradation levels to higher HQ staff element. m. Maintains current analog/digital situation maps showing current locations of all friendly and enemy forces. n. Coordinates additional security requirements for movement of support through affected areas with higher HO staff element and supporting rear operations element. o. Coordinates threat NBC activities with higher HQ staff element Section and/or supporting rear operations element. p. Makes recommendations to commander on partial or total suspension of all support functions until threat is driven from the AO or the MPs or TCF relieves the units.
q. Directs repositioning of units in base cluster(s) for better defensive position that is consistent with the tactical situation.
r. Downgrades security level as the threat is driven from- area or defeated.
4. BCOC supervises reorganization of base cluster defense. a. Performs damage assessment of area of responsibility by reviewing SITREPs from cluster subelements.
b. Directs cluster defense plan adjustments, as required. c. Coordinates base cluster resupply plan with the S4 Section, higher HQ S4 Section, and supporting rear operations element using appropriate analog and/or digital communications or BFACS.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

5 - 185

DODDOA-007570

OPFOR TASKS AND STANDARDS: NONE
5 - 186

DODDOA-007571

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PLANS-OPERATIONS BR COMMO BR S4 SECTION
TASK: Direct Area Damage Control Operations (63-1-4053)
(FM 10-27-3). (FM 100-14) (FM 3-100.4)
(FM 3-19.30). (FM 3-3) (FM 3-4)
(FM 3-5). (FM 5-103)
ITERATION:. 1.2.3 4.
5.M.(Circle)

COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Enemy attacks have caused destruction to units and facilities in the battalion's area. The battalion HQ has analog and/or digital communications with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital and/or analog device. The unit, higher, and lower TSOPs are available. Limited support operations are reinstated. Complete restoration of support operations is required for sustainment of combat operations. ADC teams are designated. The commander has established ADC priorities. Limited assistance is provided by the higher HQ. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Restoration activities are conducted and additional requirements are coordinated IAW commander's priorities and guidance, OPORD, and TSOP. At MOPP4, performance degradatiOn factors minimally decrease ADC activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. BCOC and S4 Section establish Control and Assessment CP.
a.
Identify personnel requirements for Control and Assessment CP.

b.
Identify established policies and procedures by reviewing the rear operations annex and the TSOP.

c.
Set up ADC situation maps.

2. BCOC and S4 Section coordinate base cluster restoration activities using analog and/or digital communications or appropriate BFACS.
a.
Identify requirements and taskings by reviewing ADC plan and TSOP.

b.
Alert Control and Assessment Teams.

c.
Establish ADC communications to transmit all required communications.

d.
Coordinate ADC operations with higher HQ S2/S3 Section and supporting rear operations element.

e.
Maintain ADC situation maps.

f.
Establish control of affected subordinate units.

g.
Calculate damage control effectiveness of subordinate units.

h.
Release operational subordinate units to commanders for continuance of support mission.

i.
Forward unit effectiveness reports to higher HO S2/S3 Section and supporting rear operations element.

5 - 187
DODDOA-007572
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
j.
Provide ADC operational update to commander.

k.
Monitor environmental stewardship protection program procedures JAW FM
3-100.4.

3. BCOC and S4 Section direct recovery activities. (031-503-3004, 04-5030.00-
2020)

a.
Establish priorities for affected facilities.

b.
Task subordinate elements for rescue and decontamination teams, as
required.

c.
Provide locations of decontamination sites to subordinate units.

d.
Identify locations of emergency food, clothing, water, and shelter.

e.
Coordinate emergency treatment and evacuation with the supporting
medical element using appropriate BFACS.

f.
Monitors environmental stewardship protection program procedures IAW
FM 3-100.4.

4. BCOC and S4 Section coordinate additional support requirements.
a.
Coordinate engineer support with supporting rear operations element.

b.
Coordinate MP support with supporting rear operations element.

c.
Coordinate EOD support with supporting rear operations element.

d.
Coordinate labor support with supporting rear operations element.

e.
Coordinate additional ADC requirements with higher HQ S2/S3 Section
using analog and/or digital communications or appropriate BFACS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS .
Task Number Task Title. References
031-503-3004.SUPERVISE THE CROSSING OF A .STP 21-24-SMCT CONTAMINATED AREA
OPFOR TASKS AND STANDARDS: NONE

5 - 188
ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Plan Battalion Deployment Upon Receipt of a Warning Order (63-1-4873)
-
(FM 10017). (FM 101 -5). (FM 5565)
-
ITERATION:. 1.2 3.
4.5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Higher HQ is at a normal state of deployment readiness and receives a warning order to go to an increased deployability posture in preparation for overseas deployment. The SDO or 1 SG has notified the commander. This task occurs concurrently with directing deployment alert activities. The movement plan, recall plan, RSOP, TSOP security plan, unit access rosters, and current maps are available. Higher HQ's subordinate units are deploying as part of the higher HQ deployment. The higher HQ communicates with subordinate units by analog and/or digital means of communication, automation systems, and courier. Deployment planning activities are performed day or night under all environmental conditions, except NBC.
This task should not be trained in MOPP4.
TASK STANDARDS: Movement plans are completed IAW governing regulations and higher HQ directions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. Commander directs deployment planning IAW higher HQ guidance.
a.
Identifies deployment mission requirements by reviewing the WARNO and
appropriate CONPLAN.

b.
Briefs staff on deployment mission.

c.
Provides planning guidance to staff and subordinate units.

d.
Directs S2/S3 to verify details of mission.

e.
Directs S2/S3 to update the OPLANs.

f.
Directs S2/S3 to validate subordinate units' movement plans.

g.
Directs security officer to initiate security plan.

h.
Directs XO to prepare commanders briefing.

i.
Conducts commander's briefing.

j.
Verifies readiness status.

*
2. XO coordinates staff planning.

a.
Implements commander's directives in staff planing and policy making.

b.
Assigns staff responsibilities for preparing movement/deployment plans.

c.
Monitors all staff actions for conformity to commander's guidance.

d.
Coordinates deployment mission with subordinate unit commanders..

e.
Consolidates input from staff sections for commanders briefing.

f.
Prepares commander's briefing.

5 - 189
DODDOA-007574
ARTEP 63-006-MTP
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
g. Identifies redeployment criteria.
3. S2/S3 Section analyzes mission. a. Identifies all specified and implied tasks in the WARNO. b. Identifies all documented policies and procedures. c. Coordinates mission parameters and details with higher HQ. d. Coordinates with S1 section for personnel analysis of mission. e. Coordinates with S4 section for logistics and movement analysis of mission. f. Verifies maps and overlays for current mission. g. Coordinates with security officer to incorporate risk management procedures into the OPLANs. h. Incorporates force protection measures into OPLANs. i. Briefs commander and staff on deployment mission.
4. Staff Sections conduct readiness review of subordinate units. a. Provides personnel readiness review. b. Performs logistics readiness review. c. Performs OPSEC readiness review. d. Identifies readiness issues. e. Provides recommendations to improve readiness.
5. S4 Section validates movement plan. .. a. Validates movement plans for all modes of transportation indicated in the WARNO. b. Validates equipment status against MCSR. c. Validates AUEL of subordinate units against unit property books. d. Coordinates for S2/S3 review of subordinate unit and higher HQ movement plans.
* 6. Staff officers supervise staff actions. a. Identify tasks that must be accomplished in order to deploy by reviewing the movement directive, RSOP, movement plan/order, OPLAN/CONPLANs and commander's guidance. b. Exchange pertinent information relevant to the deployment with the other staff sections. c. Direct preparation of input to the S2/S3 section for the update of plans, orders, and commander's briefing, as required. d. Identify section requirements for deployment verification checklist.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
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DODDOA-007575

ELEMENTS: COMMAND SECTION S-1 SECTION S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION S-1 SECTION/PAC MAINT SEC PAC SECTION PLANS-OPERATIONS BR COMMO BR SUPPORT OP SEC S4 SECTION UNIT MINISTRY TEAM
TASK: Plan Battalion Redeployment (631 4874)
-
-
(FM 100 17). (FM 101 -5). (FM 5565)
ITERATION:. 1.2.3 4.
5.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The battalion receives a WARNO to deploy to home station. The battalion and subordinate units are located in the TAA. All personnel are present or accounted for, weapons and sensitive equipment have been secured, and inventories of vehicles, equipment and supplies have been conducted. Personnel and equipment status reports are being received from subordinate units. The battalion staff continuously receives messages from the appropriate higher HQ and subordinate units by analog and/or digital communications, automation systems, and courier. The readiness RSOP and deployment WARNO are available. This task should not be trained in MOPP4.
TASK STANDARDS: The Redeployment Movement Plan is completed IAW governing regulations and higher HQ directions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs redeployment planning.

a.
Provides planning guidance to staff and subordinate units.

b.
Directs S2/S3 to prepare OPORD

c.
Directs S2/S3 to validate subordinate units' Movement Plans.

d.
Directs Security Officer to update Security Plan.

e.
Directs S1 to verify SRP activities.

*
2. Staff officers analyze mission.

a.
Identify tasks in the WARNO.

b.
Identify documented policies and procedures.

c.
Coordinate mission parameters and details with higher HQ.

d.
Coordinate with the S1 Section for personnel analysis of mission.

e.
Coordinate with the S4 Section for logistics and movement analysis of
mission.

f.
Prepare battalion OPORD.

g.
Verify redeployment maps and overlays.

h.
Brief commander on redeployment mission.

*
3. XO coordinates staff planning.

a.
Implements commander's directives in staff planning and policy making.

b.
Assigns staff responsibilities for updating redeployment plans.

c.
Monitors all staff actions for conformity to commander's guidance.

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DODDOA-007576
TASK STEPS AND PERFORMANCE MEASURES d. Coordinates redeployment mission with subordinate unit commanders. e. Consolidates input from staff sections for commander's briefing. GO NO-GO I
4. Staff sections conduct readiness review of subordinate units. a. Provide personnel readiness review. b. Perform logistics readiness review. c. Perform OPSEC readiness review. d. Identify readiness issues. e. Make recommendations to bring unit to designated readiness level.
5. S4 Section validates deployment plans. a. Validates equipment status. b. Validates AUEL for subordinate units. c. Coordinates for S2/S3 review of subordinate units and battalion redeployment movement plans.
* 6. Staff officers supervise staff sections. a. Direct preparation of redeployment plans and orders. b. Direct preparation of draft input for commander's brief.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 192

Chapter 6
External Evaluations

6-1..INTRODUCTION. An external evaluation is conducted to evaluate the unit's ability to perform its critical wartime mission. This chapter is a guide for preparing an external evaluation. The unit may modify the evaluation, based on METT-TC and other considerations, as deemed appropriate by the commander. The unit will be evaluated using the standards from selected T&EOs found in Chapter 5 of this MTP. This evaluation will encompass the whole unit and should employ both a realistic OPFOR and the use of MILES. At the completion of the evaluation, the unit commander should be able to identify the strengths and weaknesses of the unit. These strengths and weaknesses will form the basis for future training and
resource allocation.
6-2..PREPARING THE EVALUATION. The commander must standardize evaluation procedures to accurately measure the units capabilities.
a..Prepare the evaluation by developing a scenario containing the major missions and appropriate tasks (Figure 6-1). Compile the selected missions and tasks in the order they logically occur in the detailed scenario. Group the selected missions and tasks in parts for continuous operations. Parts can be interrupted at logical points to assess MILES casualties and conduct in-process AARs. The sample evaluation scenario in Table 6-1 contains missions as well as the appropriate tasks necessary to develop the scenario and execute the evaluation. Selective tailoring is required, because it is not possible to evaluate every task. Figure 6-1 illustrates the general scenario of tasks performed in this exercise. The following procedures are suggested for developing the evaluation:
Table 6-1. Headquarters, Forward Support Battalion
evaluation scenario
EVENT ACTION. ESTIMATED TIME.TIME FRAME

1.
Adm in Preparation. As Required.Prior to Start

2.
Deployment Alert Notification.. 10 min.Day 1.0500

3.
Initiate Recall Plan. 30 min.0530

4.
Establish the Emergency Operations Center .2 hrs. 0730 5.*.Operate the Emergency Operations Center.10 hrs

6-1
Table 6-1. Headquarters, Forward Support Battalion
evaluation scenario (continued)
EVENT ACTION ESTIMATED TIME TIME FRAME

6.* Supervise Battalion Deployment Activities 3 hrs
7. Coordinate Soldier Readiness Program Support 3 hrs 1010
8. Provide Deployment Personnel and 4 hrs 1410 Administrative Support
9. Coordinate Family Assistance Plan 2 hrs 1610
10. Coordinate Deployment Training Support 2 hrs 1810
11. Perform Deployment Intelligence Support 2 hrs 2010 Functions 12.* Provide Deployment Logistics Support 8 hrs
13. Update Movement Plan/Order 50 min 2100
14. Coordinate Rear Detachment Support 2 hrs 2300 15.* Perform Home Station Rear Detachment 2 hrs Activities
16. MR 1 hr 2400
17. Coordinate Relocation of Subordinate Elements 3 hrs DAY 2 0600
18. Supervise Relocation of Subordinate Elements 4 hrs 1000
19. AAR 1 hr 1100
20. Perform Battalion Advance/Quartering Party 4 hrs 1500 Activities
21. Establish Battalion Command Post (Forward) 2 hrs 1700
22. Coordinate Onward Movement 1 hr 1800
23. Supervised Road March 1 hr 1900
24. Threat Interdictions 40 min 1940
25. Cross Release Points 10 min 1950
26. Supervise Establishment of Subordinate 3 hrs 2250 Elements and Battalion HQ
27. AAR 1 hr 2350
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ARTEP 63-006-MTP
Table 6-1. Headquarters, Forward Support Battalion evaluation scenario (continued)
EVENT ACTION
28.
Conduct Mission Analysis

29.
Develop Staff Estimates

30.
Prepare Operations Order/Plan and Annexes

31.
MR

32.* Support Brigade Combat Operations
33.
Threat Interdictions

34.
AAR

35.
Level II/III Attacks

36.
Defense Responses

37.
Damage Assessment

38.
Restoration of Support

39.
MR

40.
Receive Warning Order for Redeployment

41.
Coordinate Reconstitution for Deployment

42.
Prepare Redeployment Movement Plan/Order

43.
Supervise Battalion Redeployment Activities

44.
Provide Redeployment Support

45.
Perform Redeployment Advance Party Activities

46.
Perform Theater Rear Detachment Activities

47.
Coordinate Home Station Activities

48.
MR-Final

Total Time: 96 hrs
* Events occur simultaneously.
ESTIMATED TIME
1 hr 1 hr 2 hrs 1 hr
10 hrs 40 min 1 hr
30 min
30 min 2 hrs 2 hrs 1 hr
10 min 2 hrs 1 hr 2 hrs 2 hrs 2 hrs 2 hrs 2 hrs 2 hrs
TIME FRAME
DAY 3 0500 0600 0800 0900
0940 1040
1110 1140 1340 1540 1640
DAY 4 0400 0600 0700 0900 1100 1300 1500 1700 1900
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DODD0A-007580
*Perform Pre-deployment Activities
*Conduct Nontactical Road March

• Perform Debarkation SP. RP.Activities
HOME STATION.APOE/SPOE
•Perform Embarkation Activitie


Plan The Move


Plan Occupation

SP
Tactical

*Plan Mission Support

Road March

• React. To
Ambushes-,

•Employ Active And Passive
Air Defense Measures

• Cross
Contaminated Area

Tacitical •Conduct Halts
Road March


Occupy Site


Sweep Area

*React
To Air Attacks

• Employ NBC Def • set Up Area eSet Up Defense
•Support Brigade
Combat Operations

• Respond To Threat
NEW SITE
PFOR •••
•Perform Pre-Redep
Activities

• Perform ADC Activities

•Conduct Nontactical

Road March •Conduct Nontactical Road March
• Perform Embarkation
Activities

'Perform Debarkation

HOME
Activities

STATION
Figure 6-1. Example Graphic Evaluation Scenario
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DODDOA-007581
(1).Identify the missions for evaluating each echelon or element, using Table 6-1. Record the selected missions in the Unit Proficiency Worksheet (UPW), Figure 6-2.
Unit. Date
No. Unit Mission /Task Section /Squad Section /Squad Section /Squad Section /Squad Unit.Overall.and Remarks
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
* If more space is required for remarks use the back side of this form
Figure 6-2. Example Unit Proficiency Worksheet

6-5
DODDOA-007582
(2).List each mission on a Task Summary Sheet, Figure 6-3.
MISSION: TASK TITLES T&EO NUMBERS TASK SUMMARY SHEET EVALUATION GO.NO GO

Observer Controller's Signature: .
NOTE: A separate task summary sheet will be prepared for each mission evaluated. Observer Controller comments may be placed on an enclosure to each task summary sheet.
Figure 6-3. Example Task Summary Sheet
6-6
DODDOA-007583
(3)
Select the tasks for the evaluation of every mission. List the selected tasks on the Task Summary Sheets, which are used for recording the results of the evaluation.

