Army Training and Evaluation Program 63-226L-MTP: Mission Training Plan for Headquarters, Main Support Battalion, Airborne, Air Assault, And Light Infantry Divisions

Department of the Army ARTEP 63-226L-MTP

MISSION TRAINING
PLAN
FOR
HEADQUARTERS,
MAIN SUPPORT
BATTALION,
AIRBORNE, AIR
ASSAULT, AND LIGHT
INFANTRY DIVISIONS

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
ARMY TRAINING AND HEADQUARTERS
EVALUATION PROGRAM DEPARTMENT OF THE ARMY
63-226L-MTP Washington, DC, 2 May 2001
MISSION TRAINING PLAN
BATTALION HEADQUARTERS
MAIN SUPPORT BATTALION, AIRBORNE, AIR ASSAULT, AND LIGHT
INFANTRY DIVISION

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 1-3 1-5 PRINCIPLES OF TRAINING 1-4 1-6 TRAINING STRATEGY 1-4 1-7 CONDUCTING TRAINING 1-5 1-8 FORCE PROTECTION (RISK MANAGEMENT and SAFETY) 1-6 1-9 ENVIRONMENTAL PROTECTION 1-20 1-10 EVALUATION 1-23 1-11 FEEDBACK 1-23
Chapter 2. Training Matrix 2-1 2-1 GENERAL 2-1 2-2 TRAINING MATRIX: MISSION TO COLLECTIVE TASKS MATRIX 2-1
Chapter 3. Training Plans 3-1 3-1 GENERAL 3-1 3-2 LONG-RANGE PLANNING 3-1 3-3 SHORT-RANGE PLANNING 3-5 3-4 NEAR-TERM PLANNING 3-7
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
This publication supersedes ARTEP 63-226-MTP, dated 18 August 1992.
-226L-MTP
3-5 TRAINING THE BATTALION HEADQUARTERS 3-7 3-6 DEVELOPMENT OF TRAINING EXERCISES 3-9 3-7 MISSION OUTLINE 3-10 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 4-2 4-5 VISUALIZATION 4-2
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 5-3
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 6-10 6-6 SELECTING AND TRAINING THE OPFOR 6-11 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
ii
PREFACE

This mission training plan (MTP) provides the Main Support Battalion (MSB) Commander and S3 with a task-based, event-driven training strategy to enable the unit to accomplish its wartime mission. While MTPs may not cover unit contingency plans, this document includes tasks to meet the Army force projection mission and includes tasks related to the supervision of deployment operations, supervision of the relocation and establishment of subordinate logistics and combat health services (CHS) units in a new operational area, combat service support (CSS) operations, force protection and redeployment.
This MTP applies to the Battalion Headquarters portion of (TOE 63226L000), Headquarters and Supply Company, Main Support Battalion, Light Infantry Division, (TOE 63266L000), Headquarters and Supply Company, Main Support Battalion, Airborne Division, (TOE 63156L000), Headquarters and Supply Company, Main Supply Battalion, Air Assault Division. The DSB is the main CSS provider in the division rear. The DSB provides DS maintenance, supply, transportation, combat health services, and field services to division units in the division rear and reinforcing support to the FSBs.
Standards for executing the tasks are described in the training and evaluation outlines (T&EOs). Standards were developed to meet the Total Army requirement. To meet mission-essential requirements, commanders may wish to make standards more stringent. The intent of this publication is not to deny the commander that flexibility.
Training developers continuously update individual and collective tasks and other support products for these manuals in the Automated Systems Approach to Training (ASAT) database. Units can get data updates online at the Reimer Digital Library Data Repository at http://155.217.58.100/dr/
The proponent of this publication is HQ TRADOC. Submit changes for improving this publication on DA Form 2028 and forward it to Commander, United States Army Combined Arms Support Command, ATTN: ATCL-A, 401 1st Street, Suite 229, Fort Lee, Virginia 23801.
Unless otherwise stated, masculine nouns and pronouns refer to both women and men.
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Chapter 1
Unit Training
1-1. GENERAL. This mission training plan (MTP) provides the commander and leaders with guidance on how to train the key missions of the unit. The specific details of the unit's training program depend on the following factors:
a. Unit's mission-essential task list (METL).
b. Chain of command training directives and guidance.
c. Training priorities of the unit.
d. Availability of training resources and areas.

1-2. SUPPORTING MATERIAL. This MTP describes a critical mission­oriented unit training program that is part of the next higher echelon's training program. This unit's training program consists of
a.
ARTEP 63-002-MTP indicates the relationship of the next higher headquarters training program to the unit's training program.

b.
The soldier training publications (STPs), consisting of soldier's manuals (SMs) and trainer's guides (TGs) for each military occupational specialty (MOS) authorized in the table of organization and equipment (TOE) for the unit.

c.
The soldier's manuals of common tasks (SMCTs).

d.
The military qualification standards (MQS) -I and MQS-II manuals for company grade officers.

Figure 1-1 illustrates the relationship of these supporting publications.
1-3. CONTENTS. This MTP is organized into six chapters and two appendices:
a.
Chapter 1, Unit Training, provides the explanation and organization of this MTP. This chapter explains how to use this MTP in establishing an effective training program

b.
Chapter 2, Training Matrix, shows the relationship between missions and collective tasks.

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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, Provide logistics and combat health services (CHS) Support to the division support area (DSA) 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. Missions.
(1)
63-1-E0002 Supervise Deployment of Subordinate Elements to a New Theater of Operations.

(2)
63-1-E0005 Supervise Relocation of Subordinate Elements and Sustainment Resources.

(3)
63-1-E0006 Supervise Establishment of Subordinate Bases and Facilities.

(4)
63-1-E0013 Plan Logistics and Combat Health Services (CHS) for Elements in the Division Support Area.

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(5)
63-1-E0014 Supervise Logistics and CHS Activities.

(6)
63-1-E0008 Supervise Force Protection Activities.

(7)
63-1-E0009 Supervise Redeployment of Subordinate Elements to Home Station.

b.
Each 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.

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.
The 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

1-4
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.
A 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.
When 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 25101.
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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.
The 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 fast-paced, 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 war time environment, and
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leaders will be challenged by the uncertainty, ambiguity, and friction which create both opportunities and hazards.
a. Risk 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 ever­changing hazards such as those associated with environment (weather; visibility; contaminated items, air, water and soil), equipment readiness, individual and unit experience, and fatigue. Leaders advise the chain of command on risks and risk reduction measures. IAW FM 100-14, 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.
Risk 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:

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(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)
Figure 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 Occurs continuously during a specific mission or operation, or
items 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 Occurs at a high rate, but experienced intermittently (regular
items 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.
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 Occurs several times in service life.
items
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 Occurs as isolated incidents. Possible to occur sometime in
items service life, but rarely. Usually does not occur.

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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 Occurs very rarely (almost never or improbable). Incidents may
items 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. Death or permanent total disability (accident risk). Loss of major or mission-critical system or equipment. Major property (facility) damage. Severe environmental damage. Mission-critical security failure. Unacceptable 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. Minor damage to equipment or systems, property, or the environment. Lost day due to injury or illness not exceeding 3 months (accident risk). Minor damage to property or the environment.
NEGLIGIBLE (IV) Little or no adverse impact on mission capability. First aid or minor medical treatment (accident risk). Slight equipment or system damage, but fully functional and serviceable. Little or no property or environmental damage.
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Figure 13. 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.
Risk Assessment Matrix
PROBABILITY (see Figure 1-2)
SEVERITY Frequent Likely Occasional Seldom Unlikel
(see Figure 1 -3) A B C D y
E
Catastrophic I E E H H M
Critical II E H H M L
Marginal III H M M L L
Negligible IV M L L L L