(4)
Compile the selected missions and tasks in the order they logically occur in the detailed scenario. Group the selected missions and tasks in parts for continuous operations, Table 6-1, Sample Evaluation Scenario. Parts can be interrupted at logical points to assess MILES casualties and conduct in process AARs.

b..Forecasting and Requisitioning Resources. Adequate training ammunition, equipment, and supplies must be forecasted and requisitioned. Support requirements must be coordinated consistent with the level of evaluation (section, staff element, etc.) being conducted. OPFOR players and controllers must also be identified early to support free play, if required. Table 6-2 is a consolidated list of support requirements for this evaluation. It is based on experiences with the scenario in Table 6-1. The evaluating headquarters will prepare its own consolidated support requirements.
Table 6-2. Consolidated support requirements
Battalion support requirements can be calculated by adding the sum of the requirements for each
subordinate STX, and the requirements for the headquarters and headquarters company when these
elements participate.
NOTE: The consolidated support requirements outlined are intended as suggestions only. Local policies or constraints may not allow for providing the items.
c.
Selecting and Preparing the Field Evaluation Site. Required size, type of terrain, OPFOR requirements, and administrative requirements are the basis for site selection. For this evaluation, an area of.meters X.meters is required. The OPFOR is positioned according to threat doctrine. The site must provide space for the administrative area required to support the evaluation.

d.
Planning Indirect Fire Simulation. Because it greatly influences the outcome of battles, reaction to indirect fire is an important consideration of the evaluation. Indirect fire simulation requires considerable planning to achieve realism.

(1)
The fire control system outlined in TC 25-6 is a recommended method of simulating indirect fire. Due to the amount of required resources, this method may be difficult to support.

(2)
The commander may use the evaluation control headquarters method or the simulation without OPFOR method to evaluate the unit's ability to react to indirect fire. If the evaluation control headquarters method is used, the OPFOR will initiate a call for fire to the evaluation control headquarters that will simulate the tactical FDC. The control headquarters would then relay the delivery data to the OCs who would mark the impact of the round with artillery simulators and assess appropriate casualties. If an OPFOR is not used, the OC may ignite artillery simulators and observe the unit's reactions. The FM 25-series provide assessment and computation tables which may be used to determine casualties. Indirect fire simulation must be realistic and limited to what the unit could reasonably expect under combat conditions.

6-3. SELECTING THE OBSERVER CONTROLLERS.
a.
OCs must know the unit's mission, organization, equipment, and employment. They should be at least equal in rank to the unit commander and have successfully performed in that specific, or similar, command position.

b.
The following are minimum rank and experience requirements for the evaluators:

(1).Battalion OC will be an officer with battalion command experience.
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DODDOA-007584
(2) Company OC will be an officer with company command experience.
experience. (3) Platoon or section OCs will be a lieutenant or NCO with platoon or section
(4) Recorder will be an officer or NCO at the evaluation control headquarters who

receives "kill" information or results and time data from the OCs.
6-4..TRAINING THE OBSERVER CONTROLLERS. OCs standardize administration of the evaluation by understanding the following functional areas:
a..Evaluation Design. Each part is designed to evaluate specific missions or tasks within the overall scenario. OCs must thoroughly understand the evaluation and correctly implement it.
b..MILES. Each OC, regardless of position, must have full knowledge of the unit's weapons and vehicles and must also thoroughly understand the MILES system being used. The unit commander is responsible for ensuring that all MILES equipment is functional before each part of the scenario.
c..Evaluation Control System. This system ensures that the evaluation is administered in a consistent and standardized manner and that correct data is collected for the final evaluation. The Evaluation Control System includes the following elements:
(1)
Rules of engagement.

(2)
OC duties and responsibilities.

(3)
Communication system.

(4)
Evaluation data collection plan.

d..Safety. During any training event, all soldiers and leaders must be safety conscious. Evaluators must ensure that all events are conducted within established safety constraints. Prior to the beginning of each event, all personnel will be briefed on specific safety measures that are to be taken during execution.
6-5..SELECTING AND TRAINING THE OPFOR. The selection and training of the OPFOR is crucial to the success of a standardized evaluation. The OPFOR provides one of the control measures that influence the conditions under which the evaluation is administered. The unit should face an opponent that realistically resembles the threat in strength, weapons, and skill.
a.
Selection. Any qualified Skill Level 1 or 2 soldier can serve as OPFOR. Ideally, they should be a small, cohesive unit under the control of their leader or commander.

b.
Training. The OPFOR must understand the following six major areas:

(1)
Installation and operation of the MILES devices.

(2)
Rules of engagement.

(3)
Threat small unit tactics.

(4)
Training scenarios.

(5)
OPFOR weapons and equipment, if available.

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DODDOA-007585
(6).Safety.
c..OPFOR Strength.
(1)
Unit in the Offense. Using MILES, the unit should be prepared to repel small unit attacks. The OPFOR must be armed with weapons capable of defeating any of the unit's assets. As a general rule, the OPFOR should be strong enough to offer the unit a realistic challenge, but one that the unit can defeat when proper tactics are employed.

(2)
Unit in the Defense. The OPFOR should have sufficient weapons and ammunition to conduct a successful attack. They must be more than merely a series of obstacles to be destroyed. The OPFOR should be allowed to plan their own attack for each mission and not be forced into a "canned" attack that all units will quickly defeat.

6-6..CONDUCTING THE EVALUATION. Evaluations are divided into three distinct areas. Each area requires a different degree of preparation and coordination.
a..Pre-evaluation.
(1)
The senior OC and all other OCs must recon the evaluation area to know the unit's boundaries, disposition of the OPFOR, and the most likely avenues of approach throughout the field evaluation site's AO.

(2)
The unit must prepare an OPORD and FRAGO to control the exercise. An order is prepared for each mission in the evaluation scenario. These can be prepared by using the skeleton orders contained in the STXs and FTXs in Chapter 4.

(3)
Unit preparatory activities include installation and troubleshooting of MILES equipment, loading vehicles, conducting inspections, and performing other logistics and administrative

actions, as required.
(4) preparatory activities. The OPFOR is placed in position and briefed while the unit is conducting its
(5) The OCs should make an equipment function check after each time the unit

moves and unit leaders have issued their instructions.
b..Evaluation. The senior evaluator controls the exercise and oversees the recording of mission performance. Evaluators resolve all conflicts and record all staff limitations as they arise. A debriefing should take place between modules to clear up any questions. Evaluators must remain neutral throughoat the evaluation.
(1)
The evaluation team controls the evaluation in two ways. First, it uses measures established in both the movement order and in Paragraphs 3 and 5 in the OPORD and FRAGO. Second, the team controls the evaluation through the team commander (simulated by the senior OC for this evaluation) on the team net. The team does not control in the traditional sense; instead, the team accompanies the unit as observers. Only the senior OC has direct verbal contact with the unit commander. Other OCs do not speak to, aid, advise, point out positions, or in any way influence the unit's performance, except for a possible or actual safety issue or emergency. OCs are neutral throughout the evaluation.

(2)
Once the senior OC issues the OPORD and movement order, the unit commander executes the events and actions prescribed in the first part of the evaluation scenario within the estimated time. From this point, all successive parts begin with a FRAGO.

6-9.
DODDOA-007586
(3).The senior OC terminates a part when the unit has completed all the events and actions in a particular area or has suffered so many casualties or damage that the part cannot be completed. The OC must record the reasons for the termination in the margin of the OC's Task Summary Sheets and report his action to the evaluation control headquarters. At this time, OCs must perform the following actions:
(a)
Inspect all MILES equipment, record "kill" codes, and reset equipment. Any damaged or inoperative MILES equipment is replaced.

(b)
Resolve all casualty data to determine the time, place, number, and cause of casualties. This information is reported to the recorder in the evaluation control headquarters.

(c)
Debrief the unit to resolve questions. Afterwards, the senior OC directs the unit to continue its mission after it receives a FRAGO or OPORD for the next part.

(4).The OCs should follow these guidelines:
(a) Report major "kills" (vehicles, groups).

(b)
Report major weapons fired. Together with reporting major kills, this is the best method for determining direct fire effectiveness. Both significant firings and hits are reported to the evaluation control headquarters.

(c) Enforce rules of engagement.

(d)
Observe critical tactical events of time. OCs must spot and record any action that might have an effect on later performance or mission outcome.

(e) Record travel routes and unit's location.
Inform OPFOR controllers of the unit's location, direction, and intent. This is necessary to enable OPFOR actions to be controlled in accordance with the desired sequence of events.
(g)
Enforce safety.

(h)
Terminate mission.

c..Post Evaluation. After the evaluation is terminated, the unit moves to an assembly area and performs the following functions:
control headquarters for recording and analysis.
(1) The unit OC debriefs subordinate OCs and compiles all data (evaluator packets)
for the evaluation.
(2) The unit OC must complete the task summary sheets.
(3) The unit must turn in all completed OC packets (with the OC scoring system) to

(4)
The unit OC must conduct an AAR of the unit's performance.

(5)
Each element OC should conduct an AAR of his element's performance.

6-7. RECORDING EXTERNAL EVALUATION INFORMATION.
6-10
DODDOA-007587
a.
The evaluating headquarters develops the data recording instruments for the OCs. The Unit Data Sheet, Figure 6-4, documents demographic information that may reflect on a unit's performance. The Environmental Data Sheet, Figure 6-5, documents weather information in order to compare missions under differing environmental conditions. The Personnel and Equipment Loss Report, Figure 6-6, documents information that may affect the unit's degree of success during engagements with the OPFOR.

b.
The senior OC has the overall responsibility for preparation of the external evaluation. This evaluation is based on his own findings and his subordinate OCs' input. Subordinate OCs use the task evaluation criteria (T&EO from Chapter 5 and Task Summary Sheets, Figure 6-3) to determine overall proficiency in their particular areas. The senior OC compiles the external evaluation results as proscribed by the evaluating commander. Deviations from the task standard assessed by the unit OC may be addressed in the senior OC comments portion of the UPW.

(1).Unit Data Sheet (Figure 6-4). This report records personnel and equipment status information.
6-11
DODDOA-007588
UNIT DATA SHEET
1.
UNIT DESIGNATION:. DATE:

2.
UNIT LEADERS (CIRCLE MOST CORRECT ANSWER) POSITION RANK TIME IN UNIT (MONTHS) CDR LTC/MAJ 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 XO.. MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 S1 CPT/LT 1 - 3 4 - 6 7-12 13 - 18 OVER19 S2/S3 MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 S4 CPT/CWO 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 S6 CPT/LT 1 - 3 4 - 6 7-12 13 - 18 OVER19 SPT OPN OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 MED OPN OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 MAINT OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SUP & SVC OFF CPT/LT 1 - 3 4 - 6 7-12 13 - 18 OVER 19 FOOD SVC TECH CWO/W01 1 - 3 4 - 6 7-12 13 - 18 OVER 19 SR MVMNT NCO SFT/SSG 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 CHAPLAIN CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19

3.
UNIT STRENGTH (Excluding Leaders):

4.
EQUIPMENT SHORTAGES (Major Items):

5.
COMMENTS:

EVALUATOR SIGNATURE:
Figure 6-4. Example Unit Data Sheet
6-12

DODDOA-007589

(2).Environmental Data Report (Figure 6-5). This report records information concerning weather and terrain conditions present during the evaluation period.
ENVIRONMENTAL DATA SHEET
EXERCISE NUMBER AND DESCRIPTION: DATE/TIME EXERCISE STARTED: DATE/TIME EXERCISE ENDED:
1. WEATHER CONDITIONS: (Circle appropriate description)
CLEAR.PARTLY CLOUDY.HAZY.RAINING.SNOWING.FOG OTHER:. • TEMPERATURE:
2.
GROUND CONDITIONS: (Circle appropriate description)

DRY. WET. ICE. SNOW OTHER:

3.
LIGHT CONDITIONS: (Circle appropriate description)
DAY.NIGHT
MOON PHASE:.1/4.1/2. 3/4.FULL
AVERAGE RANGE OF VISIBILITY DUE TO LIGHT:

4.
TERRAIN: (Circle appropriate description)

FLAT.ROLLING.MOUNTAINOUS.JUNGLE.DESERT.URBAN.ARCTIC OTHER: TOP SOIL:.SANDY.ROCKY.CLAY.OTHER: AVERAGE RANGE OF VISIBILITY DUE TO TERRAIN:
5. REMARKS:
/
Figure 6-5. Example Environmental Data Sheet
6-13
DODDOA-007590
(3).Personnel and Equipment Loss Report (Figure 6-6). This report records information concerning battalion personnel and equipment losses during OPFOR engagements.
PERSONNEL AND EQUIPMENT LOSS REPORT
MISSION DATE/ TIME FRIENDLY ENEMY FRIENDLY ENEMY
TITLE OR OF ENEMY KIANVIA KIANV IA VEHICLES VEHICLES
TASK # CONTACT DESTROYED DESTROYED

COMMENTS:

Figure 6-6. Example Personnel and Equipment Loss Report
6-8. CONDUCTING THE AFTER ACTION REVIEW.
a.
General. AARs should be planned at logical intervals during the exercise. Identifying performance deficiencies while still fresh, getting everyone involved, and preventing the reinforcement of bad habits are critical to improved performance. On-the-spot evaluations and corrections should also be emphasized.

b.
Feedback. Because all members of the unit participate in an AAR, each member becomes a source of feedback. This provides a richer "database" for key points. The AAR leader draws information from each member that becomes an important part of the discussion. This information is the basis for discussing alternate courses of action.

c.
Preparing the After Action Review. AAR preparation involves five steps:

6-14
DODDOA-007591
(1).Review training orders and objectives. Training objectives are the focus of the discussion of exercise results. The FRAGOs and OPORDs included in the exercise design implement these objectives. The OCs should be familiar with the objectives, FRAGOs, and OPORDs, so they can note orders given by leaders of the evaluated unit and its subordinate elements that either implement these objectives, or deviate from them.
(2).Observe the exercise. This is an active process. The emphasis is on noting those actions that make the difference between the unit's success or failure. OCs do not need to remain close to the unit leader, since more can be seen from high ground near the lead element's location or along the unit's route of march. Because unit orders identify important activities and checkpoints, OCs must be present when the commander issues the order. OCs should position themselves where they can best observe anticipated critical events. Examples of critical events include:
(a) Conducting a road march.
(b) Crossing a radiological contaminated area.
(c) Performing unit supply operations.
(d) Responding to an NBC attack.

(3).Select the site and assemble the participants. After the exercise, select a site for the AAR. If possible, hold the MR where the majority of action occurred, where most of the critical events took place (normally where the OPFOR was positioned), or where the terrain can be observed. Usually, the OPFOR or unit objectives are suitable for assembling the players and conducting AARs.
•.(4).Debrief the OCs. While the units are moving to the selected site, the OCs should be debriefed. The senior OC must have a complete understanding of what happened in the exercise. The fourth step in AAR preparation is to obtain a detailed description of the exercise's events in the order
in which they occurred.
(5).Review the events. After the senior OC has a sound understanding of what happened during the exercise, he reviews the events that are ranked in terms of their relevance to the training objectives and their contributions to the exercise outcome. He selects as many events as can be covered in detail during the time allowed for the AAR and places them in chronological order.
d..Conducting the After Action Review. Conducting the MR requires five steps:
(1)
Organize the participants. When the senior OC and AAR leader assembles the participants, he groups them according to their organization in the exercise. Each subordinate element's OC is responsible for the element he observed.

(2)
State the training objectives. The MR leader makes a brief statement of the training objectives for the exercise. These are described as specifically as possible. He states any additional teaching points that he intends to cover during the AAR. These should be limited to three or four key points in order to keep the AAR focused and prevent it from becoming excessively long.

(3)
Lead the discussion. The MR leader guides the discussion of events in their order of occurrence. Diagrams help players visualize the exercise development. The AAR leader starts by sketching the main terrain features and, as the AAR proceeds, have the participants draw routes of advance, objectives, and locations of engagements. Each event is discussed in detail to make teaching points about the unit's performance during the event. The AAR leader should:

(a).Avoid giving a critique or lecture.
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00000A-007592
(b)
Guide the discussion by asking leading questions.

(c)
Suggest the players describe what occurred in their own terms.

(d) Suggest the players discuss not only what happened, but also how it happened, and how it could be done better.
(e) Focus the discussion to ensure that important tactical lessons are made
explicit.
(f) Relate events to subsequent results.
objectives. (g) Avoid detailed examination of events not directly related to major training
(h) Encourage the participants to use diagrams to illustrate teaching points

and to show routes, phase lines, and objectives.
(i) Prohibit players from offering self-serving excuses for inappropriate tactical actions.
(4).Review the sequence of events associated with the hazards of the risk assessment made prior to the exercise. Ask the following questions:
(a)
Were effective controls put in place to avoid accidents?

(b)
Was training realism reduced through artificial control measures?

(c)
Were all participants aware of hazards down to the lowest level?

(d)
Did any hazard present itself that was not identified, and what was done to overcome it?

(e)
Were there incidents of fratricide or near fratricide, and how can they be avoided in the future?

(5).Summarize key points. The AAR leader briefly summarizes teaching points in terms of training objectives covered in the AAR. After the summary, he can have a private conversation with the unit commander regarding his strengths and weaknesses, and what he can do to improve his performance and that of his unit. A good AAR leader:
(a)
Maintains order and discipline.

(b)
Reviews the training objectives.

(c)
Addresses important events as they occurred and how the unit could have done them better. During the discussion, the leader avoids a detailed examination of events not directly related to the training objective.

(d)
Traces the chain of events so all participants understand the results of mistakes. One mistake is often the partial cause of another.

(e)
Clearly relates tactical events to teaching points.

(f)
Involves participants in the discussion.

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(g) Clearly and concisely gives a summary and new training objectives.
(h) Reinforces points by using sketches, diagrams, or terrain models in the AAR.
e..Reference Materials. Reference materials for conducting an MR are TC 25-6, TC 25-20, and FM 25-101.
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Appendix A
Combined Arms Training Strategy
A-1. PURPOSE. This appendix provides, as part of the CATS, the Combined Arms Command's (CAC) recommended strategy for training a unit. This appendix has three parts. The first part describes CATS and explains how CATS fits into the training planning process as described in FM 25-101. The second part explains how to read the strategies, and the third part explains how to integrate CATS into the long-range and near-term planning process.
Section I. CATS AND THE TRAINING PLANNING PROCESS
A-2. TRAINING PLANNING PROCESS. FM 25-101 describes a three-step process, based on the unit METL and ending in training execution. Figure A-1 is a graphic representation of the process. CATS does not replace this process. It is a training tool that enhances the commander's ability to use the training planning process to manage his training and optimize the use of scarce training resources. CATS unit strategies describe recommended training events and the event frequency. Units may train all or some of these events. A unit's training frequency may or may not match that in the CATS strategy. Whatever a unit's training requirements, CATS provides a framework for use in making decisions on the training to be conducted. The training strategy outlined in CATS is designed to help commanders at all levels develop and execute a more efficient training program. Any given strategy addresses all units Army-wide of the same TOE. The specific makeup of the unit's training program is dependent upon its METL, guidance from higher headquarters, and the resources available at the installation or training environment. CATS unit strategies are descriptive in nature and intended for use as a guide for commanders.
A-3. CATS. CATS is the Army's training strategy that integrates combined arms training for heavy, light, and special operations forces, the active and reserve components, in the unit and institution environments. It provides an azimuth to guide Army training and identifies the resources required to support that training. It enables the Army to identify, manage, and program the acquisition of training resources. CATS evolved from the need for more efficient training based on expected resource constraints. At US Army level, CATS gives the rationale for acquiring training resources through the development of unit and institutional training strategies. The strategies provide recommended training frequencies and identify the training resources needed to support the strategy.
COMMANDER'S TRAINING
METL ASSESSMENT
GUIDANCE PLANS
Basis for
TRAINING EXECUTION
Figure A-1. Training Planning Process
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A-4..TERMS. The information in this paragraph explains the terms listed in Figure A-1. For information on the training planning process, see FM 25-101.
a.
The METL is an unconstrained, unprioritized statement of the tasks required to complete the wartime mission. It is the source of training planning activities.

b.
Assessment is the beginning of the training planning process. It is the commander's evaluation of the unit's training level based on the METL.

c.
Commander's Guidance consists of long-range planning calendars and Command Training Guidance (CTG) issued to the battalion from the division. It serves to focus the training efforts of the battalion in accordance with the division commander's priorities. The battalion in turn issues CTG for its subordinate companies.

d.
Training Plans are a collection of schedules and other supporting documents which carry out the commander's guidance.

e.
Training Execution is the actual performance of the training scheduled in the training plans portion of the training planning process.

A-5..APPLYING CATS. The information in this paragraph explains how to apply CATS to the training planning process. Figure A-2 is a graphic representation of the process.
METL
Applied
COMMANDER'S TRAINING
ASSESSMENT CATS
GUIDANCE PLANS
to
Basis for
TRAINING EXECUTION
Figure A-2. Training Planning Process
a..The commander determines the exact events and tasks to be trained based on his METL and guidance from higher headquarters.
(1)
The unit trains tasks during events established in FM 25-100, FM 25-101, and CATS.

(2)
The unit trains its METL by training soldiers, and their appropriate sections, in their wartime tasks. The unit applies CATS to its training plans by applying the training events, frequencies, and critical gates contained in strategies to the CTG in developing training plans. The commander and training officer/NCO uses the critical gates identified in the strategies to ensure basic

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tasks are trained prior to moving on to training more complex or resource intensive tasks. The performance of training gate tasks are always evaluated by the commander and serve as the basis of additional training efforts. For example, a TEWT should be used to train METL tasks prior to conducting a complex and resource intensive event like a CFX.
(3).Training Aids, Devices, Simulators and Simulations (TADSS) based training uses a mix of TADSS and live fire/field training. The strategies show those TADSS within the Army's system or year projected for fielding. The TADSS may not be available at the installation or training environment.
b..The strategies can be viewed as training plans for generic type units. By inserting extra steps into the training process, commanders evaluate and apply the components of their CATS strategies to their particular training programs and environments. The optimal frequencies identified in the strategies may have to be adjusted depending upon the unit's training status or its resourcing.
Section II. STRATEGY ORGANIZATION AND INTERPRETATION
A-6..UNIT TRAINING STRATEGIES. This paragraph explains the strategy organization and explains how to use it. The unit training portion of CATS is a series of separately generated training strategies. These strategies describe the events, frequencies, and resources recommended to train to standard. As part of the unit training strategy development process, TRADOC established a standard format to depict unit training strategies. The unit training strategy is a descriptive strategy for training and sustaining soldier and collective task proficiency. The tasks to be trained at a particular unit will be based on the unit's METL. The unit strategy in this appendix covers all CSS units. The unit training strategies have three major components -- Maneuver, Gunnery, and Soldier.
a.
The Maneuver strategy is descriptive. It provides recommended training frequencies for collective training events in a unit. The events come from FM 25-100, 25-101, or the glossary of this MTP. The Maneuver strategy helps a unit maintain MTP standards and depicts the resources required to support training events.

b.
The Gunnery Component has individual/crew served weapons strategies that the Infantry school developed. These strategies can also be found in DA Pam 350-38 and DA Pam 350-39, or appropriate weapons FMs.

c.
The Soldier Component is a descriptive strategy for training individual soldier skills. It lists the resources required to support soldier training, and links with and supports a collective training strategy.

A-7..ELEMENTS OF THE UNIT STRATEGIES. The unit training strategies are in matrix formats. The matrix lists the unit size levels, training events or training exercises, training event frequencies for both active and reserve components, critical gates, and training resources.
a.
Training levels are units, training elements, or echelons (such as individual through corps) that execute specific training events.

b.
Training events are types of collective training exercises identified in FM 25-101 or the glossary of this MTP. Training events identify the recommended exercises units should conduct to train to MTP standard. Units normally conduct events in a progressive and sequential manner. For example, a TEWT should be conducted before conducting a CFX. A CPX should be conducted before conducting an FTX.

c.
Training event frequencies are the suggested number of times that an event should be trained during a training cycle to attain or maintain MTP standards. AC units use an annual cycle. RC units conduct training on a 4-year cycle.

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d.
A critical gate is a training event that must be completed and evaluated before moving onto a more complex, resource intensive or hazardous event. MACOM or field commanders may direct performance of critical gate training tasks to an established standard prior to performing more complex or resource intensive tasks.

e.
The unit training strategies identify the resources that will be used to support each training event. These resources are:


OPTEMPO


Ammunition


TADSS


Training Land


Training Ranges

The resources listed in the strategies represent those that are available now.
(1)
OPTEMPO figures reflect the annual operating miles/hours for the base vehicle for a particular unit, per event. The OPTEMPO figures come from the Battalion Level Training Model (BLTM). When no BLTM was available, the proponents developed an estimated OPTEMPO required to support all the annual iterations of that training event.

(2)
Ammunition figures reflect the ammunition required to support training events and come from DA Pam 350-38. The maneuver/collective strategies reflect blank ammunition requirements. Live ammunition appears on the Gunnery strategies. Pyrotechnics appear on the maneuver/collective component.

(3)
TADSS are training aids, devices, simulators, and simulations that support specific training events. TADSS listed are those in the system and non-system TADSS that are fielded. For example, Battalion and BBS is identified as a primary TADSS to support battalion staff and headquarters company/detachment's CPX training.

(4)
Training Land is a resource category that will list the recommended training land in kilometers by event to conduct maneuver training. The reference is TC 25-1. A particular unit will determine the actual amount of training land needed by METT-TC and the characteristics or condition of the training land available to the unit.

(5)
Training Range is a resource requirement that supports weapons training events. The information comes from TC 25-8.

A-8..GUIDE TO THE UNIT STRATEGIES. This paragraph provides a guide to reading the collective, gunnery, and soldier components. Generally, the leader using the matrices for planning will have a METL (or other list of critical tasks in which his unit must be proficient) and will be looking for guidance about appropriate training methods. The key to using CATS for unit training management is understanding the strategy and its various components. The strategy is organized by functional area and echelon to be trained. It has eight interactive components, expressed as columns in a matrix format. An example matrix for one mission/task is at Table A-1. The columns provide the following information:
• Column One records the mission and supporting tasks requiring training. The entries in Column One consist of the appropriate MTP missions and tasks.
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Column Two shows the desired frequency of and interval between repetitions of the task(s). Both the unit's personnel turnover rate and the rate of progress need to be considered in determining how frequently to train.


Column Three lists alternative "training means"--combinations of events and media (live or simulation)--that might be selected to train this mission/task. Commanders must select an appropriate means for each training event conducted.


Column Four lists the estimated duration of each means (determined by the event more than by the medium). Commanders need to ensure adequate time is available for each task.


Column Five shows a means quality rating, related to the cost and realism of the event/medium. When choosing events and media, the resource costs of different training media must be balanced against the needs for realism and repetition. Generally, as the unit becomes more proficient, realism should increase.

An "A" level means is identified as a CTC deployment and training activity.
-A "B" level means is described as a well assigned home station training exercise.
-A "C" level means is described as a partial task training exercise.
-A "D" level means is described as a subtask training exercise.

Column Six identifies the training unit/audience for the event. The information in this column is drawn from the appropriate MTP.


Column Seven gives the prerequisite training (training "gates") that should be attained by the members of the training audience prior to the execution of the means in Column 3. If the training audience has not attained the specified level of proficiency, the means cannot achieve the quality indicated in Column 5.


Column Eight provides a place to record detailed comments concerning the purpose and desired outcome of each event along with other remarks or guidance

.
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Table A-1. Example CATS Task Matrix
Column 1 Column 2 Column 3 Column 4 Column Column 6 Column 7 Column 8
5
Remarks: Includes purpose of
event; outcome being
Training Unit supported; comments about
Freq/ Means Estimated Quality (Audience) Prerequisite execution of the event/
Task Interval Event/ Duration (A-D) Training Gates constraints posed by TADSS/et

Media) al
RECALL PURPOSE: To verify recall
PROCEDURES rosters and procedures.
XX-X-XXXX 12/ Monthly 6 STX 2-3 hrs. C Battalion Telephonic and non- OUTCOME: To maintain the
To train company on recall procedures: Perform Deployment Alert Activities (Telephonic/ Non-telephonic Alert) telephonic recall procedures and rosters current ability to rapidly alert, assemble, prepare, deploy, marshal, and outload on any mode of transportation, all TOE
63-2-8001 equipment and personnel with
minimum outside assistance.
REMARKS: None.

A-6

Section III. INTEGRATION OF CATS IN THE PLANNING PROCESS
A-9. INTEGRATING CATS. This portion of the appendix explains how to integrate CATS into the planning process. It focuses on long range planning conducted at brigade and above. To understand how CATS fits into this process, a brief summary of Chapter 3, (Planning) from FM 25-101 is provided.
A-10. THE PLANNING PROCESS.
a..Long Range Planning.
(1) Assessment. Assessment is the start of the long range planning process. Using their evaluations, the input of subordinate leaders, and the results of training evaluations, commanders assess their units training level on METL tasks. The assessment serves as the basis for the commander's training strategy for si istainment and improvement training. Commanders at all levels do this assessment function. An integral part of the assessment is the identification of required training resources and shortfalls. The commander also must synchronize the actions of supporting units and agencies to ensure proper training execution.
(2) In creating their training strategy, commanders ensure training:

Is METL focused.


Incorporates combined arms.


Identifies who, when, and where to train.


Has a logical sequence of execution.


Identifies the type of exercise to be trained. Determines the frequencies of a given task.


Coordinates all events.


Matches resources to requirements. The strategy that meets these requirements results in the commander's training guidance.