E — Extremely High Risk M — Moderate Risk H — High Risk L — Low Risk
Figure 1-4. Risk Assessment Matrix
(d) Figure 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 A commander finds that one of his implied tasks to mission if hazards occur during the relocate to a new site involves crossing a normally mission. A frequent.or likely shallow riverbed. After looking at the factors of probability of catastrophic loss (IA METT-TC, he discovers that 3 days of heavy rains or IB) or frequent probability of have raised the water level to flood stage, with critical loss (IIIA) exists. 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 vehicles and killing soldiers. Other COAs must be developed.
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H-High: Example:
Significant degradation of mission In preparation for a relocation to a new operating
capabilities in terms of the required site, the advanced party provides intelligence mission standard, inability to indicating that the enemy presence and combat accomplish all parts of the mission, power is much greater than planning guidance or inability to complete the mission allowed for. The new information results in revised to standard if hazards occur during casualty estimates of significant losses if his unit is the mission. Occasional to seldom ambushed enroute, and critical losses would be probability of catastrophic loss (IC incurred if the unit engaged in prolonged contact. or ID) exists. A likely to occasional The original relocation plan has become a high risk probability exists of a critical loss situation. The commander and staff must seek (IIB or IIC) occurring. Frequent higher headquarter guidance and develop other probability of marginal losses (IIIA.) COAs. exists.
M- Moderate: Example:
Noticeable degradation of mission A commander has been directed to set up support capabilities in terms of the required operations in an industrial zone near an urban mission standard if hazards occur center. Travel time to perform support missions is during the mission. An unlikely increased due to local traffic. Instigators in the probability of catastrophic loss (IE) • local populace have been pelting security forces with exists. The probability of a critical garbage, rocks and occasional molotov cocktails. loss is seldom.(IID). Marginal Other units have had personnel suffer burns, cuts losses occur with a likely .or and occasional fractures. Leaders seem to be occasional probability (IIIB or IIIC). targeted most frequently. Roadblocks are regularly A frequent probability of negligible fabricated from building debris and burning tires. (WA) losses exists. Fumes are major respiratory 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.
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L-Low: Example:
Expected losses have little or no The unit is relocating to a new operational area in a impact on accomplishing the desert environment, and is overtaken by nightfall mission. The probability of critical before reaching the objective area. The terrain is loss is unlikely (IIE), while that of flat, open and the road network is in generally good marginal loss is seldom (IIID) or condition. Visibility is good with clear skies, near unlikely (IIIE). The probability of a full moon, and no obstruction. No enemy presence negligible loss is likely or less (IVB has been reported in the area. Troops are through IVE). moderately rested, although some have been
suffering flu-like symptoms. All 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 .10014.
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(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, Non-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.
Safety 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 depends on a unit's ability to perform its mission essential task list (METL) to standard. Readiness standards addressed during METL assessment are:
standard. (1) Soldiers with the self-discipline to consistently perform tasks to
(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.
Safety demands involvement of the total chain of command in planning, preparing, executing, and evaluating training. The chain of command responsibilities include:

(1) Commanders, 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.

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(2) Staff, 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 ).

(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) Individual 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.

(c)
Take responsibility for personal safety.

(d)
Work as a team member.

(e)
Modify their own risk behavior.

e.
Accident prevention requires that units and individuals observe the following guidance:

(1)
Train for the task.

(2)
Beware of overconfidence.

(3)
Don't play around.

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(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. Death, 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.

(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 III 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 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 weather-related 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 weather­related 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, jellyfish, 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 1­6, Fluid Replacement Guidelines. Both minimum and maximum amounts are critical values; too much is as dangerous as too little.

g.
Fratricide 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.

(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.

Fluid Replacement Guidelines for Warm-Weather Training (Average Acclimated Soldier Wearing Hot-Weather BDU)
Easy Work Moderate Work Hard Work Heat WBGT Work/ Water Work/ Water Work/ Water Category °F Rest* Per Rest* Per Hour Rest* Per Hour Hour 1 78-81.9 No Limit 0.5 qt No Limit 0.75 qt 40/20 0.75 qt min 2 82-84.9 No Limit 0.5 qt 50/10 0.75 qt 30/30 1 qt min min 3 85-87.9 No Limit 0.75 qt 40/20 0.75 qt 30/30 1 qt min min 4 88-89.9 No Limit 0.75 qt 30/30 0.75 qt 20/40 1 qt min min 5 _?_ 90 50/10 1 qt 20/40 1 qt 10/50 1 qt min min min
* 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 Moderate Work Hard Work Weapon Maintenance Walking loose sand at 2.5 mph, Walking hard Walking hard surface at 2.5 mph, no load surface at 3.5 mph, L 30 pound load Walking hard surface at 3.5 40 pound load Manual of arms mph, Z 40 pound load Walking loose sand Marksmanship training Calisthenics at 2.5 mph, with Drill and ceremony Patrolling load
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
(5)
Reporting Communication Failures. Units 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.
Fratricide 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) Loss of confidence in the unit leadership.
(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.

Environmental Risk Assessment Matrix
equipment
Environmental area I Rating:
Unit operations Ftisk 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 5 4 3 2 1 0

Environmental Risk Assessment Worksheet
5-Severe 4-Heavy 3-Substantial 2-Modest 1-Slight 0-Undetectable
Movement ofheavy vehicles/systems
Movement of personnel and light systems
Assembly area activities
Field maintenance of equipment
Garrison maintenance of equipment
Risk rating
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
Category Range Environmental 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

1-22
DODDOA-007670
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.)

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, 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 higher­level 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 AAR 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.
CHAPTER 2
Training Matrixes
2-1. General. The training Matrix assists the commander in planning the training of his unit's personnel. The mission identification table listed below (Figure 2-1) provides mission identification for the unit.
Mission Identification Table
Mission Title
• 63-1-E0013 Plan Logistics and Combat
Health Service Support for Elements in the Division Support Area
• 63-1-E0002 Supervise Deployment of
Subordinate Elements to New Theater of Operations
•
63-1-E0006 Supervise Establishment of Subordinate Elements and Facilities

•
63-1-E0008 Supervise Force Protection Activities

•
63-1-E0014 Supervise Logistics and Combat Health Services Support

•
63-1-E0009 Supervise Redeployment of Subordinate Elements to Home Station

•
63-1-E0005 Supervise Relocation of

Subordinate Elements and Sustainment Resources
Figure 2-1. Mission Identification Table.
2-2. Mission to Collective Tasks Matrix. This matrix (Figure 2-2), identifies the mission and their supporting collective tasks. The tasks are listed under the appropriate BOS which are indicated by an asterisk in the matrix. The BOS used in this matrix are defined in TRADOC Pam 11-9. 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.
Collective Tasks 63-1-E0013 63-1-E0002 - - 63-1-E0006 63-1-E0008
waL velo. .._.... ,...: ,
63-1-4051 Provide Intelligence X
Support
. `----.7yip ' Deploy/Conduct AlineuVet' YA , ...,.
63-1-4015 Perform Battalion X
Advance/Quartering
Party Activities
63-1-4016 Establish Battalion
Command Post
[Forward]

2 - 1
DODDOA-007672
Collective Tasks 63-1-E0013 63-1-E0002 63-1-E0006 63.1-E0008
63-1-4018 Coordinate
Movement of
Subordinate
Elements
63-1-4019 Supervise
Establishment of
Subordinate
Elements and
Battalion
Headquarters
63-1-4020 Establish
Administrative
Areas and Logistics
Operations Center
(ALOC)
63-1-4850 Direct Deployment
Alert Activities
63-1-4851 Establish the
Emergency
Operations Center
63-1-4852 Operate the
Emergency
Operations Center
63-1-4853 Supervise Battalion
Deployment/Redepl
oyment Activities
63-1-4854 Update Movement
Plan/Order
63-1-4855 Coordinate Soldier
Readiness Program
Processing Support
63-1-4856 Provide Deployment
Personnel and
Administrative
Services Support
63-1-4857 Coordinate Family
Assistance Support
63-1-4858 Coordinate
Deployment
Training Support
63-1-4859 Perform
Deployment
Intelligence Support
Functions
63-1-4860 Provide Deployment
Logistics Support

X
X
X X X X X X X
X X X
X

2 - 2
Collective Tasks 63-1-E0013 63-1-E0002 63-1-E0006 63-I-E0008
63-1-4861 Perform Deployment Advance Party Activities X
63-1-4862 Coordinate Onward Movement X
63-1-4863 Coordinate Rear Detachment Support X .
63-1-4864 Perform Home Station Rear Detachment X.
Activities
63-1-4865 Coordinate Reconstitution for Redeployment
63-1-4866 Prepare Redeployment Movement Plan/Order
63-1-4867 Provide Redeployment Support '
63-1-4868 Perform Redeployment Advance Party Activities
63-1-4869 Perform Theater Rear Detachment Activities
63-1-4870 Coordinate Home Station Activities
63-1-4871 Direct Integration Activities X
63-1-4872 Plan Battalion Deployment in a Peacetime r.z.7ti,e Environment A',- . X e '13"-,
63-1-4038 Supervise Operations Security Program X X X
63-1-4040 Supervise Nuclear, Biological, and Chemical Defense Operations X X