(3).Senior commanders (brigade and above) provide subordinate commanders with long range training calendars, the commander's training guidance, resources to train, and protection from training distorters. Commanders often provide recommended training events frequency.

b..Short-Range Planning. The short range planning process refines the guidance that results from the long range planning process. Subordinate commanders use this guidance to create their training calendars. Guidance on the short-range training process can be found in the CATS appendix in the units MTP.
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A-11. CATS AND THE PLANNING PROCESS. CATS serve the unit commander as a training management and training resource identification tool. As a training management tool, it allows the unit commander to more efficiently manage his training program, with limited resource availability. As a training resource identification tool, it identifies the resources within the Army's inventory to conduct training. The availability of those resources will vary, depending on location.
a..Long-Range Planning.
(1)
Assessment.

(2)
The CATS strategy:


Is METL focused.


Incorporates combined arms.


Identifies who, when, and where to train.


Has a logical sequence of execution.


Identifies the type of exercise to be trained.


Determines the frequencies of a given task.


Coordinates all events.


Matches resources to requirements.

(3)
CATS provide a convenient vehicle for the transmission of the commander's training guidance. It serves as the basis for the long-range calendar and provides subordinate commanders with recommended frequencies of training events.

(4)
Execution. The following example shows how CATS could fit into the long range planning process.

b..The Company/Detachment Maneuver Training Strategy lists the recommended frequencies for required annual training events. In particular, for the STX it lists 10 iterations. The optimal training frequency is for the company/detachment staff to train the event 10 times in a given year, 1 STX per month for 10 months. The frequencies listed in CATS would be trained as follows:

2 events per year - semi-annual training


4 events per year - quarterly training


6 events per year - bimonthly training

c..Naturally, the training year may not support such a neat breakdown of training events. CATS provide the flexibility to adjust the events to meet each unit's specific requirements. A key point here is the idea of critical gates. As one can see, STX is a critical gate for FTX. Every task that is a critical gate should be conducted before conducting the more complex task. Gates serve to ensure basic tasks essential to the successful performance of complex tasks are trained and evaluated prior to the performance of complex tasks. Critical gates may also serve as a type of preview or "rehearsal" for a follow-on training event.
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d.
Assume the commander has identified platoon leadership as a particular weakness in the unit. The commander decides he wants to run platoon STX exercises twice a month to train the platoon/section/crew/squad leadership elements.

e.
Using this guidance, simply go to the company strategy and substitute 24 for 12. If the frequencies for the other events are acceptable, the unit now has a coupled commander's strategy. In this manner a CATS base strategy is tailored to meet a commander's assessment and training needs.

f.
Short Range Planning. The application of CATS Battalion Staff and headquarters Company/Detachment's unit training strategies to battalion short range planning and the battalion quarterly training calendar is seen as follows:

Recommended Company/Detachment Calendar Using CATS Maneuver Strategy.
1st Month
Week 1 Drill Training (1)
Week 2 Cell/Staff/Section Training (1)
Week 3 Cell/Staff/Section Training (1)
Week 4 STX (2)

NOTES:
1.
The collective tasks trained during the weekly Cell/Staff/Section training periods support company METL tasks and are trained according to the commander's assessment and his priorities outlined in the CTG. Soldier training tasks trained during this month are soldier/leader supporting performance of the collective tasks to be trained during the weekly staff training sessions or the monthly STX.

2.
Performance of the STX substitutes for Cell/Staff/Section Training in week four (4).

2nd Month
Week 1 Cell/Staff/Section Training (1)
Week 2 Cell/Staff/Section Training (1)
Week 3 TOCEX (2)
Week 4 Cell/Staff/Section Training (1)

Notes:
1.
Training during these weekly periods concentrates on staff METL tasks identified as priority in the CTG. Training time here could also be spent training tasks evaluated as NO GO during the 1st month's training periods. Logistics Coordination Exercises (LCXs) and Maneuver Coordination Exercises (MCXs) can also be used to enhance staff coordination.

2.
Performance of the Tactical Operations Center Exercise (TOCEX) substitutes for performance of the monthly STAFFEX. Commanders may have to modify or extend the training period of the TOCEX to include training tasks that would have been normally performed in the STAFFEX.

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3. Tasks trained here can be tasks rated as NO GO during the previous week's TOCEX.
3rd Month
Week 1 Cell/Staff/Section Training (1)
Week 2 TEWT (1)
Week 3 Cell/Staff/Section Training (1)
Week 4 CPX (2)
Notes:
1.
This TEWT substitutes for performance of the Call/Staff/Section training that would normally be performed this week. Ideally, the TEWT's discussion points and learning objectives would be developed to support/reinforce collective tasks trained in the previous month's Cell/Staff/Section, STAFFEX, or TOCEX training periods. The commander may also structure the TEWT to train staff coordination and integration tasks as key for the upcoming CPX.

2.
Substitutes for performance of the STAFFEX normally performed during the month.

As seen in the above, the commander structures his training program using recommended CATS training events, frequencies, and critical gates to support METL training. Weekly or monthly training events can be conducted independently or integrated into other collective training exercises.
In scheduling training, the commander should take maximum advantage of higher headquarters directed events to accomplish recommended CATS training events.
g. •.Horizontal and Vertical Integration. In executing this training strategy, the commander vertically integrates his training requirements with the battalion's/group's training requirements. Additionally, the company's training strategy is horizontally integrated with other companies in the battalion to ensure combined arms training is effected.
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Appendix B Army Universal Task List (AUTL)
1.
DEPLOY/CONDUCT MANEUVER. The deploy/conduct maneuver task area is the movement of combat forces to achieve a position of advantage with respect to enemy forces. This task area includes the employment of forces on the battlefield in combination with direct fire or fire potential. Indirect fires are included under the "Employ Fires" task area. It also includes the conduct of tactical movement of all types of units, mobility operations, counter-mobility operations, and tactical actions associated with force protection.

2.
DEVELOP INTELLIGENCE. The develop intelligence task area is the activity to generate knowledge of and products portraying the enemy and environment features required by a commander in planning and conducting operations. It is derived from an analysis of information on the enemy's capabilities, intentions, vulnerabilities, and the environment. This includes the development of tactical intelligence requirements, the planning of collection activities, the collection of relevant information, the processing of that information to include the development of targeting information, and the preparation and dissemination of intelligence.

3.
EMPLOY FIRES. The employ fires task area encompasses the collective and coordinated use of target-acquisition data, indirect-fire weapons, fixed-wing aircraft, offensive information operations, and other lethal and non-lethal means against targets located throughout an area of operations. The essential features of the employ fires task area are the acquiring and processing of tactical targets and the employment of fire support. Note: The acquisition and attack of aerial targets are addressed in "Protect the Force" task area.

4.
PERFORM CSS (COMBAT SERVICE SUPPORT) AND SUSTAINMENT. The perform CSS and sustainment task area is the support and service provided to sustain forces in an area of operations during war and during stability operations and support operations. This tactical task area involves the provision of supply, maintenance, transportation, CHS, personnel, legal, finance, religious, public affairs, contracting, distribution management, and field and other service support (such as general engineering support) required to sustain an operating force in an area of operations that may be joint, multinational, interagency, or a combination of these forces. Combat service support may be required to support contractors, civilians (such as refugees and disaster victims), or members of other governmental and non­governmental agencies. It includes civil-military operations.

5.
EXERCISE COMMAND AND CONTROL (C2). The exercise C2 task area is the exercise and direction by a properly designated commander over assigned and available forces in the accomplishment of the mission. C2 tasks are performed through an arrangement of personnel, information management, procedures, and equipment and facilities employed by a commander in planning, preparing for, executing, and assessing the conduct of operations to accomplish the mission. It includes the acquisition and management of information, the maintenance of situational understanding, the conduct of situational estimates to determine actions, applying risk management, and the direction and leading of subordinate forces.

6.
PROTECT THE FORCE. The protect the force task area is the protection of the tactical force's fighting potential so it can be applied at the appropriate time and place. It includes those measures the force takes to remain viable and functional by protecting itself from the effects of (or recovery from) enemy activities. Those active and passive measures encompass the following:

a. Conduct air/missile defense.
b. Protect against enemy hazards within the AO.
c. Conduct local security operations.
d. Conduct defensive information operations.

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Appendix B
Army Universal Task List (AUTL)

1.
DEPLOY/CONDUCT MANEUVER. The deploy/conduct maneuver task area is the movement of combat forces to achieve a position of advantage with respect to enemy forces. This task area includes the employment of forces on the battlefield in combination with direct fire or fire potential. Indirect fires are included under the "Employ Fires" task area. It also includes the conduct of tactical movement of all types of units, mobility operations, counter-mobility operations, and tactical actions associated with force protection.

2.
DEVELOP INTELLIGENCE. The develop intelligence task area is the activity to generate knowledge of and products portraying the enemy and environment features required by a commander in planning and conducting operations. It is derived from an analysis of information on the enemy's capabilities, intentions, vulnerabilities, and the environment. This includes the development of tactical intelligence requirements, the planning of collection activities, the collection of relevant information, the processing of that information to include the development of targeting information, and the preparation and dissemination of intelligence.

3.
EMPLOY FIRES. The employ fires task area encompasses the collective and coordinated use of target-acquisition data, indirect-fire weapons, fixed-wing aircraft, offensive information operations, and other lethal and non-lethal means against targets located throughout an area of operations. The essential features of the employ fires task area are the acquiring and processing of tactical targets and the employment of fire support. Note: The acquisition and attack of aerial targets are addressed in "Protect the Force" task area.

4.
PERFORM CSS (COMBAT SERVICE SUPPORT) AND SUSTAINMENT. The perform CSS and sustainment task area is the support and service provided to sustain forces in an area of operations during war and during stability operations and support operations. This tactical task area involves the provision of supply, maintenance, transportation, CHS, personnel, legal, finance, religious, public affairs, contracting, distribution management, and field and other service support (such as general engineering support) required to sustain an operating force in an area of operations that may be joint, multinational, interagency, or a combination of these forces. Combat service support may be required to support contractors, civilians (such as refugees and disaster victims), or members of other governmental and non­governmental agencies. It includes civil-military operations.

5.
EXERCISE COMMAND AND CONTROL (C2). The exercise C2 task area is the exercise and direction by a properly designated commander over assigned and available forces in the accomplishment of the mission. C2 tasks are performed through an arrangement of personnel, information management, procedures, and equipment and facilities employed by a commander in planning, preparing for, executing, and assessing the conduct of operations to accomplish the mission. It includes the acquisition and management of information, the maintenance of situational understanding, the conduct of situational estimates to determine actions, applying risk management, and the direction and leading of subordinate forces.

6.
PROTECT THE FORCE. The protect the force task area is the protection of the tactical force's fighting potential so it can be applied at the appropriate time and place. It includes those measures the force takes to remain viable and functional by protecting itself from the effects of (or recovery from) enemy activities. Those active and passive measures encompass the following:

a. Conduct air/missile defense.
b. Protect against enemy hazards within the AO.
c. Conduct local security operations.
d. Conduct defensive information operations.

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Appendix C
Geneva Conventions
THE EFFECTS OF THE LAWS OF LAND WARFARE

ON COMBAT HEALTH SUPPORT
1. The Law of War.
a. The conduct of armed hostilities on land is regulated by the law of land warfare (See DA Pam 27­1 and FM 27-10). This body of law is inspired by the desire to diminish the evils of war by--
(1)
Protecting both combatants and noncombatants from unnecessary suffering.

(2)
Safeguarding certain fundamental human rights of persons who fall into the hands of the

enemy, particularly prisoners of war, the wounded and sick, and civilians.
(3)
Facilitating the restoration of peace.

b.
The law of war places limits on the exercise of a belligerent's power in the interest of furthering that desire (diminishing the evils of war), and it requires that belligerents--

(1)
Refrain from employing any kind or degree of violence which is not actually necessary for military purposes.

(2)
Conduct hostilities with regard for the principles of humanity and chivalry.

2. Sources of the Law of War.
a. The law of war is derived from two principal sources.
(1)
Treaties (or conventions) such as The Hague and Geneva Conventions.

(2)
Custom--practices which by common consent and long-established uniform adherence has taken on the force of law.

b.
Under the Constitution of the U.S., treaties constitute part of the "supreme Law of the Land," and thus must be observed by both military and civilian personnel. The unwritten or customary law of war is also part of the law of the U.S. It is binding upon the U.S., citizens of the U.S., and other persons serving this country.

3. The Geneva Conventions. The U.S. is a Party to numerous conventions and treaties pertinent to warfare on land. Collectively, these treaties are often referred to as The Hague and Geneva Conventions. Whereas The Hague Conventions concern the methods and means of warfare, The Geneva Conventions concern the victims of war or armed conflict. The Geneva Conventions are four separate international treaties, signed in 1949, and are respectively entitled:
a.
"Geneva Convention for the Amelioration of the Condition of the Wounded and Sick in Armed Forces in the Field" (GWS).

b.
"Geneva Convention for the Amelioration of the Condition of Wounded, Sick, and Shipwrecked Members of Armed Forces at Sea" (GWS Sea).

c.
"Geneva Convention Relative to the Treatment of Prisoners of War" (GPW).

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d. "Geneva Convention Relative to the Protection of Civilian Persons in Time of War" (GC).
The Conventions are very detailed and contain many provisions, which are tied directly to the unit and CHS missions.
4. Protection of the Sick and Wounded. The essential and dominant idea of the GWS is that the soldier who has been wounded or who is sick, and for that reason is out of the combat in a disabled condition, is from that moment protected. Friend or foe must be tended with the same care. From this principle, numerous obligations are imposed upon Parties to a conflict.
a. Protection and Care. Article 12 of the GWS imposes several specific obligations regarding the protection and care of the wounded and sick.
(1)
The first paragraph of Article 12, GWS, states "Members of the armed forces and other persons mentioned in the following Article, who are wounded or sick, shall be respected and protected in all circumstances."

(a)
The word "respect" means "to spare, not to attack," and "protect" means "to come to someone's defense, to lend help and support." These words make it unlawful to attack, kill, ill-treat, or in any way harm a fallen and unarmed enemy soldier. At the same time, these words impose an obligation to come to his aid and give him such care, as his condition requires.

(b)
This obligation is applicable "in all circumstances." The wounded and sick are to be respected just as much when they are with their own army or in no man's land as when they have fallen into the hands of the enemy.

(c)
Combatants as well as noncombatants are required to respect the wounded. The obligation also applies to civilians, in regard to whom Article 18 specifically states: "The civilian population shall respect these wounded and sick, and in particular abstain from offering them violence."

(d)
The GWS does not define what is meant by "wounded or sick," nor has there ever been any definition of the degree of severity of a wound or a sickness entitling the wounded or sick combatant to respect. Any definition would necessarily be restrictive in character and would thereby open the door to

misinterpretation and abuse. The meaning of the words "wounded and sick" is thus a matter of common sense and good faith. It is the act of falling or laying down of arms because of a wound or sickness, which constitutes the claim to protection. Only the soldier who is himself seeking to kill may be killed.
(e)
The benefits afforded the. wounded and sick extend not only to members of the armed forces, but to other categories of persons as well, classes of whom are specified in Article 13, GWS. Even though a wounded person is not in one of the categories enumerated in the Article, we still must respect and protect that person. There is a universal principle, which says that any wounded or sick person is entitled to respect and humane treatment and the care, which his condition requires. Wounded and sick civilians have the benefit of the safeguards of the GC.

(2)
The second paragraph of Article 12, GWS, provides that the wounded and sick "...shall be treated humanely and cared for by the Party to the conflict in whose power they may be, without any adverse distinction found on sex, race, nationality, religion, political opinions, or other similar criteria..."

(a)
All adverse distinctions are prohibited. Nothing can justify a belligerent in making any adverse distinction between wounded or sick who require his attention, whether they be friend or foe. Both are on equal footing in the matter of their claims to protection, respect, and care. The foregoing is not intended to prohibit concessions, particularly with respect to food, clothing, and shelter, which take into account the different national habits and backgrounds of the wounded and sick.

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(b)
The wounded and sick shall not be made the subjects of biological, scientific, or medical experiments of any kind which are not justified on medical grounds and dictated by a desire to improve their condition.

(c)
The wounded and sick shall not willfully be left without medical assistance, nor shall conditions exposing them to contagion or infection be created.

(3)
The only reasons, which can justify priority in the order of treatment, are reasons of medical urgency. This is the only justified exception to the principle of equality of treatment of the wounded.

(4)
Paragraph 5 of Article 12, GWS, provides that if we must abandon wounded or sick, we have a moral obligation to, "as far as military considerations permit," leave medical supplies and personnel to assist in their care. This provision is in no way bound up with the absolute obligation imposed by paragraph 2 to care for the wounded. A belligerent can never refuse to care for enemy wounded on the pretext that his adversary has abandoned them without medical personnel and equipment.

b.
Enemy Wounded and Sick. The protections accorded the wounded and sick apply to friend and foe alike without distinction. Certain provisions of the GWS; however, specifically concern enemy wounded and sick. There are also provisions in the GPW which, because they apply to prisoners of war generally, also apply to enemy wounded or sick.

(1)
Article 14 of the GWS states that persons who are wounded and then captured have the status of prisoners of war. However, that wounded soldier is also a person who needs treatment. Therefore, a wounded soldier who falls into the hands of an enemy who is a Party to the GWS and the GPW, such as the U.S., will enjoy protection under both Conventions until his recovery. The GWS will take precedence over the GPW where the two overlap.

(2)
Article 16 of the GWS requires the recording and forwarding of information regarding enemy wounded, sick, or dead (See AR 190-8 for disposition of an EPW after hospital care).

(3)
When intelligence indicates that large numbers of EPW may result from an operation, medical units may require reinforcement to support the anticipated additional EPW patient work load. Procedures for estimating the medical work load involved in the treatment and care of EPW patients are described in FM 8-55.

c.
Search for and Collection of Casualties. Article 15 of the GWS imposes a duty on combatants to search for and collect the dead and wounded and sick as soon as circumstances permit. It is left to the tactical commander to judge what is possible, and to decide to commit his medical personnel to this effort. If circumstances permit, an armistice or suspension of fire should be arranged to permit this effort.

d.
Assistance of the Civilian Population. Article 18, GWS addresses the civilian population. It allows a belligerent to ask the civilians to collect and care for wounded or sick of whatever nationality. This provision does not relieve the military authorities of their responsibility to give both physical and moral care to the wounded and sick. The GWS also reminds the civilian population that they must respect the wounded and sick, and in particular must not injure them.

e.
Enemy Civilian Wounded and Sick. Certain provisions of the GC are relevant to the unit and CHS missions.

(1)
Article 16 of the GC provides that enemy civilians who are "wounded and sick, as well as the infirm, and expectant mothers, shall be the object of particular protection and respect." The Article also requires that, "as far as military considerations allow, each Party to the conflict shall facilitate the steps taken to search for the killed and wounded [civilians], to assist...other persons exposed to grave danger, and to protect them against pillage and ill-treatment [emphasis added]."

(a) The "protection and respect" to which wounded and sick enemy civilians are entitled is
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the same as that accorded to wounded and sick enemy military personnel.
(b)
While Article 15 of the GWS requires Parties to a conflict to search for and collect the dead and wounded and sick members of the armed forces, Article 16 of the GC states that the Parties must "facilitate the steps taken" in regard to civilians. This recognizes the fact that saving civilians is the responsibility of the civilian authorities rather than of the military. The military is not required to proVide injured civilians with medical care in a CZ. However, if we start providing treatment we are bound by the provisions of the. GWS. Provisions for treating civilians (enemy or friendly) will be addressed in COMMZ regulations.

(2)
In occupied territories, the Occupying Power must accord the inhabitants numerous protections as required by the GC. The provisions relevant to medical care include--

(a)
Requirement to bring in medical supplies for the population if the resources of the occupied territory are inadequate.

(b)
Prohibition on requisitioning medical supplies unless the requirements of the civilian population have been taken into account.

(c)
Duty of ensuring and maintaining, with the cooperation of national and local authorities, the medical and hospital establishments and services, public health, and hygiene in the occupied territory.

(d)
Requirement that medical personnel of all categories be allowed to carry out their duties.

(e)
Prohibition on requisitioning civilian hospitals on other than a temporary basis and then only in cases of urgent necessity for the care of military wounded and sick and after suitable arrangements have been made for the civilian patients.

(f)
Requirement to provide adequate medical treatment to detained persons.

(g)
Requirement to provide adequate medical care in internment camps.

5. Protection and Identification of Medical Personnel. Article 24 of the GWS provides special protection for "Medical personnel exclusively engaged in the search for, or the collection, transport, or treatment of the wounded or sick, or in the prevention of disease, [and] staff exclusively engaged in the administration of medical units and establishments...[emphasis added]." Article 25 provides limited protection for "Members of the armed forces specially trained for employment, should the need arise, as hospital orderlies, nurses, or auxiliary stretcher-bearers, in the search for or the collection, transport, or treatment of the wounded and sick, if they are carrying out those duties at the time when they come into contact with the enemy or fall into his hands [emphasis added]."
a. Protection. There are two separate and distinct forms of protection.
(1)
The first is protection from intentional attack if medical personnel are identifiable as such by an enemy in a combat environment. Normally this is facilitated by medical personnel wearing an arm band bearing the Distinctive Emblem (a red cross or red crescent, on a white background), or by their employment in a medical unit, establishment, or vehicle (including medical aircraft and hospital ships) that displays the Distinctive Emblem. Persons protected by Article 25 may wear an arm band bearing a miniature Distinctive Emblem only while executing medical duties.

(2)
The second protection provided by the GWS pertains to medical personnel who fall into the hands of the enemy. Article 24 personnel are entitled to "retained person" status. They are not deemed to be prisoners of war, but otherwise benefit from the protections of the GPW. They are authorized to

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carry out medical duties only, and "shall be retained only in so far as the state of health...and the number of prisoners of war require." Article 25 personnel are prisoners of war, but shall be employed on their medical duties in so far as the need arises. They may be required to perform other duties or labor, and they may be held until a general repatriation of prisoners of war is accomplished upon the cessation of hostilities.
b. Specific Cases. The AMEDD personnel and non-AMEDD personnel assigned to medical units fall into the category identified in Article 24 provided they meet the "exclusively engaged" criteria of that article. The U.S. Army does not have any personnel who officially fall into the category identified in Article 25. While it is not a violation of the GWS for Article 24 personnel to perform nonmedical duties, it should be understood; however, that Article 24 personnel lose their protected status under that article if they perform duties or tasks inconsistent with their noncombatant role. Should those personnel later take up their medical duties again, a reasonable argument might be made that they cannot regain Article 24 status since they have not been exclusively engaged in medical duties and that such switching of roles might at best cause such personnel to fall under the category identified in Article 25.
(1)
While only Article 25 refers to nurses, nurses are Article 24 personnel if they meet the "exclusively engaged" criteria of that article.

(2)
The AMEDD officers and NCOs assigned to nonmedical positions in an FSB, MSB, or DISCOM are neither Article 24 nor Article 25 personnel. Such assignments place them in the role of a combatant. Examples of such personnel are--

(a)
The AMEDD officers serving as commanders of FSBs or MSBs with responsibility for base or base cluster defense as well as command and control of medical and nonmedical units.

(b)
The AMEDD officers and NCOs assigned to nonmedical staff positions with an FSB or MSB with responsibility for planning and supervising the logistics support for a combat maneuver brigade or other combat unit.

(3)
Article 24 personnel who might become Article 25 personnel by virtue of their switching roles could include the following:

(a)
A medical company commander, a physician, or the executive officer, an MSC officer, detailed as convoy march unit commander with responsibility for medical and nonmedical unit routes of march, convoy control, defense, and repulsing attacks.

(b)
Helicopter pilots who are permanently assigned to a dedicated medical aviation unit to fly medical evacuation helicopters, but fly helicopters not bearing the red cross emblems on standard combat missions during other times.

(4)
The GWS does not itself prohibit the use of Article 24 personnel in perimeter defense of nonmedical units such as unit trains logistics areas or base clusters under overall security defense plans, but the policy of the U.S. Army is that Article 24 personnel will not be used for this purpose. Adherence to this policy should avoid any issues regarding their status under the GWS due to a temporary change in their role from noncombatant to combatant. Medical personnel may guard their own unit without any concurrent loss of their protected status.

c.
Identification Cards and Arm Bands. Medical personnel who meet the "exclusively engaged" criteria of Article 24, GWS, are entitled to wear an arm band bearing the Distinctive Emblem of the red cross and carry the medical personnel identification card authorized in Article 40, GWS (in the U.S. armed services, • Department of Defense (DD) Form 1934). Article 25 personnel and medical personnel serving in positions that do not meet the "exclusively engaged" criteria of Article 24 are not entitled to carry the medical personnel identification card or wear the Distinctive Emblem arm band. Such personnel carry a standard military identification card (DD Form 2A) and, under Article 25, may wear an arm band bearing a

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miniature Distinctive Emblem when executing medical duties. (For a discussion of ID cards, see AR 600-8-14.)
This paragraph implements STANAGs 2027, 2060, 2931 and QSTAG 248.
6. Protection and Identification of Medical Units and Establishments, Buildings and Materiel, and Medical Transports.
a. Protection. There are two separate and distinct forms of protection.
(1)
The first is protection from intentional attack if medical units, establishments, or transports are identifiable as such by an enemy in a combat environment. Normally, this is facilitated by medical units or establishments flying a white flag with a red cross and by marking buildings and transport vehicles with the red cross emblem.

(a)
It follows that if we cannot attack recognizable medical units, establishments, or transports, we should allow them to continue to give treatment to the wounded in their care as long as this is necessary.

(b)
All vehicles employed exclusively on medical transport duty are protected on the field of battle. Medical vehicles being used for both military and medical purposes, such as moving wounded personnel during an evacuation and carrying retreating belligerents as well, are not entitled to protection.

(c)
Medical aircraft, like medical transports, are protected from intentional attack, but with a major difference: they are protected only "while flying at heights, times, and on routes specifically agreed upon between the belligerents concerned." Article 36, GWS. Such agreements may be made for each specific case or may be of a general nature, concluded for the duration of hostilities. If there is no agreement, belligerents use medical aircraft at their own risk and peril.

(d)
The second paragraph of Article 19 imposes an obligation upon belligerents to "ensure that the said medical establishments and units are, as far as possible, situated in such a manner that attacks against military objectives cannot imperil their safety." Hospitals should be sited alone, as far as possible from military objectives. The unintentional bombardment of a medical establishment or unit due to its presence among or in proximity to valid military objectives is not a violation of the GWS. Legal protection is certainly valuable, but it is more valuable still when accompanied by practical safeguards.

(2)
The second protection provided by the GWS pertains to medical units, establishments, materiel, and transports which fall into the hands of the enemy.

(a)
Captured mobile medical unit materiel is to be used first to treat the patients in the captured unit. If there are no patients in the captured unit, or when those who were there have been moved, the materiel is to be used for the treatment of other wounded and sick persons. (See Chapter 6 for additional information on captured enemy equipment.)

(b)
Generally, the buildings, materiel, and stores of fixed medical establishments will continue to be used to treat wounded and sick. However, after provision is made to care for remaining patients, tactical commanders may make other use of them. All distinctive markings must be removed if the buildings are to be used for other than medical purposes.

(c)
The materiel and stores of fixed establishments and mobile medical units are not to be intentionally destroyed, even to prevent them from falling into enemy hands. The actual buildings may in certain extreme cases have to be destroyed for tactical reasons.

(d) Medical transports which fall into enemy hands may be used for any purpose once
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arrangements have been made for the medical care of the wounded and sick they contain. The distinctive markings must be removed if they are to be used for nonmedical purposes.
(e)
A medical aircraft is supposed to obey a summons to land for inspection. If it is performing its medical mission, it is supposed to be released to continue its flight. If examination reveals that an act "harmful to the enemy" (that is if the aircraft is carrying munitions, for example) has been committed, it loses the protections of the Convention and may be seized. If a medical aircraft makes an involuntary. landing, all aboard, except the medical personnel, will be prisoners of war. A medical aircraft refusing a summons to land is a fair target.

b.
Identification. The GWS contains several provisions regarding the use of the red cross emblem on medical units, establishments, and transports (the identification of medical personnel has been previously discussed).

(1)
Article 39 of the GWS reads as follows: "Under the direction of the competent military authority, the emblem shall be displayed on the flags, armlets, and on all equipment employed in the Medical Service.

(a)
There is no obligation on a belligerent to mark his units with the emblem. Sometimes a commander (generally no lower than a brigade commander for U.S. forces) may order the camouflage of his medical units in order to conceal the presence or real strength of his forces. The enemy must respect a medical unit if he knows of its presence, even one, which is camouflaged or not marked. The absence of a visible red cross emblem; however, coupled with a lack of knowledge on the part of the enemy as to the unit's protected status, may render that unit's protection valueless.

(b) The distinctive emblem is not a red cross alone; it is a red cross on a white background.
Should there be some good reason; however, why an object protected by the Convention can only be marked with a red cross without a white background, belligerents may not make the fact that it is so marked a pretext for refusing to respect it.
(c)
Some countries use the red crescent on a white background in place of the red cross. This emblem is recognized as an authorized exception under Article 38, GWS. Although not specifically authorized as a symbol in lieu of the red cross, enemies of Israel in past wars have recognized the red Star of David and have afforded it the same respect as the red cross. This showed compliance with the general rule that the wounded and sick must be respected and protected when they are recognized as such, even when not properly marked.

(d)
The initial phrase of Article 39 shows that it is the military commander who controls the emblem and can give or withhold permission to use it. He is at all times responsible for the use made of the emblem and must see that it is not improperly used by the troops or by individuals.

(2)
Article 42 of the GWS specifically addresses the marking of medical units and establishments.

(a)
"The distinctive flag of the Convention shall be hoisted only over such medical units and establishments as are entitled to be respected under the Convention, and only with the consent of the military authorities." Paragraph 1, Article 42, GWS. Although the Convention does not define "the distinctive flag of the Conventions," what is meant is a white flag with a red cross in its center. Also, the word "flag" must be taken in its broadest sense. Hospitals are often marked by one or several red cross emblems painted on the roof. Finally, the military authority must consent to the use of the flag (see the above comments on Article 39) and must ensure that the flag is used only on buildings entitled to protection.