2 - 3
",PerformC 4.:.•
-
63-1-4024 Prepare Continuity X
of Operations Plan
63-1-4025 Coordinate Internal
Logistics
63-1-4026 Coordinate Class III
Support
63-1-4027 Coordinate Class V
Support
63-1-4028 Coordinate
Maintenance
Support
63-1-4029 Coordinate Class II,
IV, VII, and IX
Support
63-1-4030 Coordinate Class I,
VI, and Water
Support
63-1-4031 Coordinate Combat
Health Services
63-1-4033 Coordinate
Transportation
Support
63-1-4034 Coordinate Field
Services Support
63-1-4035 Assist in
Regeneration
Assessments
63-1-4036 Coordinate Support
for Regeneration
Activities
63-1-4042 Provide Personnel
Service Support
63-1-4043 Provide
Administrative
Service Support
63-1-4044 Conduct Command
Religious Support
Program
63-1-4303 Combat Battlefield X X X
Stress
63-1-4326 Perform Risk X X X
Management
Procedures

Exercise Commandiaii
2 - 4
Collective Tasks 63-1-E0013 63-1-E0002 63.1-E0006 63-1-E0008
63-1-4001 Conduct Mission Analysis X
63-1-4002 Conduct Intelligence Preparation of the Battlefield X
63-1-4003 Formulate Feasible Courses of Action X
63-1-4004 Develop Intelligence Estimate X
63-1-4005 Develop Personnel Estimate X
63-1-4006 Develop Logistics Estimate X
63-1-4007 Develop Support Operations Estimate X
63-1-4008 Develop Supporting Commander's X
[Operations] Estimate
63-1-4009 Prepare Operations Plan/Operations Order and Annexes X
63-1-4010 Develop Road Movement Order X
63-1-4011 Develop Occupation Plan X
63-1-4012 Plan Battalion Area Tactical Operations X X
63-1-4014 Plan Rear Operations X X
63-1-4017_ Establish Communications X X
63-1-4022 Operate the Support Area of Logistics Operations Center
63-1-4037 Operate Tactical Support Area of the Logistics Operations Center
63-1-4041 Maintain Communications X X

Collective Tasks 63-1-E0013 63-1-E0002 63-1-E0006 63-1-E0008
63-1-4045 Provide Command and Control
63-1-4050 Operate Base Cluster Operations Center X
63-1-4052 Direct Response to Threat Actions X
63-1-4053 Direct Area Damage Control Operations X
63-1-4873 Plan Battalion Deployment Upon Receipt of a Warning Order X
63-1-4874 Plan Battalion Redeployment

2 - 6

DODDOA-007677
Collective Tasks -.ijeirelop IntAillig 'vie' e''' -.,) 63-1-E0014 63-1-E0009 .,, 63.1-E0005 ---:-. m
63-1-4051 Provide Intelligence Support X
Deploy/Caudwt
63-1-4015 Perform Battalion Advance/Quartering Party Activities X
63-1-4016 Establish Battalion Command Post X
[Forward]
63-1-4018 Coordinate Movement of X
Subordinate Elements
63-1-4019 Supervise Establishment of
Subordinate Elements and
Battalion
Headquarters
63-1-4020 Establish
Administrative Areas and Logistics Operations Center (ALOC)
63-1-4850 Direct Deployment Alert Activities
63-1-4851 Establish the Emergency Operations Center
63-1-4852 Operate the Emergency Operations Center
63-1-4853 Supervise Battalion Deployment/Redepl oyment Activities X
63-1-4854 Update Movement Plan/Order
63-1-4855 Coordinate Soldier
Readiness Program Processing Support
63-1-4856 Provide Deployment Personnel and Administrative Services Support

DODDOA-007678
Collective Tasks 63-1-E0014 63-1-E0009 63-1-E0005
63-1-4857 Coordinate Family Assistance Support
63-1-4858 Coordinate Deployment Training Support
63-1-4859 Perform Deployment Intelligence Support Functions
63-1-4860 Provide Deployment Logistics Support
63-1-4861 Perform Deployment Advance Party Activities
63-1-4862 Coordinate Onward Movement
63-1-4863 Coordinate Rear Detachment Support
63-1-4864 Perform Home Station Rear Detachment Activities
63-1-4865 Coordinate Reconstitution for Redeployment X
63-1-4866 Prepare Redeployment Movement Plan/Order X
63-1-4867 Provide Redeployment Support X
63-1-4868 Perform Advance Party Activities Redeployment X
63-1-4869 Perform Theater Rear Detachment Activities X
63-1-4870 Coordinate Home Station Activities X
63-1-4871 Direct Integration Activities

2 - 8

DODDOA-007679
Collective Tasks 63-1-E0014 63-1-E0009 63-1-E0005
63-1-4872 Plan Battalion Deployment in a Peacetime Environment
`Protect theToree f -4
63-1-4038 Supervise Operations Security Program X X X
63-1-4040 Supervise Nuclear, Biological, and Chemical Defense Operations X X
Perform CSS ct e
63-1-4024 Prepare Continuity of Operations Plan
63-1-4025 Coordinate Internal Logistics X
63-1-4026 Coordinate Class III Support X
63-1-4027 Coordinate Class V Support X
63-1-4028 Coordinate Maintenance Support X
63-1-4029 Coordinate Class II, IV, VII, and IX Support X
63-1-4030 Coordinate Class I, VI, and Water Support X
63-1-4031 Coordinate Combat Health Services X
63-1-4033 Coordinate Transportation Support X
63-1-4034 Coordinate Field Services Support X
63-1-4035 Assist in Regeneration Assessments X
63-1-4036 Coordinate Support for Regeneration Activities X
63-1-4042 Provide Personnel Service Support X

Collective Tasks 63-1-E0014 63-1-E0009 63-1-E0005 Collective Tasks 63-1-E0014 63-1-E0009 63-1-E0005
63-1-4043 Provide X
Administrative
Service Support
63-1-4044 Conduct Command X
Religious Support
Program
63-1-4303 Combat Battlefield X X X
Stress
63-1-4326 Perform Risk X X
Management
Procedures
ereise
63-1-4001 Conduct Mission
Analysis
63-1-4002 Conduct
Intelligence
Preparation of the
Battlefield
63-1-4003 Formulate Feasible
Courses of Action
63-1-4004 Develop Intelligence
Estimate
63-1-4005 Develop Personnel
Estimate
63-1-4006 Develop Logistics -
Estimate
63-1-4007 Develop Support
Operations
Estimate
63-1-4008 Develop Supporting
Commander's
[Operations]
Estimate
63-1-4009 Prepare Operations
Plan/Operations
Order and Annexes
63-1-4010 Develop Road X
Movement Order
63-1-4011 Develop Occupation
Plan
63-1-4012 Plan Battalion Area
Tactical Operations
63-1-4014 Plan Rear
Operations

63-1-4017 Establish Communications X X
63-1-4022 Operate the Support Area of Logistics Operations Center X
63-1-4037 Operate Tactical Support Area of the Logistics Operations Center X
63-1-4041 Maintain Communications X X
63-1-4045 Provide Command and Control X
63-1-4050 Operate Base Cluster Operations Center
63-1-4052 Direct Response to Threat Actions
63-1-4053 Direct Area Damage Control Operations
63-1-4873 Plan Battalion Deployment Upon Receipt of a Warning Order
63-1-4874 Plan Battalion Redeployment X
Figure 2-2. Collective Task to Missions.

DODD0A-007682
Chapter 3
Training Plans
3-1. GENERAL. This chapter describes how to use the MTP to develop battalion­level 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. LONG-RANGE PLANNING. Long-range planning allows commanders to provide timely input to the Army's various training resource systems and general direction for training programs.
a. Develop 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 higher unit 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 higher unit headquarters. The final approved task list becomes the unit's METL, Figure 3-1.
(1) DEVELOP INTELLIGENCE. Provide Intelligence Support
(2) DEPLOY/CONDUCT 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 SRP Processing Support

7.
Provide Deployment Personnel and Administrative Services

8.
Coordinate Family Assistance Support

9.
Coordinate Deployment Training

Figure 3-1. Example Battalion METL
3-1
DODDOA-007683
(3)
PROTECT THE FORCE.