(b) "In mobile units, as in fixed establishments, [the distinctive flag] may be accompanied
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by the national flag of the Party to the conflict to which the unit or establishment belongs." Paragraph 2, Article 42, GWS. This provision makes it optional to fly the national flag with the red cross flag. It should be noted that on a battlefield, the national flag is a symbol of belligerency and is therefore likely to provoke attack.
(3) In a NATO conflict, NATO STANAG 2931 provides for camouflage of the Geneva emblem on medical facilities where the lack of camouflage might compromise tactical operations. Medical facilities on land, supporting forces of other nations, will display or camouflage the Geneva emblem in accordance with national regulations and procedures. When failure to camouflage would endanger or compromise tactical operations, the camouflage of medical facilities may be ordered by a NATO commander of at least brigade level or equivalent. Such an order is to be temporary and local in nature and countermanded as soon as the circumstances permit. It is not envisaged that fixed, large, medical facilities would be camouflaged. The Standardization Agreement defines "medical facilities" as "medical units, medical vehicles, and medical aircraft on the ground." (For information on camouflage painting, see AR 750-1.)
NOTE
There is no such thing as a "camouflaged" red cross. When camouflaging a medical unit, either cover up the red cross or take it down. A black cross on an olive drab background is not a symbol recognized under the Geneva Conventions.
(4) Medical evacuation vehicles and medical materiel containers will, unless ordered otherwise, be marked with the Distinctive Emblem (red cross on a white background) and other distinguishing insignia and color markings when required by International STANAGs. (See STANAGs 2027, 2060, and ()STAG 248.)
7. Loss of Protection of Medical Establishments and Units. Medical assets lose their protected status by committing acts "harmful to the enemy," Article 21, GWS. A warning must be given to the offending unit and a reasonable amount of time allowed to cease such activity.
a.
Acts Harmful to the Enemy. The phrase "acts harmful to the enemy" is not defined in the Convention, but should be considered to include acts the purpose or effect of which is to harm the enemy, by facilitating or impeding military operations. Such harmful acts would include, for example, the use of a hospital as a shelter for able-bodied combatants, as an arms or ammunition dump, or as a military observation post. Another instance would be the deliberate siting of a medical unit in a position where it would impede an enemy attack.

b.
Warning and Time Limit. The enemy has to warn the unit to put an end to the harmful acts and must fix a time limit on the conclusion of which he may open fire or attack if the warning has not been complied with. The phrase "in all appropriate cases" recognizes that there might obviously be cases where no time limit could be allowed. A body of troops approaching a hospital and met by heavy fire from every window would return fire without delay.

c.
Use of Smoke and Obscurants. The use of smoke and obscurants during medical evacuation operations does not differ from the use of camouflage and does not constitute an act harmful to the enemy.

8. Conditions Not Depriving Medical Units and Establishments of Protection.
a. Article 22 of the GWS reads as follows: "The following conditions shall not be considered as depriving a medical unit or establishment of the protection guaranteed by Article 19:
(1) That the personnel of the unit or establishment are armed, and that they use the arms in their own defense, or in that of the wounded and sick in their charge.
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(2)
That in the absence of armed orderlies, the unit or establishment is protected by a picket or by sentries or by an escort.

(3)
That small arms and ammunition taken from the wounded and sick and not yet handed to the proper service, are found in the unit or establishment.

(4)
That personnel and materiel of the veterinary service are found in the unit or establishment, without forming an integral part thereof.

(5)
That the humanitarian activities of medical units and establishments or of their personnel extend to the care of civilian wounded or sick."

b.
These five conditions are not to be regarded as acts harmful to the enemy. These are particular cases where a medical unit retains its character as such, and its right to immunity, in spite of certain appearances, which might have led to the contrary, conclusion or, at least, created some doubt.

(1)
Defense of medical units and self-defense by medical personnel. A medical unit is granted a privileged status under the laws of war. This status is based on the view that medical personnel are not combatants and that their role in the combat area is exclusively a humanitarian one. In recognition of the necessity of self-defense; however, medical personnel may be armed for their own defense or for the protection of the wounded and sick under their charge. To retain this privileged status, they must refrain from all aggressive action, and may only employ their weapons if attacked in violation of the Convention. They may not employ arms against enemy forces acting in conformity with the law of war and may not use force to prevent the capture of their unit by the enemy (it is, on the other hand, perfectly legitimate for a medical unit to withdraw in the face of the enemy). Medical personnel who use their arms in circumstances not justified by the law of war expose themselves to penalties for violation of the law of war and, provided they have been given due warning to cease such acts, may also forfeit the protection of the medical unit or establishment which they are protecting.

(a)
Medical personnel may carry only small arms, such as rifles or pistols or authorized substitutes. AR 71-32 provides the policy that governs the small arms medical personnel are authorized to carry. AR 350-41 also supports this policy. It states "AMEDD personnel and non-AMEDD personnel in medical units will not be required to train or qualify with weapons other than individual or small arms weapons. However, AMEDD personnel attending training at NCOES [noncommissioned officer education system] courses will receive weapons instruction that is part of the curriculum. This will ensure that successful completion of the course is not jeopardized by failure to attend the weapons training portion of the curriculum."

(b)
The presence of machine guns, grenade launchers, booby traps, hand grenades, light antitank weapons, or mines (regardless of the method by which they are detonated) in or around a medical unit or establishment would seriously jeopardize its entitlement to privileged status under the GWS. The deliberate arming of a medical unit with such items could constitute an act harmful to the • enemy and cause the medical unit to lose its protection, regardless of the location of the medical unit. See the previous discussion of loss of protection of medical units and establishments.

(2)
Guarding of medical units. As a rule, a medical unit is to be guarded by its own personnel. However, it will not lose its protected status if the guard is performed by a number of armed soldiers. The military guard attached to a medical unit may use its weapons, just as armed medical personnel may, to ensure the protection of the unit. But, as in the case of medical personnel, the soldiers may only act in a purely defensive manner, and may not oppose the occupation or control of the unit by an enemy who is respecting the unit's privileged status. The status of such soldiers is that of ordinary members of the armed forces. The mere fact of their presence with a medical unit will shelter them from attack. In case of capture, they will be prisoners of war.

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(3)
Arms and ammunition taken from the wounded. Wounded arriving in a medical unit may still be in possession of small arms and ammunition, which will be taken from them and handed to authorities outside the medical unit. Should a unit be captured by the enemy before it is able to get rid of these arms, their presence is not of itself cause for denying the protection to be accorded the medical unit under the GWS.

(4)
Personnel and materiel of the veterinary corps. The presence of personnel and materiel of the veterinary corps with a medical unit is authorized, even where they do not form an integral part of such unit.

(5)
Care of civilian wounded or sick. A medical unit or establishment protected by the GWS may take in civilians as well as military wounded and sick without jeopardizing its privileged status. This clause merely sanctions what is actually done in practice.

9. 1977 Protocols to The Geneva Conventions. Amendments to The Geneva Conventions have been ratified by some of our allies and potential adversaries. The U.S. representative to the diplomatic conference signed these amendments, but they have not been officially ratified by our government.
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GLOSSARY
- Numbers -
1 SG.First Sergeant (E8)

- A -
A/SPOE.Aerial/Sea Port of Embarkation
AA. Assembly Area
AACG.Arrival Airfield Control Group
MIS.Army Automation Information System
MR.After Action Review
AB. Aviation Brigade
ABL. Ammunition Basic Load
AC. Active Component
ACR.Armored Cavalry Regiment
ACS.Army Community Service
AD. Active Duty Air Defense ADA.Air Defense Artillery ADC.Area Damage Control Assistant Division Commander
ADCON.Administrative Control
ADP.Automated Data Processing
AER.Army Emergency Relief
AFFS.Army Field Feeding System
AG. Adjutant General
AGR.Active Guard and Reserve
Al. Area of Interest Authorized Items AIS. Automated Information System AIT. Automatic Identification Technology ALCE.Airlift Control Element ALOC.Administration and Logistics Operations Center AM. Amplitude Modulation AMC.Area Maintenance Company
Air Mobility Command Army Materiel Command
AMC-LSE.Army Materiel Command — Logistics Support Element
AMO.Automation Office
AMSA.Army Maintenance Support Activity
AMSS.Army Material Status System Ammunition Management Standard System AO. Area of Operations AOAP.Army Oil Analysis Program AOE.Army of Excellence AOR.Area of Responsibility APA. Army Pre-positioned Afloat APL. Army Pre-positioned Land APOD.Aerial Port Of Debarkation APOE.Aerial Port Of Embarkation APS. Army Pre-positioned Stocks AR. Army Regulation Armor
ARC.American Red Cross
Glossary-1
DODDOA-007617

ARFOR.Army Forces ARNG.Army National Guard ARTEP.Army Training and Evaluation Program Arty. Artillery ASA.Aviation Support Area ASAS.All-Source Analysis System ASAT.Automated Systems Approach to Training ASB.Aviation Support Battalion ASCE.Air Support Coordination Element ASL. Authorized Stockage List ASMC.Area Support Maintenance Company ASP. Ammunition Supply Point AST. Area Support Team ASWBL.Armed Services Whole Blood Processing Laboratory ATAV.Army Total Asset Visibility ATCCS.Army Tactical Command and Control System ATMCT.Air Terminal Movement Control Team ATP. Ammunition Transfer Point ATTN.Attention ATWESS.Anti-Tank Weapon Effect Signature Simulation AUEL.Automated Unit Equipment List AUTL.Army Universal Task List AVIM.Aviation Intermediate Maintenance AVUM.Aviation Unit Maintenance AWRDS.Army War Reserve Deployment System AXP. Ambulance Exchange Point
-B-
B Bulk BAS. Battalion Aid Station BB. Break-Bulk BBPCT.Blocking, Bracing, Packing, Crating, and TiedownBCC.Battlefield Circulation and Control BCOC.Base Cluster Operations Center BCT. Brigade Combat Team
Brigade Cavalry Troop BD. Battlefield Distribution BDA.Battle Damage Assessment BDAR.Battle Damage Assessment and Repair BDE. Brigade BDOC.Base Defense Operations Center BDR.Battle Damage Repair BF. Battle Fatigue BFSA.Brigade Forward Support Area BI I. Basic Issue Item BILI. Basic Issue List Item BIT. Built-In Test BITE.Built-In Test Equipment BLTM.Battalion Level Training Model Bn. Battalion BOS.Battlefield Operating System BRIL.Baseline Resource Item List BSA. Brigade Support Area BSC.Base Support Company BSS. Brigade Surgeon Section
Glossary-2
DODDOA-007618

C

C2. Command and Control C3. Command, Control, and Communications C3CM.Command, Control, Communications Countermeasures C4. Command, Control, Communications, and Computers C4ISR.Command, Control, Communications, Computers, Intelligence, Surveillance, and
Reconnaissance CA. Civil Affairs CAC.Combined Arms Command cal. Caliber CALFEX.Combined Arms Live Fire Exercise CAPS.Consolidated Aerial Port System CAS.Close Air Support CATS.Combined Arms Training Strategy cbt. Combat CCIR.Commander's Critical Information Requirements CCL.Combat Configured Load CCP.Container Consolidation Point CD. Civil Defense CDE.Chemical Defense Equipment CDR.Commander CD-ROM.Compact Disc — Read Only Memory CE. Communications — Electronics CEB.Clothing Exchange and Bath CFS. Call for Support CFX. Command Field Exercise CHE.Container Handling Equipment chem.Chemical CHL.Combat Health Logistics CHS.Combat Health Services Combat Health Support
CHU.Container Handling Unit
CINCs.Commander-in-Chiefs
CJMAO.Central Joint Mortuary Affairs Office
CMCC.Corps Movement Control Center
CMMC..Corps Materiel Management Center
CMO.Civil Military Operations/Office/Officer
CMT.Combat Medical Team Contact Maintenance Team/Truck CN. Contributing Nations CNR.Combat Net Radios CO. Commanding Officer Company
COA.Course of Action
COB.Contractors on the Battlefield
COE.Common Operating Environment Centers of Excellence Cof S.Chief of Staff COMEX.Communications Exercise COMMZ.Communications Zone COMSEC.Communication Security CONOPS.Continuity of Operations Contingency Operations
CONPLAN.Contingency Plan
Glossary-3.
DODDOA-007619
CONUS.Continental United States COOP.Continuity of Operations Plan COR.Contracting Officer's Representative COSCOM.Corps Support Command COTS.Commercial Off The Shelf CP. Command Post CPR.Cardio-Pulmonary Resuscitation CPT.Captain CPX.Command Post Exercise CO. Charge of Quarters CRC.Central Reporting Center
Control and Reporting Center
CONUS Replacement Centers

CROP.Containerized Roll-in/Roll-Out Platform
CRT.Combat Repair Team
CS. Combat Support Chemical Smoke CSM.Command Sergeant Major CSS.Combat Service Support CSSAMO.Combat Service Support Automation Management Office/Officer CSSCS.Combat Service Support Control System CT. Combat Trains CTA. Common Table of Allowances CTCP.Combat Trains Command Post CTG.Command Training Guidance CTIL.Commander's Tracked Items List CULT.Common Use Land Transportation CZ. Combat Zone
- D -
DA. Department of the Army
DACG.Departure Airfield Control Group
DAMMS-R.Department of the Army Movement Management System - Revised
DAO.Division Ammunition Office/Officer
DASB.Division Aviation Support Battalion
DE. Directed Energy
decon.Decontamination
DEL. Deployment Equipment List
DEPEX.Deployment Exercise
DESC.Defense Energy Support Center
det. Detachment DFAS.Defense Finance and Accounting Service DFBS.Defense Finance Battlefield System DII. Defense Information Infrastructure
DIMHRS.Defense Integrated Military Human Resources System
DISCOM.Division Support Command
DIT. Digital Interactive Training
DIVARTY.Division Artillery
DLA. Defense Logistics Agency
DLSC.Defense Logistics Support Command
DMA.Defense Mapping Agency
DMC.Distribution Management Center
DMLSS •.Division Medical Logistics Standard Support
DMMC.Division Materiel Management Center
DMOC.Division Medical Operations Center
Glossary-4
DODDOA-007620
DMS.Distribution Management Section DNBI.Disease, Non-battle Injury DNVT.Digital, Non-secure Voice Telephone DOD.Department of Defense DODAC.Department of Defense Ammunition Code DODACC.Department of Defense Activity Address Code DODIC.Department of Defense Identification Code DOL.Director of Logistics DPD.Deployed Personnel Database DPSC.Defense Personnel Support Center DRMO.Defense Reutilization and Marketing Organization DS. Direct Support DSA.Division Support Area DSB. Division Support Battalion DSESTS.Direct Support Electrical System Test Set
DSMC. Division Support Medical Company
DSS. Division Surgeon Section
DSU. Direct Support Unit
DSVT. Digital, Secure Voice Telephone
DTG. Date-Time Group
DTO. Division Transportation Office/Officer
DTS. Defense Transportation System
DVE. Driver Vision Equipment
DZ. Drop Zone
E -
E8. Master Sergeant
E9. Sergeant Major/Command Sergeant Major
Ea. Each
EAB. Echelons Above Brigade
EAC. Echelons Above Corps
EAD. Echelons Above Division
ECB. Echelons Corps and Below
ECCM. Electronic Counter Countermeasures
ECS. Equipment Concentration Site
EEFI. Essential Elements of Friendly Information
EEI. Essential Elements of Information
ELSEC. Electronic Security
EMT. Emergency Medical Treatment
EOC. Emergency Operations Center
EOD. Explosive Ordnance Disposal
EOH. Equipment on Hand
EP. Electronic Protection
EPLRS. Enhanced Position Location Reporting System
EPW. Enemy Prisoner of War
ERT. Equipment Reception Team
ESE. Engineer Support Element
EST. Engineer Support Team
ETA. Estimated Time of Arrival
ETM. Electronic Technical Manual
evac. Evacuation
EW. Electronic Warfare

- F -

Glossary-5.
DODDOA-007621
F. Fahrenheit F&E. Fuel and Electrical FA. Field Artillery FAAD.Forward Area Air Defense FAD. Force Activity Designator FARP.Forward Arming and Refueling Point FAS. Forward Aid Station FASCAM.Family of Scatterable Mines
FDC. Fire Direction Center
FDRP. First Destination Reporting Point
FFIR. Friendly Forces Information Requirement
FLE. Forward Logistics Element
FM. Field Manual
Frequency Modulation
FMC. Fully Mission Capable
FNS. Foreign Nation Support
FPF. Final Protective Fires
FPL. Final Protective Line
FRAGO. Fragmentary Order
FRCP. Flat Rack Collection Point
FRS. Forward Repair System
FS. Fire Support
FSB. Forward Support Battalion
FSC. Forward Support Company
FSG. Family Support Group
FSMC. Forward Support Medical Company
FSO. Fire Support Officer
FSS. Fast Sealift Ship
FSSP. Fuel System Supply Point
FST. Field Sanitation Team
Forward Surgical Team
FTX. Field Training Exercise
FUPP. Full-Up Power Pack
fwd. Forward
- G -
GMLR. Guided Missile & Large Rockets
GPS. Global Positioning System
GS. General Support
GSE. Ground Support Equipment
- H -

HAZMAT.Hazardous Material
HCP.Health Care Package Health & Comfort Pack HDC.Headquarters and Distribution Company HE. High Explosive HEMTT.Heavy Expanded Mobility Tactical Truck HERCULES.Heavy Equipment Recovery Combat Utility Lift and Evacuation System HET. Heavy Equipment Transporter HF. High Frequency HHC.Headquarters and Headquarters Company HHD.Headquarters and Headquarters Detachment HMMWV.High Mobility Multipurpose Wheeled Vehicle
Glossary-6
DODDOA-007622
HN. Host Nation
HNS.Host Nation Support
HQ. Headquarters
hr(s). Hour(s)
HSC.Headquarters and Supply Company
HSMO.Health Service Materiel Officer HSS. Health Service Support HSSO.Health Service Support Officer HTAR.Hot Tactical Aircraft Refueling System HUMINT.Human Intelligence
hvy. Heavy
HZ. Hertz
SAW. In Accordance With
IC. Installation Coordinator
ICUMO.Installation Coordinator Unit Movement Officer
ICW. In Coordination With
IETM.Interactive Electronic Technical Manual IEW. Intelligence and Electronic Warfare
IFTE.Integrated Family of Test Equipment
IFV. Infantry Fighting Vehicle
IHFR.Improved High Frequency Radio
INTSUM.Intelligence Summary
IPB. Intelligence Preparation of the Battlefield
IPE. Individual Protective Equipment
IR. Intelligence Requirements
ISO. International Standardization Organization
ITO. Installation Transportation Officer/Office
ITV. Intransit Visibility
- J -
JAG. Judge Advocate General JOPES.Joint Operations Planning and Execution System JP. Joint Publication JP-8.Jet Propulsion Fuel, Type 8
- K -
KCLFF.Kitchen, Company Level, Field Feeding
KHZ. Kilohertz
KIA. Killed In Action KW. Kilowatt
- L -
LAR. Logistics Assistance Representative LAW.Light Anti-tank/Anti-armor Weapon LHS. Load Handling System LIN. Line Item Number LMCS.Land Missile Combat System LMTV.Light/Medium Tactical Vehicle LNO.Liaison Officer
Glossary-7
DODDOA-007623
LOC.Lines of Communication Logistics Operations Center
LOD.Line of Duty
LOG.Logistics
LOGCAP.Logistics Civil Augmentation Program
LOGPAC.Logistics Package
LOGSA.Logistics Support Agency
LOGSITREP.Logistics Situation Report
LOGSTAT.Logistics Status
LOS.Line of Sight
LOTS.Logistics Over the Shore
LP. Listening Post
LPB. Logistics Preparation of the Battlefield
LPXMED.Logistics Processor External — Medical Module
LRP. Logistics Release Point
LRU. Line Replaceable Unit
LT. Lieutenant
LTA. Local Training Area
LTC. Lieutenant Colonel
LZ. Landing Zone
- M -
MA. Marshalling Area
Mortuary Affairs
MACOM. Major Army Command
MACP. Mortuary Affairs Collection Point
Maint. Maintenance
MAJ. Major
MAPEX. Map Exercise

MAS.Main Aid Station
mat. Materiel
MC. Movement Control
MCA.Movement Control Agency
Military Civil Action
MCL.Mission Configured Load
MCM.Multi-Capable Maintainer
MCO.Maintenance Control Office/Officer Movement Control Office/Officer
MCP.Maintenance Collection Point
MCS.Maneuver Control System
MCSR.Materiel Condition Status Report
MCT.Movement Control Team
MCX.Maneuver Coordination Exercise
Mech.Mechanized
MEDCOM.Medical Command
MEDEVAC.Medical Evacuation
MEDLOG-D.Medical Logistics-Division
MES.Medical Equipment Set
METL.Mission Essential Task List
METT-TC.Mission, Enemy, Terrain, Troops, Time Available, and Civilian Considerations
MG. Machine Gun
MH. Mental Health
MHE.Material Handling Equipment
MHZ.Megahertz
Glossary-8
DODDOA-007624
MI. Military Intelligence MIA. Missing In Action MIJI. Meaconing, Intrusion, Jamming, and Interference MIL. Master Incident List MILES.Multiple Integrated Laser Engagement Simulation MILVAN.Military Van Min. Minute MKT.Mobile Kitchen Trailer MLMC.Medical Logistics Management Center MLRS.Multiple Launch Rocket System mm. millimeter MMC.Materiel Management Center MMMB.Medical Materiel Management Branch MOBPLAN.Mobilization Plan MOC.Medical Operations Center MOPP.Mission Oriented Protective Posture MOS.Military Occupational Specialty MOUT.Military Operations in Urban Terrain MP. Military Police MPL.Mandatory Parts List MQS.Military Qualification Standards MRE.Meal, Ready to Eat MRM.Maintenance Reporting and Management MRO.Materiel Release Order MROCS.Materiel Release Order Control System MSE.Mobile Subscriber Equipment MSR.Main Supply Route MSRT.Mobile Secure Radio Telephone Terminal Mobile Subscriber Radio Telephone
MST. Maintenance Support Team
MTF. Medical Treatment Facility
MTMC. Military Traffic Management Command
MTOE. Modified Table of Organization and Equipment
MTP. Mission Training Plan
MTV. Medium Tactical Vehicles
MWR. Morale, Welfare, and Recreation
MX. Mechanized Missile, Experimental
N
NAI. Named Area of Interest
NATO. North Atlantic Treaty Organization
NBC. Nuclear, Biological, Chemical
NC. Node Center
NCO. Noncommissioned Officer
NCOIC. Noncommissioned Officer In Charge
NCS. Net Control Station
NICP. National Inventory Control Point
NIMA. National Imagery and Mapping Agency
NLT. Not Later Than
NMC. Non-Mission Capable
NRP. Non-unit Replacement Personnel
NRT. Near Real Time
NRTS. Not Repairable This Station
NSL. Non-Stockage List
Glossary-9
DODDOA-007625
NSN.National Stock Number
0
OC. Observer Controller
OCIE.Organizational Clothing and Individual Equipment
OCOKA.Observation, Concealment and Cover, Obstacles, Key Terrain, and Avenues of Approach
OCONUS.Outside the Continental United States
OEG.Operational Exposure Guidance
OFS.Officer Foundation System
OIC. Officer In Charge
OP. Observation Post
OPCON.Operational Control
OPFOR.Opposing Forces
OPLAN.Operations Plan
OPLOGPLN.Operations Logistics Planner
OPORD.Operations Order
OPSEC.Operational Security
OPTEMPO.Operational Tempo
OR. Operational Readiness
Ord. Ordnance
ORF.Operational Readiness Float
ORGWON.Organization Work Order Number
OST. Order Ship Time
-P-
P Package
PA. Physician Assistant
PAC. Personnel and Administrative Center
Pam. Pamphlet
PAO. Public Affairs Office/Officer
PASR. Personnel Accounting and Strength Reporting
PBO. Property Bock Officer
PDF. Protective Defensive Fires
PDR. Personnel Deployment Roster
pers. Personnel

PERSITREP.Personnel Situation Report PERSTAT.Personnel Status Report PEWS.Platoon Early Warning System PIR. Priority Intelligence Requirements
Personnel Information Roster Pkg. Package PL. Platoon Leader
Phase Line PLL. Prescribed Load List Plt. Platoon PM. Provost Marshall
Program Manager
Preventive Medicine PMCS.Preventative Maintenance Checks and Services PMCT.Port Movement Control Team PMM.Preventive Medicine Measures PMO.Provost Marshall Office POC.Point of Contact
Glossary-10
DODDOA-007626
POD. Port of Debarkation
POL. Petroleum, Oil, and Lubricants
POM. Preparation for Overseas Movement
Program Objective Memorandum
POV. Privately Owned Vehicle
PREPO. Pre-positioned
PSA. Port Support Activity
PSD. Personnel Service Detachment
PSG. Platoon Sergeant
psi. Pounds per square inch
PSR. Personnel Status Report
PSS. Personnel Service Support
PSYOP. Psychological Operations
PUMA. Pocket Unit Maintenance Aid
PX. Post Exchange
PZ. Pickup Zone
Q
QC. Quality Control
QM. Quartermaster
QR F. Quick Reaction Force
- R -
R & S. Reconnaissance and Surveillance
RAA. Redeployment Assembly Area
RAOC. Rear Area Operations Center
RC. Reserve Component
RCPOC. Rear Command Post Operations Center
RDD. Required Delivery Date
RDF. Radio Direction Finding
rds. rounds
RECON. Reconnaissance
RES. Radiation Exposure Status
RF. Radio Frequency
Reaction Force
RF/AIT. Radio Frequency/Automatic Identification Technology
RFID. Radio Frequency Identification Tag
ROC. Rear Operation Cell
ROE. Rules of Engagement
ROM. Refuel on the Move
RO/RO. Roll-On/Roll-Off
RP. Release Point
RS. Religious Support
RSO&I. Reception, Staging, Onward Movement, and Integration
RSOP. Redeployment Standing Operating Procedures
RSR. Required Supply Rate
RT. Radio Transmitter
RTD. Return To Duty
RTF. Regeneration Task Force
RWI. Radio Wire Integration
RX. Reparable Exchange
S

Glossary-11
DODDOA-007627
S & S. Supply and Services
S & T. Supply and Transport
S1. Adjutant / Personnel Officer
S2. Intelligence Officer
S2/S3. Intelligence and Operations Officer
S3. Operations and Training Officer
S4. Supply Officer
S6. Communication/Electronics Officer
SA. Situational Awareness Staging Area
SAAS-MOD.Standard Army Ammunition System — Modernized
SALUTE. Size, Activity, Location, Unit, Time, and Equipment
SAMS-1. Standard Army Maintenance System-1
SAMS-2. Standard Army Maintenance System-2
SARSS-1.Standard Army Retail Supply System - 1
SARSS-2.Standard Army Retail Supply System - 2
SARSS-O.Standard Army Retail Supply System - Objective SATCOM.Satellite Communications
SATS.Standard Army Training System .
SAW. Squad Automatic Weapon
SCPE. Simplified Collective Protective Equipment
SDO. Staff Duty Officer
SEAD. Suppression of Enemy Air Defense
SGT. Sergeant
SHELLREP.Shelling Report
SIDPERS.Standard Installation/Division Personnel System
SIGINT. Signal Intelligence
SIGSEC. Signal Security
SINCGARS.Single — Channel Ground and Airborne Radio System
SITMAP. Situation Map
SITREP. Situation Report
SJA. Staff Judge Advocate
SM. Service Member Soldier's Manual SMCT.Soldier's Manuals Of Common Tasks SMFT.Semi — Trailer Mounted Fabric Tank SOI. Signal Operating Instructions SOO.Support Operations Officer SOP.Standing Operating Procedures SP. Start Point SPBS-R _.Standard Property Book System - Redesign SPO.Security, Plans, and Operations SPOD.Seaport Of Debarkation SPOE.Seaport Of Embarkation SPOTREP.Spot Report SPT OPS.Support Operations SRC.Standard Requirement Code SRP.Soldier Readiness Processing SSA. Supply Support Activity SSI. Signal Supplemental Instructions STAFFEX.Staff Exercise STAMIS.Standard Army Management Information System STANAG.Standardization NATO Agreement STB. Super Tropical Bleach STE. Simplified Test Equipment STON.Short Ton
Glossary-12
DODDOA-007628

STP. Soldier Training Publication STRIKEWARN.Strike Warning of Friendly Nuclear Fire STX. Situational Training Exercise svcs. Services
T
T&EO.Task and Evaluation Outline
TAA. Tactical Assembly Area
TACAIR.Tactical Air
TACCS.Tactical Army Combat Service Support Computer System Tactical Airlift Control Center System TACSATCOM.Tactical Satellite Communications TADSS.Training Aids, Devices, Simulators, and Simulations TALCE.Tanker Airlift Control Element TAMMIS — D.Theater Army Medical Management Information System - Division TAMMS.The Army Maintenance Management System TAT. To Accompany Troops TAV. Total Asset Visibility TB. Technical Bulletin TC. Training Circular Tank Commander
TC-ACCIS.Transportation Coordinators' Automated Command and Control Information System TC-AIMSII.Transportation Coordinator's — Automated Information for Movements Systems II TCF. Tactical Combat Force TCMD.Transportation Control and Movements Document TCN.Transportation Control Number TCP.Traffic Control Point TDA.Table of Distribution and Allowances TDD.Time Definite Delivery TDY. Temporary Duty TEWT.Tactical Exercise Without Troops TEXMIS.Training Module Executive Management Information System TF. Task Force TFE. Tactical Field Exchange TFM.Tactical Field Maintenance TFSA.Task Force Support Area TG. Trainer's Guide TI. Tactical Internet TM. Technical Manual
Team
TMCA.Theater Movement Control Agency
TMDE.Test, Measurement, and Diagnostic Equipment
TMEP.Theater Mortuary Evacuation Point
TMIP.Theater Medical Information Program
TMT.Transportation Motor Transport Treatment Team TMTC.Transportation Motor Transport Company Tng. Training TO. Task Order TOC.Tactical Operations Center TOCEX •.Tactical Operations Center Exercise TOE.Table of Organization and Equipment TOW.Tube - launched, Optically Tracked, Wire - guided TPS. Tactical Personnel System
Glossary-13.
DODDOA-007629
TPU. Troop Program Unit TQG.Tactical Quiet Generator TRADOC.(US Army) Training and Doctrine Command trans.Transportation TRP. Target Reference Point TSB. Theater Staging Base TSC.Theater Support Command TSOP.Tactical Standing Operating Procedures TTP. Tactics, Techniques, and Procedures TWV.Tactical Wheeled Vehicles
U -
UAA.Unit Assembly Area UAV.Unmanned Aerial Vehicle UBL. Unit Basic Load UCL. Unit Configured Load UCMJ.Uniform Code of Military Justice UGR — A.Unitized Group Ration - A UIC. Unit Identification Code ULC. Unit Level Computer
Underwriter's Laboratory Code ULLS-A.Unit Level Logistics System-Air ULLS-G.Unit Level Logistics System-Ground ULLS-S4.Unit Level Logistics System-S4 UMA.Unit Marshalling Area UMC.Unit Movement Coordinator
Unit Movement Code UMCP.Unit Maintenance Collection Point UMD.Unit Movement Data UMO.Unit Movement Officer UMT.Unit Ministry Team
Unit Maintenance Technician UPW.Unit Proficiency Worksheet USACASCOM.United States Army Combined Arms Support Command USAR.United States Army Reserve USCS.United States Custom Service USDA.United States Department of Agriculture USR.Unit Status Report
-
V -
.