1.
Supervise Operations Security Program

2.
Supervise NBC Defense Operations

(4)
PERFORM CSS AND SUSTAINMENT.

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 Combat Health Service Support

7.
Coordinate Field Services Support

8.
Prepare Continuity of Operations Plan

(5)
EXERCISE COMMAND 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 that 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, higher unit headquarters guidance and local SOPs.

c.
Conduct Training Assessment. The training assessment is the commander's 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.

DODDOA-007684
CURRENT TRAINING STATUS ARMY UNIVERSAL TASK LIST
DEVELOP
INTELLIGENCE

DEPLOY/CONDUCT
MANEUVER

EMPLOYFIRES

PERFORMCSS
AND SUSTAINMENT

EXERCISECOMMANDAND
CONTROL

PROTECT THE FORCE

MISSION ESSENTIAL TASK
Direct Deployment Alert Activities T P P T T ?
Coordinate Movement of Subordinate Elements P P P P P P •
Plan Rear Operations T P T T T T
Coordinate Class V Support P U P ? ? ?
Legend T - Trained U - Untrained
P - Need Practice ? - Status Unknown

Figure 3-2. Sample Commander's Training Assessment
d. Develop Training Strategy and Commander's 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 will be trained during the upcoming planning period. It includes the commander's guidance, which also 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.

(3)
List his own goals for the unit in broad terms. Figure 3-3 provides a sample of battalion goals.

3-3
DODDOA-007685
Attain and sustain proficiency in all MTP missions.
Maintain a 90 percent OR rate.
Attain and sustain 100 percent individual and crew-served weapons
qualifications.
Support brigade offensive operations.

Figure 3-3. Example Battalion Goals
e. Establish 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 Regeneration Activities MTP 3
Provide Command and Control MTP 1
Conduct Mission Analysis MTP 4
Prepare Operations Plan/Operations Order and Annexes MTP 2
Plan Rear Operations MTP 5

Figure 3-4. Example Training Priority List
f. Prepare Long-Range Training 'Calendars. The long-range training calendar is the coordinating tool for long-range planning. It is structured by long­range 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 long­range 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's 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. Resourcing tools available to the battalion commander are CATS, operational tempo (OPTEMPO), and STRAC.

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

(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. SHORTRANGE PLANNING. A short-range plan is prepared to address
the immediate future (three 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 long-range plan based on current assessments. Prepare the short-range plan as described below:
a. Review 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.

3-5
DODDOA-007687
(3) Review current unit proficiency to update priorities.
(4)
Review resources to determine if it is still possible to execute the program described on the long-range planning calendar.

(5)
Review 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. (0 Visits, inspections, and tests.

(g)
Supplies and equipment.

(h)
Nonmission-related activities.

(i)
Other programs.

b.
Develop a detailed plan of action for short-range training plans. Prepare the detailed plan of action as described below:

(1)
Examine events scheduled on the long-range training plan to determine if they are still valid.

calendar. (2) Transfer valid events to a short-range training planning
(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.
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DODDOA-007688
(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 three monthly 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.
Review 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.

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 presents 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 normally very 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. Nonetheless, these elements must be capable of fulfilling their roles for the battalion to perform its wartime mission. The strategy selected by the commander for training these elements must include effective methods for training individuals, leaders, and units.
a; Training the battalion (Staff Training).
DODDOA-007689
(1)
Training 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 squation.

(e)
Provide logistics and CHS input into the battalion OPORD.

(f)
Give appraisals.

(g)
Make recommendations and decisions.

(h)
Prepare operations plans (OPLANs).

(i)
Issue orders.

(j)
Coordinate and control unit operations.

(k)
Supervise subordinate units.

(2)
The 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 exercise 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 exercise (MAPEX) is 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 information, prepare estimates, give appraisals, make recommendations and decisions, prepare plans, and issue orders.

3-8

DODDOA-007690
(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 exercises 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 it would in wartime, responding to both higher and lower levels.

(3)
At battalion level, a method to optimize staff and unit training is to integrate TEWTs, MAPEXs, CPXs, CFXs, and combined arms live fire exercise (CALFEXs) while preparing plans and orders for upcoming battalion FTXs. This process exercises the entire spectrum of the staff effectively and makes 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.
Training the Battalion. Training the battalion is a complex process 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 command sergeant major (CSM) coordinate with the battalion and Headquarters Detachment commanders to ensure individual soldiering tasks are being mastered.

-
36. 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. Chapter 4 provides general procedures for the battalion staff to use when preparing the battalion FTX and supporting STXs. Exercise plans are normally formulated during preparation of the short-range plan. Staff exercise planners and developers should, as a minimum, consider the following:
a.
Selection of Missions and Tasks for Training. This should have been accomplished during development of the long-range plan.

b.
Site Selection. Confirm selection of a training area.

c.
Scenario Development. After missions and tasks are selected, a detailed scenario for the exercise should be established by:

(1) Listing the missions and tasks in the preferred sequence of occurrence.
DODDOA-007691
(2)
Identifying 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)
Preparing exercise overlays that show the sequence of actions and terrain to be used for each event.

(4)
Determining 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.
Selection 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 provided from within the battalion, unit leaders may have to serve as the OCs for their units and the OPFOR may be selected form personnel or units not essential for attainment of the exercise objectives. Ideally, the battalion should provide OCs and OPFOR.

e.
Preparation of Control Plan. Control plans are developed to coordinate the actions of training units, OPFOR, and OCs. The scenarios used and a detailed control plan are prepared. 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) Operations Orders (OPORDs) and Fragmentary Orders

(FRAGOs) for friendly units. Normally, friendly unit actions are controlled through the issuance of OPORDs and FRAGOs.
f. Preparation 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.

3-10

DODDOA-007692
3-7. MISSION 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.
BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION MISSION OUTLINE
FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE DIVISION SUPPORT AREA
STX 63-1-E0002 -- Supervise Deployment of Subordinate Elements to a New
Theater of Operations
Establish Communications 63-1-4017
Supervise Operations Security Program 63-1-4038
Combat Battlefield Stress 63-1-4303
Perform Risk Management Procedures 63-1-4326
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 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 3-5. Sample Mission Outline for the Battalion Headquarters, Main
Support Battalion

DODDOA-007693
FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE
DIVISION SUPPORT AREA

STX 63-1-E0005 -- Supervise Relocation of Subordinate Elements and
Sustainment Resources
Develop Road Movement Order 63-1-4010
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
Supervise Operations Security Program 63-1-4038
Combat Battlefield Stress (Digitized & Analog) 63-1-4303
Perform Risk Management Procedures (Digitized & Analog) 63-1-4326

Figure 3-5. Sample Mission Outline for the Battalion Headquarters, Main
Support Battalion (continued)

DODDOA-007694
FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICE TO
THE DIVISION SUPPORT AREA

STX 63-1-E0006 -- Supervise Establishment of Subordinate Bases and
Facilities
Perform Battalion Advance/Quartering Party Activities 63-1-4015
Establish Battalion Command Post (Forward) 63-1-4016
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
Supervise Operations Security Program 63-1-4038
Supervise Nuclear, Biological And Chemical Operations 63-1-4040
Maintain Communications 63-1-4041
Combat Battlefield Stress 63-1-4303
Perform Risk Management 63-1-4326

Figure 3-5. Sample Mission Outline for the Battalion Headquarters, Main
Support Battalion (continued)

FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE
DIVISION SUPPORT AREA

STX 63-1-E0013 -- Plan Logistics and CHS for Elements in the DSA
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
Prepare Continuity of Operations Plan 63-1-4024
Supervise Operations Security Program 63-1-4038
Combat Battlefield Stress 63-1-4303
Perform Risk Management Procedures 63-1-4326

Figure 3-5. Sample Mission Outline for the Battalion Headquarters, Main
Support Battalion (continued)

DODDOA-007696
FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE
DIVISION SUPPORT AREA

STX 63-1-E0014 -- Supervise Logistics and CHS Activities
Operate Logistics Support Area of the 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 Services 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 . Supervise Operations Security Program 63-1-4038 Supervise Nuclear, Biological, and Chemical Operations 63-1-4040 Maintain Communications 63-1-4041 Provide Personnel Support 63-1-4042 Provide Administrative 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 3-5. Sample Mission Outline for the Battalion Headquarte rs, Main Support Battalion (continued)
FTX
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE
DIVISION SUPPORT AREA

STX 63-1-E0008 -- Supervise Force Protection Activities
Plan Battalion Area Tactical Operations 63-1-4012
Plan Rear Area Operations 63-1-4014
Supervise Operations Security Program 63-1-4038
Supervise Nuclear, Biological and Chemical Operations 63-1-4040
Maintain Communications 63-1-4041
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

Figure 3-5. Sample Mission Outline for the Battalion Headquarters, Main
Support Battalion (continued)

STX 63-1-E0009 -- Supervise Redeployment of Subordinate Elements to
Home Station

Establish Communications 63-1-4017 Supervise Operations Security Program 63-1-4038 Maintain Communications 63-1-4041 Combat Battlefield Stress 63-1-4303 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 3-5. Sample Mission Outline for the Battalion Headquarters, Main Support Battalion (continued)
3-16
DODDOA-007698 Chapter 4
Training Exercises
4-1. GENERAL. Training exercises are used to train personnel in the performance of collective tasks. This MTP has two types of exercises: FTX and STX. These exercises assist the Main Support Battalion (MSB) commander in developing, sustaining, and evaluating the unit's mission proficiency. This chapter of the MTP contains one FTX and seven STXs (see Table 4-1)
Table 4-1. List of Exercises
Mission Title Page
Number

FTX Provide Logistics and Combat Health Services(CHS) to 4-4
the Division Support Area (DSA)

63-1-E0002 Supervise Deployment of Subordinate Elements to a 4-17 New Theater of Operations

63-1-E0005 Supervise Relocation of Subordinate Elements and 4-23 Sustainment Resources

63-1-E0006 Supervise Establishment of Subordinate Bases and 4-30 Facilities

63-1-E0013 Plan Logistics and CHS for. Elements in the DSA 4-37

63-1-E0014 Supervise Logistics and CHS Activities 4-45

63-1-E0008 Supervise Force Protection Activities 4-55

63-1-E0009 Supervise Redeployment of Subordinate Elements to 4-63 Home Station
4-2. FIELD TRAINING EXERCISE. The FTX is designed to provide a training method for the HQ, MSB 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 HQ, MSB training. The FTX should be conducted when the supported units are conducting an FTX.
4-3. SITUATIONAL TRAINING EXERCISE. The STX is a short, scenario­driven, mission-oriented tactical exercise used to train a group of closely related and collective tasks. The commander, based on local METT-TC and available personnel and equipment, may modify the STX. 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.
4-1
DODDOA-007699
b.
Allows training to focus on identified weaknesses.

c.
Allows the HQ, MSB 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 safety constraints. Prior to each exercise, all personnel will be briefed on specific safety measures that are to be taken during execution. See Chapter 1 paragraph 1-8 for specific safety concerns and details on risk management.

4-5. VISUALIZATION.
a.
Battle 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 missions.

•
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 or analog information systems have the capability of providing a clearer picture to the commander. Digital or analog 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

DODDOA-007700
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 or analog 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-007701
BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
FIELD TRAINING EXERCISE
PROVIDE LOGISTICS AND COMBAT HEALTH SERVICES TO THE
DIVISION SUPPORT AREA

1. Objective. This FTX is designed to provide MSB headquarters staff and key leaders with training in their critical wartime mission: Provide Logistics and Combat Health Services (CHS) to the Division Support Area (DSA). The headquarters must become proficient in the supervision of subordinate elements deployment operations and supervision of the relocation of subordinate elements and sustainment resources to a new operating area. The unit must become proficient in the supervision of the establishment of subordinate bases and facilities and planning, controlling and supervising logistics and combat health services for divisional units operating in the division rear. The unit must also become 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 supports this FTX - Provide Logistics and CHS to the DSA.

(1)
STX 63-1-E0002 Supervise Deployment of Subordinate Elements to a New Theater of Operations.

(2)
STX 63-1-E0013 Plan Logistics and CHS for Elements in the DSA.

(3)
STX 63-1-E0005 Supervise Relocation of Subordinate Elements and Sustainment Resources.

(4)
STX 63-1-E0006 Supervise Establishment of Subordinate Bases and Facilities.

(5)
STX 63-1-E0014 Supervise Logistics and CHS Activities.

(6)
STX 63-1-E0008 Supervise Force Protection Activities.

(7)
STX 63-1-E0009 Supervise Redeployment of Subordinate Elements to Home Station.

DODDOA-007702
c. Training in the following company and detachment FTXs supports this FTX:
(1) Provide DS Supply, Limited Services, and Designated and Reinforcing Class III Support (Supply Company).
(2) Provide Field Maintenance to Units in the DSA (Maintenance
Company).
(3) Provide Truck Transportation for Cargo and Personnel

(Transportation Motor Transport Company).
(4)
Provide CHS to the DSA (Medical Company).

(5)
Perform Life Support Functions (Supply Company).

3. Training Enhancers.
a.
The training matrices in Chapter 2 show the collective tasks that must be mastered in order to perform Headquarters (HQ), MSB missions.

b.
Training in the following areas will improve the MSB's ability to perform its missions:

(1) Providing command and control of organic and attached units.
(2)
Planning, coordinating and supervising direct support maintenance, supply, transportation, combat health services, and field services support in support of divisional troops operating in the division rear.

(3)
Planning, directing, and supervising administration, training, security and logistics support for units organic or attached to the battalion, to include mortuary affairs activities for the division rear area.

(4)
These tasks from Chapter 5 are listed in Table 4-3. It is important that a habitual and closely coordinated annual training plan be developed and adhered to between supporter and supported. This training may be conducted in garrison and the local training area (LTA) by the following methods:

(a)
Map Exercise (MAPEX) combined with a sand table exercise. Simulations and games should be developed to teach leaders as part of a continuing officer and NCO development program. A MAPEX, when used, should be combined with a sand table exercise. A map of the actual area where the FTX is

4-5
DODDOA-007703
to be conducted and a sand table model to match the actual terrain should be used, if possible.
(b)
Tactical Exercise Without Troops (TEWT). The TEWT allows leaders and key personnel to practice critical analytical skills.

(c)
Communications Exercise (COMEX)/Situational Awareness Exercise. These exercises allow units to practice battle command information procedures and logistics and CHS operations. Training scenarios call for maximum use of Army Tactical Command and Control System (ATCCS), Tactical Internet (TI), Movement Tracking System (MTS), and Logistics and CHS Standard Army Management Information Systems (STAMIS). Intelligence reports are disseminated using All Source Analysis System-Remote WorkStation (ASAS-RWS). Warning orders, task organizations, fragmentary orders and graphics are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support Control System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supply, services and personnel that the commander deems crucial to the success of an operation.

(d)
The HQ, MSB should practice continuity of operations (COOP) techniques and procedures in order to develop manual procedures for use in the event of automation or communication failure or disruption due to enemy action.

(e)
Classroom activities. Classroom activities foster a common understanding of the missions, events and responses.

(5)
Establishing an aggressive spirit in leaders and subordinate units to further enhance training. An aggressive spirit can be fostered by the following activities:

(a)
Aggressive unit sports and physical fitness program. Such activity should be conducted with members of the supported unit whenever possible.

(b) Leader or individual confidence courses.

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

(d) Awareness of MSB heritage and that of the division.
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DODDOA-007704
(e)
Partnership activity and training exchange programs between and among members of the MSB and the supported units. For example, the supported units have the expertise to teach combat and combat support related skills to members of the MSB. The MSB, in turn, has the capability to teach logistics and combat health services related skills to members of those units. Such activity will foster the mutual respect and trust needed on future non-linear battlefields.

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

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

e.
This exercise may be conducted under several options. These options are not all inclusive, and can be exercised in various combinations.

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

(b)
Defensive operations.

(c)
Retrograde operations.

(d)
Day or night operations.

(e)
Stability and support operations.

(f)
NBC environment.