VHF Very High Frequency
.
VM Velocity Management
-
W -
WARNO.Warning Order W IA. Wounded in Action wpn. weapon WSM.Weapon System Manager WSRO.Weapon System Replacement Operations WWMCCS.Worldwide Military Command and Control System
-
X -
Glossary-14
DODDOA-007630
.
XO Executive Officer
Glossary-15.
DODDOA-007631
Army Regulations
AR 5-12
AR 25-400-2
AR 27-10
AR 40-5
AR 190-11
AR 190-13
AR 215-1
AR 220-1 •
AR 220-10
AR 350-1
AR 350-30
AR 350-41
AR 380-19
AR 380-19-1
AR 380-40
AR 380-5
AR 385-10
AR 530-1
AR 600-8-1
AR 600-8-104 AR 600-8-19 AR 600-8-22 AR 608-1 AR 614-200 AR 638-2 AR 700-138 AR 700-84 AR 700-93
AR 710-2 AR 725-50 AR 735-5 AR 750-1
Department of Army
DA Pamphlet 350-38 DA Pamphlet 350-39 DA Pamphlet 385-1
REFERENCES
Required Publications
Army Management of the Electromagnetic Spectrum
The Modern Army Record Keeping System (MARKS)
Legal Service: Military Justice

Preventive Medicine
Physical Security of Arms, Ammunition and Explosives

The Army Physical Security Program
Morale, Welfare, and Recreation Activities and Non-appropriated Funds
Instrumentality

Unit Status Reporting
Preparation for Overseas Movement of Units (POM)
Army Training
Code of Conduct/Survival, Evasion, Resistance, and Escape (SERE)

Training
Training in Units
Information System Security

(C)
Control of Compromising Emanations (U)

(0)
Policy for Safeguarding and Controlling Communications Security (COMSEC) Material (U) Department of the Army Information Security Program Army Safety Program Operations Security Army Casualty Operations/Assistance/Insurance Military Personnel Information Management/Records Enlisted Promotions and Reductions Military Awards Army Community Service Program Enlisted Assignments and Utilization Management Care and Disposition of Remains, and Disposition of Personal Effects Army Logistics Readiness and Sustainability

Issue and Sale of Personal Clothing Processing and Shipping DOD Sponsored Retrograde Materiel Destined for Shipment to the United States, Its Territories, Trusts and Possessions
Inventory Management Supply Policy Below the Wholesale Level Requisition, Receipt, and Issue System Policies and Procedures for Property Accountability Army Materiel Maintenance Policy and Retail Maintenance Operations
Pamphlets
Standards in Weapons Training Standards in Weapons Training (Special Operations Forces) Small Unit Safety Officer/NCO Guide
References-1
DODDOA-007632
.
DA Pamphlet 710-2-1 Using Unit Supply System: Manual Procedures
.
DA Pamphlet 738-750 Functional Users Manual for the Army Maintenance Management System (TAMMS)
.
DA Pamphlet 750-35 Users Guide for Motor Pool Operations
Field Manuals FM 3-100. Chemical Operations Principles and Fundamentals
FM 3-100,4. Environmental Considerations in Military Operations
FM 3-3. Chemical and Biological Contamination Avoidance
FM 3-4. NBC Protection
FM 3-5. NBC Decontamination
FM 5-103. Survivability

FM 7-20. The Infantry Battalion
FM 8-10. Health Service Support in a Theater of Operations
FM 8-10-1. The Medical Company Tactics, Techniques, and Procedures
FM 8-10-6. Medical Evacuation in a Theater of Operations, Tactics, Techniques and Procedures FM 8-10-7. Health Service Support in a Nuclear, Biological, and Chemical Environment FM 8-285. Treatment of Chemical Agent Casualties and Conventional Military
Chemical Injuries FM 9-15. Explosive Ordnance Disposal Service and Unit Operations FM 9-43-2. Recovery and Battlefield Damage Assessment and Repair FM 9-6. Munitions Support in Theater of Operations FM 10-15. Basic Doctrine Manual for Supply and Storage FM 10-23. Basic Doctrine for Army Field Feeding and Class I Operations
Management FM 10-27. General Supply in a Theater of Operations FM 10-27-2. Tactics, Techniques and Procedures for Quartermaster Direct Supply
and Field Service Operations FM 10-27-3. Tactics, Techniques, and Procedures for Quartermaster Headquarters
Operations FM 10-27-4. Organizational Supply for Unit Leaders FM 10-450-3. Multi-Service Helicopter Sling Load Basic Operations and Equipment FM 10-450-4. Multi-Service Helicopter Sling Load and Single Point Load Rigging
Procedures FM 10-450-5. Multi-Service Helicopter Sling Load and Dual Point Load Rigging
Procedures FM 10-500-7. Airdrop Derigging and Recovery Operations FM 10-52. Water Supply in Theaters of Operations FM 10-52-1. Water Supply Point Equipment and Operations FM 10-64. Mortuary Affairs Operations FM 10-67. Petroleum Supply in Theaters of Operations FM 10-67-1. Concepts and Equipment of Petroleum Operations FM 10-67-2. Petroleum Laboratory Testing and Operations FM 11-32. Combat Net Radio Operations FM 12-6. Personnel Doctrine FM 14-100. Financial Management Operations FM 19-4. Military Police Battlefield Circulation Control, Area Security, and Enemy
References-2
DODDOA-007633
FM 19-40 FM 20-3 FM 21-10 FM 21-10-1 FM 21-11 FM 21-16 FM 21-26 FM 21-305 FM 21-306 FM 21-60 FM 21-75 FM 22-51 FM 23-67 FM 23-9 FM 24-16
FM 24-18 FM 24-19 FM 24-22 FM 24-33 FM 24-35 FM 24-35-1 FM 25-100 FM 25-101 FM 34-130 FM 34-54 FM 44-100 FM 44-8 FM 44-80 FM 55-1 FM 55-10 FM 55-30 FM 55-65 FM 55-9 FM 63-2-1
FM 63-20 FM 63-21 FM 63-23 FM 100-10 FM 100-10-1 FM 100-10-2 FM 100-14 FM 100-17 FM 100-17-1 FM 100-17-2 FM 100-17-3
ARTEP 63-006-MTP

Prisoner of War Operations
Enemy Prisoners of War, Civilian Internees, and Detained Persons
Camouflage, Concealment, and Decoys
Field Hygiene and Sanitation
Unit Field Sanitation Team
First Aid For Soldiers
Unexploded Ordnance Procedures
Map Reading and Land Navigation
Manual for the Wheeled Vehicle Driver
Manual for the Tracked Combat Vehicle Driver
Visual Signals
Combat Skills of the Soldier
Leaders' Manual for Combat Stress Control
Machine-gun, 7.62-MM, M60
M16A1 Rifle and M16A2 Rifle Marksmanship
Communications-Electronics: Operations, Orders, Records, and
Reports
Tactical Single-Channel Radio Communications Techniques Radio Operator's Handbook
Communications - Electronics Management System
Communications Techniques Electronic Counter-Countermeasures
(0)
Signal Operation Instructions "The SOI"

(0)
Signal Supplemental Instructions Training the Force Battle Focused Training Intelligence Preparation of the Battlefield Battlefield Technical Intelligence US Army Air Defense Operations Combined Arms for the Air Defense Visual Aircraft Recognition Army Transportation Services in a Theater of Operations Movement Control in a Theater of Operations Army Motor Transport Units and Operations Strategic Deployment Unit Air Movement Planning Division Support Command Light Infantry, Airborne and Air Assault

Divisions Forward Support Battalion Main Support Battalion Aviation Support Battalion Combat Service Support Theater Distribution Contracting Support on the Battlefield Risk Management Mobilization, Deployment, Redeployment, Demobilization Army Pre-Position AFLOAT Operations Army Pre-Position Land Reception, Staging, Onward Movement, and Integration
References-3
DODDOA-007634
FM 100-17-5
FM 100-27
FM 100-5
FM 101-5
FM 101-5-1
Technical Bulletins
TB Medical 530
TB Medical 577
Training Circulars
TC 24-20
TC 25-1
TC 25-20
TC 25-6
TC 25-8
Technical Manuals
TM 43-0002-33
TM 55-2200-001-12
TM 750-244-2
TM 750-244-6
TM 750-244-7
TM 38-250
Soldier's Training Publications
STP 10-92ABDII-MQS
STP 10-92G1-SM-TG
STP 10-92G25-SM-TG
STP 10-92Y1-SM STP 10-92Y24-SM-TG
STP 21-1-SMCT STP 21-24-SMCT STP 21-1I-MQS
Redeployment

US Army/US Air Force Doctrine for Joint Airborne and Tactical Airlift
Operations
Operations (How to Fight)
Staff Organization Operations
Operational Terms and Graphics

Occupational and Environmental Health Food Service Sanitation
Occupational and Environmental Health: Sanitary Control and
Surveillance of Field Water Supplies

Tactical Wire and Cable Techniques
Training Land
A Leaders Guide to After Action Reviews
Force-On-Force Collective Training Using the Tactical Engagement

Simulation Training. System
Training Ranges

Destruction of Conventional Ammunition and Improved Conventional

Munitions (ICM) to Prevent Enemy Use
Transportability Guidance for Application of Blocking, Bracing, and
Tiedown Materiels for Rail Transport

Procedures for Destruction of Electronics Materiel to Prevent Enemy

Use (Electronics Command)
Procedures for Destruction of Tank-Automotive Equipment to Prevent
Enemy Use (US Army Tank-Automotive Command)

Procedures for Destruction of Equipment in Federal Supply Class 1000,
1005, 1010, 1015, 1020, 1025, 1030, 1055, 1090, and 1095 to Prevent
Enemy Use
Preparing of Hazardous Materials for Military Air Shipment

Military Qualification Standards II, Quartermaster Corps,
Quartermaster General (92A), Supply and Materiel Management
(92B), and Aerial Delivery and Materiel (92D) Company Grade
Officer's Manual
Soldiers Manual and Trainer's Guide for Food Service Specialist,
MOS 92G - Skill Level 1
Soldiers Manual and Trainers Guide for Food Service Specialist,
MOS 92G, Skill Level 2/3/4/5
Soldiers Manual, MOS 92Y, Unit Supply Specialist, Skill Level 1
Soldiers Manual and Trainees Guide for Unit Supply Specialist, MOS
92Y, Skill Levels 2,3, and 4
Soldiers Manual Of Common Tasks Skill Level 1
Soldiers Manual Of Common Tasks (SMCT) Skill Levels 2 - 4
Military Qualification Standards II Manual of Common Tasks

References-4
DODDOA-007635
STP 21-I-MOS
Other Product Types
DOD 4500.32-R VOL 1 DOD 4500.32-R VOL 2
DOD Directive 4500.9-R JTTP 4-06
OPLOG Planner TRADOC Pam 11-9 TRADOC Pam 525-6
Military Qualification Standards I Manual of Common Tasks (Precommisioning Requirements)
Military Standard Transportation and Movement Procedures Military Standard Transportation and Movement Procedures (MILSTAMP): Transportation Account Codes (TACS) Defense Transportation Regulation
Joint Tactics, Techniques, and Procedures for Mortuary Affairs in Joint Operations Operations Logistics Planner Blueprint of the Battlefield
Operations Security - Doctrinal Guidelines for Tactical Units and Trainers
References-5.
DODDOA-007636
By Order of the Secretary of the Army:
ERIC K. SHINSEKI
General, United States Army Chief of Staff
Official:
4244_3
JOEL B. HUDSON
Administrative Assistant to the Secretary of the Army
0128809
DISTRIBUTION:
Active Army, Army National Guard, and US Army Reserve: To be distributed in accordance with the initial distribution number 120774, requirements for ARTEP 63-006-MTP.
DODDOA-007637

QUESTIONNAIRE
MISSION TRAINING PLAN USER FEEDBACK

MTP NUMBER: DATE: .
MTP TITLE: .
Request your recommendations to improve this training publication. To make it easier to make recommendations, a standard questionnaire has been provided for your use. Please answer all questions frankly and mail to: Commander, U.S. Army Combined Arms Support Command, 401 1st Street, Suite 229, ATTN: ATCL-A, Fort Lee, Virginia 23801
THE FOLLOWING QUESTIONS PERTAIN TO YOU.
1..What is your position (CDR, XO, Pit Ldr, Plt Sgt, Section Chief, Section NCOIC, etc.)?
2..How long have you served in this position? .
3..How long have you served in this unit? .
4..What is your component?.A. AC B. RC
5..What is your unit?.A..CONUS.B..USAREUR
C..USARPAC.D..8TH USA
E..Other (specify) . THE FOLLOWING QUESTIONS ARE ABOUT THE MTP IN GERNERAL.
6.
.How do you feel this document has affected training in your unit when compared to other training products?

A.
Has made training worse. .

B.
Has made training better. .

C.
Has had no effect on training. .

D.
Do not know or do not have an opinion. .

7..How easy is this product to use compared to other training products?
Questionnaire-1
DODDOA-007638
A. More difficult. .
B. Easier. .
C. About the same. .
D. Do not know or do not have an opinion. .
8.
.What part of the MTP was least useful?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

9.
.What part of the MTP was most useful?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

Questionnaire-2.
DODDOA-007639
F. Chapter 6, External Evaluation. .
G. Do not know or do not have an opinion. .
10.
.What chapter of the MTP was the most difficult to understand?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

11..What was the easiest part of the MTP to understand?
A.
.Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines.

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

Questionnaire-3.
DODDOA-007640
THE FOLLOWING QUSTIONS PERTAIN TO THE TRAINING EXERCISES (STX AND FTX).
12.
.The exercises are designed to prepare the unit to accomplish its wartime mission. In your opinion, how well did they fulfill their intended purpose?

A.
They did not prepare the unit at all. .

B.
They helped, but only provided 20% or less of my unit's training requirements.

C.
They helped, but only provided 21% to 50% of my unit's training requirements.

D.
They helped, but only provided 51% to 80% of my unit's training requirements.

E.
They provided 81% or more of my unit's training requirements.

13..Would you recommend that any STX or TX be added or deleted from the MTP (specify FTX or STX)?
14.
.What was the greatest problem you experienced with the exercises?

A.
Too many pages. .

B.
Hard to read and understand.

C.
Needs more illustrations. .

D.
Needs more information on how to set up the exercises.

E.
Needs more information on leader training. .

F.
Needs more information on how to conduct the exercises.

G.
Needs more information on support and resources.

H.
Needs more information on normally attached elements. .

Questionnaire-4.
DODDOA-007641
I. Does not interface well with other training products, such as battle drills.
J. Do not know or have no opinion.
15.
.What was the second greatest problem you experienced with the exercises?

A.
Too many pages. .

B.
Hard to read and understand.

C.
Needs more illustrations. .

D.
Needs more information on how to set up the exercises.

E.
Needs more information on leader training. .

F.
Needs more information on how to conduct the exercises.

G.
Needs more information on support and resources.

H.
Needs more information on normally attached elements. .

I.
Does not interface well with other training products, such as battle drills.

J.
Do not know or have no opinion.

16..How many STX's or FTX's have you trained or participated in personally?
Questionnaire-5.
DODDOA-007642
ARTEP 63-006-MTP
THE FOLLOWING QUESTIONS APPLY TO CHAPTERS 5 AND 6 OF THE MTP.

17.
.What changes would you make to Chapter 5, Training and Evaluation Outlines?

A.
Leave it out altogether. .

B.
Clarify how to use this chapter with the training exercises.

C.
Clarify how to use this chapter with the external evaluation.

D.
The performance measures are too detailed.

E.
The performance measures are not detailed enough.

F.
The performance measures do not adequately address those elements that are normally attached in wartime. .

G.
Do not change, chapter is fine. .

H.
Do not know or have no opinion. .

18.
.What changes would you make to this Chapter 6, External Evaluation?

A.
Leave it out altogether. .

B.
Clarify how to use this chapter with the training exercises.

C.
Clarify how to use this chapter with the external evaluation.

D.
The performance measures are too detailed.

E.
The performance measures are not detailed enough.

F.
The performance measures do not adequately address those elements that are normally attached in wartime. .

Questionnaire-6
DODDOA-007643
G. Do not change, chapter is fine. .
H. Do not know or have no opinion. .
19..Additional Comments:
IL, e'
ir-
Questionnaire-7
DODDOA-007644

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75