4-7
ARTEP 63-226L-MTP

•
Perform Pre-deployment Activities

•Conduct Nontactical Road March

•
Perform Debarkation SP. RP.Activities

APOE/SPOEHOME STATION
•Perform Embarkation Activitie

•
Plan The Move

•
Plan Occupation

SP

Tactical

Plan mission Support

Road March

• React To Ambushes 'II.
•Employ Active And Passive
Air Defense Measures

• Cross

Contaminated Area
Tactical •Conduct Halts
Road march

• Occupy Site
• Sweep Area
V •React To Air Attacks
*Employ MBC Def •Set up Area
•Set DP Defense

•Provide Logistics and
Combat Health Support
(CBS) to the Division

•Respond

Support Area (DSA)

To Threat

NEW SI E
FOR •••

•Perform Pre-Rede
Activities

• Perform ADC Activities

•Conduct Nontactical
Road March

•Conduct Nontactical
Road March

• Perform Embarkation
Activities

•Perform Debarkation
Activities

Figure 4-1. General Scenario Illustration
4-8
DODD0A-007706
Table 4-2. Battalion Headquarters, Division Support Battalion FTX ,
Provide Logistics and Combat Health Services to the Division Support Area

EVENT ACTION ESTIMATED TIME
1.
Receive and verify warning order 10 min

2.
Direct deployment alert activities 10 min

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 (SRP) 3 hrs
support

7.
*Provide deployment personnel and 4 hrs
administrative support

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

19.
Perform battalion advance/quartering party 4 hrs
activities

20.
Establish battalion command post (forward) 2 hrs

21.
Coordinate onward movement 1 hr
. 22. Supervise road march 1 hr

23.
Respond to threat interdictions 40 min

24.
Monitor units' crossings at release points 10 min

25.
Supervise establishment of subordinate elements 6 hrs
and battalion HQ

26.
AAR 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

DODDOA-007707
Table 4-2. Battalion Headquarters, Division Support Battalion FTX ,
Provide Logistics and Combat Health Services
to the Division Support Area (continued)

EVENT ACTION ESTIMATED TIME
31.
** Supervise logistics and CHS activities 35 hrs

32.
*Respond to threat interdictions 40 min

33.
AAR 1 hr

34.
*Direct force protection during Level II/III attacks 30 min

35.
*Direct defense responses 30 min

36.
*Supervise damage assessment 2 hrs

37.
*Direct restoration of support 2 hrs

38.
AAR 1 hr

39.
Receive warning order for redeployment 10 min

40.
Coordinate reconstitution 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.
AAR-Final 2 hrs

Total Time: 94 hrs 20 min
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).

*Indicates time is not added to the total time because tasks are performed
simultaneously with other tasks.

**Remains operational during the entire exercise.

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

(b)
Supervise logistics and CHS activities (establish logistics and CHS areas, provide logistics and CHS to divisional units operating in the division rear).

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

4. General Situation.
a.
The multifunctional MSB is the logistics and CHS provider in the division rear. The MSB provides direct support (DS) supply, transportation and maintenance support to MSB subordinate units and divisional units that operate in the division rear. Supported units include division headquarters, division support command (DISCOM) headquarters, division artillery (DIVARTY) headquarters, multiple launch rocket system (MLRS) battalion, air defense artillery (ADA) battalion, military intelligence (MI) battalion, signal battalion, military police (MP) company, and attached units in the division rear area. It provides CHS and combat health logistics support on an area basis to division rear area troops and transportation support to the entire division. When augmented, it provides field services in the division rear. The MSB is capable of providing reinforcing support to the forward support battalions (FSBs) and aviation.

b.
The headquarters staff is charged with supervising deployment of subordinate elements to new a theater of operations; supervising relocation and establishment of subordinate elements and facilities in a new area; planning and supervising direct and habitual logistics and CHS operations in support of designated units. The headquarters staff is also responsible for supervision of force protection activities and redeployment of the MSB to home station.

c.
The division has been alerted for strategic deployment to a potentially hostile country. The HQ, MSB must deploy to provide command, control, communications and situational awareness to subordinate elements and supervise logistics and combat health services activities in support of units operating in the division rear. MSB 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, MSB is prepared for OPFOR activity during reception, staging, onward movement and integration (RSO&I)

operations, establishment of the Division Support Area and during logistics and CHS operations.
d.
HQ, DISCOM will provide guidance to the HQ, MSB when a level IUIII threat is anticipated. Upon notification of a Level IUIII attack, HQ, MSB will cease logistics operations (medical activities will continue) and supervise force protection activities within the DSA until battle hand over to military police units or a tactical combat force (TCF) is accomplished.

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

f.
The HQ, MSB should be prepared to move by "leapfrogging" while continuing to provide required logistics and CHS as discussed in paragraph 4a above.

g.
The MSB should be prepared to relocate at least every 48 hours.

5. Special Situation.
a. The DISCOM commander has issued the following warning order to the MSB Battalion Commander:
"Be prepared to deploy the MSB OCONUS and establish subordinate elements and facilities at a new operating site to support the division and attached units during combat operations. Be prepared to support within hours of arrival. Coordinate with the G4, DISCOM Support Operations and supported unit S4s on logistics and CHS requirements. Coordinate with G3/S3 channels to obtain task organization information."
b. DSB Battalion Commander issues the following instructions to his staff:
"We are being deployed to support Division and attached elements in vicinity , coordinates and must be prepared to support combat operations within hours of arrival. Begin your planning process for deploying subordinate elements, relocating to our area of operations, establishing subordinate bases and facilities, supervising logistics and CHS activities, and supervising force protection activities. This exercise will begin with receipt of a warning order from me and end upon notification from me."
6. Support 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 requested from the division support command (DISCOM) staff or sister support battalion organizations.

b.
Vehicles/Communications. Analog and/or digital communications equipment are needed for controllers/evaluators and the primary trainer. Radios and/or digital means of communication 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 guerrilla tactics. The OPFOR should have specific missions in the MSB area.

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 supported units S4s, subordinate and attached units, and the DISCOM staff causes responses from the unit. A major purpose of this FTX is to drive unit and subordinate elements to a simulated combat level of support requirements. The appropriate ATCCS battlefield functional area control system (BFACS) should serve as the primary vehicle to distribute items from the MIL. Input MIL using the appropriate BFACS, TI, MTS, analog, and/or digital communications

Using Units. In order to perform certain phases of this exercise, elements of the supported unit staff, DISCOM staff, attached units, and subordinate units of the MSB must participate.
g. Consolidated Support Requirements. Battalion support requirements can be calculated by adding the sum of the requirements for each subordinate unit FTX when these elements participate; the requirements for the headquarters detachment include the Battalion HQ elements. Table 6-2, found in Chapter 6, provides the allocation rules used to compute the support requirements.
7. Training and Evaluation Outline Sequence. Table 4-3 lists the T&EOs that are to be used by the OCs.
4-13
DODDOA-007711
Table 4-3. T&EOs for Evaluating this FTX, Provide Logistics and Combat Health Services
to the Division Support Area TASK
Conduct Mission Analysis Conduct Intelligence Reparation of the Battlefield Formulate Feasible Courses of Action Develop Intelligence Estimate Develop Personnel Estimate Develop Logistics Estimate Develop Support Operations Estimate Develop Supporting Commander's (Operations) Estimate Prepare Operations Plan/Operations Order And Annexes Develop Road Movement Order Develop Occupation Plan Plan Battalion Area Tactical Operations Plan Rear Area Operations ( Perform Battalion Advance/Quartering Party Activities Establish Battalion Command Post (Forward) Establish Communications Coordinate Movement of Subordinate Units Supervise Establishment of Subordinate Elements and Battalion Headquarters Establish Logistics Operations Center and Administrative Areas Operate Logistics Support Area of the Logistics Operations Center Prepare Continuity of Operations Plan Coordinate Internal Logistics Coordinate Class III Support Coordinate Class V Support Coordinate Maintenance Support Coordinate Class II, IV, WI and IX Support

TASK PAGE NUMBER
63-1-4001 5-119 63-1-4002 5-122 63-1-4003 5-124 63-1-4004 5-126 63-1-4005 5-129 63-1-4006 5-132 63-1-4007 5-135 63-1-4008 5-138 63-1-4009 5-141 63-1-4010 5-144 63-1-4011 5-148 63-1-4012 5-151 63-1-4014 5-153 63-1-4015 5-6 63-1-4016 5-9 63-1-4017 5-156 63-1-4018 5-11 63-1-4019 5-13
63-1-4020 5-15
63-1-4022 5-159
63-1-4024 5-76 63-1-4025 5-78 63-1-4026 5-81 63-1-4027 5-84 63-1-4028 5-88 63-1-4029 5-92
Table 4-3. T&EOs for Evaluating this FTX,
Provide Logistics and Combat Health Services (CHS)
to the Division Support Area (continued)

TASK
Coordinate Class I, VI, and Water Support
Coordinate Combat Health Services Coordinate Transportation Support Coordinate Field Services Support Assist in Regeneration Assessment
Coordinate Support for Regeneration Activities
Operate the Tactical Area of the Logistics Operations
Center
Supervise Operations Security Program
Supervise Nuclear, Biological, and Chemical Operations
Maintain Communications
Provide Personnel 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)
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
TASK PAGE NUMBER 63-1-4030 5-95 63-1-4031 5-97 63-1-4033 5-99 63-1-4034 5-101 63-1-4035 5-103 63-1-4036 5-105 634-4037 5-162
63-1-4038 5-70 63-1-4040 5-72 63-1-4041 5-165 63-1-4042 5-107 63-1-4043 5-110 63-1-4044 5-113 63-1-4045 5-169 63-1-4050 5-171 63-1-4051 5-4 63-1-4052 5-173 63-1-4053 5476 63-1-4303 5-115 63-1-4326 5-117 63-1-4850 5-17 63-1-4851 5-19 63-1-4852 5-21 63-1-4853 5-23 63-1-4854 5-26 63-1-4855 5-28
Table 4-3. T&EOs for Evaluating this FIX, Provide Logistics and Combat Health Services to the Division Support Area (continued)

TASK
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
63-1-4856 5-30
63-1-4857 5-33 63-1-4858 5-35 63-1-4859 5-37 63-1-4860 5-39 63-1-4861 5-43 63-1-4862 5-45 63-1-4863 5-47 63-1-4864 5-49 63-1-4865 5-51 63-1-4866 5-53 63-1-4867 5-55 63-1-4868 5-58 63-1-4869 5-60 63-1-4870 5-63 63-1-4871 5-66 63-1-4872 5-68 63-1-4873 5-178
63-1-4874 5-180
DODDOA-007714

BATTALION HEADQUARTERS, MAIN 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 HQ, MSB staff and key leaders in supervising the deployment of subordinate elements to a new theater of operations. This STX also provides the commander, key leaders and staff with practice in planning, controlling and coordinating subordinate unit deployment activities. The unit must become proficient in planning and preparing subordinate units for force projection operations.
2. Interface.
a.
This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

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 the deployment of subordinate elements to a new theater of operations as part of a command post exercise (CPX) or FTX. If this STX is used with all or some subordinate elements, the corresponding company and detachment 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 Operation.

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

(2)
During classroom activities, the use of the Tactical Standing Operating Procedures (TSOP) and the responsibilities and procedures outlined in FMs 55-10, 55-65, 63-21-1, 63-2-2, and 100-17 series; 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 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, Command Field Exercises (CFX), and TEWTs provide ground training for leaders. Situational awareness should be maintained throughout this STX using the real time capability of digital communications architecture.

(5)
Simulations and games are developed to teach leaders as part. of a continuing officer and noncommissioned officer (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, coordinating and executing deployment operations.

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

(c)
Leaders should review the MSB, installation, and DISCOM deployment SOPs.

b.
Tips for Training.

(1)
After the HQ, MSB demonstrates proficiency for the tasks in table 4-5, 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.
(1) Day or night.

(g) Deployment using single or multiple modes of
transportation.
4-18
DODDOA-007716
(2)
The HQ, MSB must become proficient in the doctrine, SOP and TTP of planning, coordinating and executing deployment activities before attempting complex options.

(3)
After proficiency in this STX is reached, the HQ, MSB sustains proficiency by executing this STX as part of an FTX.

4. Training Enhancers.
a.
The MSB commander, in coordination with HQ, DISCOM and installation support elements, secures deployment guidance/orders, pertinent plans/SOPs and reviews deployment contingency plans.

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

c.
The DISCOM S2/S3 provides the HQ, MSB 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 for evaluation.

e.
This exercise begins with the receipt of a deployment warning order and ends when the MSB 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. Battalion Headquarters, Main Support Battalion STX 63-1-E0002, Supervise Deployment of Subordinate Elements to a New Theater of Operations
EVENT ACTION ESTIMATED TIME
1.
Receive and verify Warning Order 10 min

2.
Direct deployment alert activities 10 min

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 SRP support 3 hrs

7.
*Provide deployment personnel and 4 hrs
administrative support

8.
*Coordinate family assistance plan 2 hr

DODDOA-007717
Table 4-4. Battalion Headquarters, Main Support Battalion STX 63-1-E0002, Supervise Deployment of Subordinate Elements to a New Theater of Operations (continued)

EVENT ACTION ESTIMATED TIME
9.
Coordinate deployment training support 2 hr

10.
Perform deployment intelligence support 2 hr
functions

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 2 hrs
activities

15.
*Coordinate movement of subordinate 3 hrs
elements

16.
*Supervise relocation of subordinate elements 4 hrs

17.
Perform deployment advance party activities 4 hrs

18.
AAR 1 hr

Total Time: 22 hrs 20 min
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.
* Indicates time is not added to the total time because tasks are performed simultaneously with other tasks.
5. General Situation.
a.
The HQ, MSB is currently deployed at its home station. The HQ, MSB is under the command and control of HQ, DISCOM.

b.
Unit commanders provide personnel and equipment status reports.

c.
The installation provides required deployment support.

d.
Aerial port of debarkation (APODs), seaport of debarkation (SPODs) and the outside of the continental United State (OCONUS) location are identified.

6. FRAGO. The commander issues the following FRAGO:
DODDOA-007718
"We have been alerted to deploy OCONUS to support division units in a new OCONUS location, in vicinity , grid coordinates . Begin your planning process to prepare the MSB for deployment. Be prepared to deploy within hours. I will conduct an AAR 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 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.

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 DSB are used. When OPFOR is employed, a vehicle and analog and digital communications for the OCs are used. The senior trainer/OC requires 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, MIL is essential to provide input to drive staff actions. Input MIL using the appropriate BFACS, TI, MTS, analog, and/or digital communications.

f.
Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the headquarters detachment include the Battalion HQ elements.

8. T&EO Sequence. Table 4-5 lists the T&EOs for this STX.
Table 4-5. T&EOs from Chapter 5 to Use in Evaluating SIX 63-1-E0002, Supervise Deployment of Subordinate Elements to a New Theater of
Operations TASK
Establish Communications Supervise Operations Security Program Combat Battlefield Stress 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 Direct Integration Activities Plan Battalion Deployment in a Peacetime Environment Plan Battalion Deployment Upon Receipt of a Warning Order

TASK PAGE NUMBER
63-1-4017 5-156 63-1-4038 5-70 63-1-4303 5-115 63-1-4850 5-17 63-1-4851 5-19 63-1-4852 5-21 63-1-4853 5-23 63-1-4854 5-26 63-1-4855 5-28 63-1-4856 5-30
63-1-4857 5-33 63-1-4858 5-35 63-1-4859 5-37 63-1-4860 5-39 63-1-4861 5-43 63-1-4862 5-45 63-1-4863 5-47 63-1-4864 5-49 63-1-4871 5-66 63-1-4872 5-68 63-1-4873 5-178
BATTALION HEADQUARTERS, MAIN 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 MSB 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 CHS for supported, subordinate and attached elements while moving. This STX combines the elements of column formations, movement control, situational awareness, logistics and CHS considerations, communications and force protection procedures necessary to accomplish relocation to a new operating site.
2..Interface.
a.
This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

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 HQ, MSB and subordinate elements and facilities as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company and detachment 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, 63-21-1, 63-2­2, 101-5, 101-5-1, and the TSOP and 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. A

DODDOA-007721
MAPEX assist in terrain analysis, route selection, selection of operating areas, and the determination of potential OPFOR points of contact.
(3) A CPX can be conducted in garrison or at a field site. This
. exercise facilitates communications setup to include establishment of digital links, correct communications procedures, and use of the TSOP.
(4)
A TEWT can be conducted at a field site. .Leader representatives from subordinate and attached units should participate. The exercise should emphasize terrain analysis, staff coordination, route selection, leadership procedures, and movement planning as part of a leader's professional development.

(5)
Simulations and games 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)
Situational awareness should be maintained throughout the movement process using the real time on the move capability of STAMIS and MTS.

(7) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and executing movement and preparing movement annexes/orders (FMs 5530, 1015 and 1015).

(b) The HQ MSB and DISCOM TSOPs should be reviewed.

(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 (MSB Commander or XO)) with this STX are: conduct mission analysis, issue planning guidance, establish priorities for movement, approve movement order/annex and supervise the activities of the staff.

b..Tips for Training.
(1) After the HQ, MSB demonstrates proficiency for the tasks in Table 4-7 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.

4-24
DODDOA-007722
(c)
In a field or MOUT environment.

(d)
Elements moving over a single or multiple routes.

(e)
Movement by road or cross-country.

(2)
The staff must become proficient in the TSOP, doctrine and tactics, techniques and procedures (TTP) for establishing and maintaining situational awareness during movement and in planning and coordinating, and controlling the relocation of subordinate elements and facilities before attempting complex actions.

(3)
After proficiency in this STX is reached, the HQ MSB sustains proficiency by executing this STX as part of an FTX.

(4)
When 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 HQ, MSB. OPFOR will not be employed unless this STX is used as part of a FTX.

4.
.Training Enhancers.

a.
The commander determines movement priorities based upon DISCOM commander's guidance, type of operations or based upon his own judgment. The enemy operations are based upon his own judgment. Intelligence reports are disseminated using All Source Analysis System-Remote WorkStation (ASAS-RWS). Warning orders, graphics, task organizations, and fragmentary orders are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supplies, services, and personnel that the commander deems critical to the success of an operation. Movement tracking and position locating devices are used throughout the move. Requirements from the DISCOM staff and supported units should be incorporated into the movement plan. The enemy situation will affect the security requirements.

b.
The staff sections plan the move, and prepare the movement order/annex. The HQ, MSB S2/3 Section leads this task with input from other staff sections.

c.
Staff recommendations are provided in hard copy to the HQ MSB S2/3 for evaluation.

4-25
DODDOA-007723
d..All reports should be submitted in hard copy to the senior trainer for evaluation.
e..The HQ MSB should be able to relocate at least 48 hours as a standard capability.
f..In considering the proficiency of the staff, the following sequential guidance can be used in the AAR:
(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 unit weaknesses. If the plan is satisfactory but the unit execution is poor, then, more frequent moves during FTX or company and detachment-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 all units cross RP. Table 4-6 is a suggested scenario.
Table 4-6. Battalion Headquarters, Main 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

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DODDOA-007724
Table 4-6. Battalion Headquarters, Main Support Battalion
STX 63-1-E0005, Supervise Relocation of Subordinate Elements and
Sustainment Resources (continued)

EVENT ACTION. ESTIMATED TIME
10. 11. Cross RP. AAR. 1 hr 10 min
Total Time: 11 hrs 40 min

NOTE: Events will be trained to standards, 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..General Situation.
a.
The HQ, MSB is deployed in a combat zone. The MSB mission is to provide logistics and CHS to the DSA. After receiving guidance from the DISCOM Commander, the DSB commander has decided to relocate subordinate elements and facilities 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 occur.

f.
This exercise is conducted in all environmental conditions.

6. FRAGO.
a..The MSB Commander is conducting a staff meeting. The following guidance is given to the staff:
"The HQ, MSB will relocate subordinate elements and sustainment resources to the vicinity of , coordinates . The MSB must cross the SP NLT . Conduct route reconnaissance, select routes, organize units for move, and prepare movement annex/order, to be published, NLT .. Plan to arrive at new location NLT .. We must be responsive to supported units even during convoy operations. Maintain voice and/or digital communications with the Maintenance Company, Supply Company, Transportation Motor Transport Company, Medical Company, supported units' S3s and S4s, and the DISCOM S3 and Support Operations Office. Be prepared to provide logistics and CHS to support the relocation of supported units. S3, you have the lead. The enemy has the capability to interdict our unit convoys and serials along the entire main supply route. Maintain march discipline and proper distance between unit convoys and serials. Use STAMIS and MTS to maintain situational awareness and to control movement throughout the relocation. Direct all units to be prepared for immediate action drill in case of ambush, and using digital and/or communications, report to me 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."
7..Support Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the commander as the trainer and primary OC. If this STX is conducted for the HQ, MSB staff only, a maximum of 4 OCs is needed. If it is conducted as part of an FTX, the total additional number of OCs needed is the sum of those needed for each subordinate unit STX.
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 DSB.
c.
.Vehicles and Communications..Vehicles and communications equipment organic to the MSB are used. When OPFOR is employed, a vehicle and digital communications are needed for the OC. The senior trainer or OC will require analog and/or digital communications for providing input from the MIL.

d.
Maneuver Area. A maneuver area is not required if this STX is conducted as a staff STX. If conducted as part of a MSB FTX, a training area is required that can support the number of vehicles, equipment and operational areas. It is desirable to have an adequate training area that is 6 by 20 kilometers. Vehicles should be spaced 25 meters apart. Vegetation and terrain should allow for cover and concealment of facilities, vehicles, and equipment. Light and noise discipline should be followed within specified safety constraints.

e.
Master Incident List. During the STX, MIL is essential to provide input to drive HQ, MSB actions. Input MIL using appropriate BFACS, TI, MTS, analog, and/or digital communications.

f.
Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the Supply Company include the Battalion HQ elements.

8..T&EO Sequence. Table 4-7 lists the T&EOs for this STX.
Table 4-7. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0005, Supervise Relocation of Subordinate Elements and Sustainment Resources TASK TASK PAGE

NUMBER
Develop Road Movement Order 63-1-4010 5-144 Perform Battalion Advance/Quartering Party Activities 63-1-4015 5-6 Establish Battalion Command Post (Forward) 63-1-4016 5-9 Establish Communications 63-1-4017 5-156 Coordinate Movement of Subordinate Elements 63-1-4018 5-11 Supervise Operations Security Program 63-1-4038 5-70 Combat Battlefield Stress (Digitized & Analog) 63-1-4303 5-115 Perform Risk Management Procedures (Digitized & Analog) 63-1-4326 5-117
DODDOA-007727
BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE ESTABLISHMENT OF SUBORDINATE BASES AND
FACILITIES
STX 63-1-E0006

1..Objective. This STX is designed to train the MSB commander, staff and other key leaders with practice in planning, coordinating, and supervising the establishment of subordinate bases and facilities in support of divisional units operating in the division rear. The staff must become proficient in planning the occupation of the new area, coordinating advance/quartering party activities, supervising the establishment of subordinate bases and facilities, establishing and maintaining analog and digital communications and force protection activities. This STX combines the elements of planning, coordinating those functions to occupy a new area.
2..Interface.
a.
.This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

b.
This STX supports the DISCOM STX - Supervise Establishment of Subordinate Elements' Bases and Facilities.

c.
This STX can be used to plan and implement the establishment of MSB bases and facilities as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding company and detachment 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 FMs 63-2-1, 101-5 and the T&EOs listed in this STX should be reviewed.

(2)
CPX, CFX, and TEWT provide ground training for leaders when the STX area 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.

DODDOA-007728
MAPEX assist in terrain analysis, staff coordination, selection of defensive positions, selection of operating areas and OPFOR points of contact.
(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)
A communications and situational awareness exercise can be conducted in garrison or a field site and is used to establish analog and digital communications operations and procedures to establish a common, relevant picture and to use correct communications procedures.

(5)
A CPX can be conducted in garrison or at a field site. A CPX facilitates the set up of the Logistics Operations Center with its communications nodes, improves staff coordination procedures, and trains the staff in the use of the TSOP.

(5).Tips for leader training.

(a)
Leaders should familiarize themselves with the doctrinal procedures and TTP for planning and executing establishment of the DSA and other support facilities.

(b) The HQ, MSB and DISCOM TSOP should be reviewed.

(c)
A personal reconnaissance should be conducted, if possible, of the training area that the establishment of the DSA will be performed.

(d)
The leader tasks which must be trained or executed by the senior trainer (MSB Commander or XO) with this STX are analyzing the DISCOM and supported units task organization missions, providing planning guidance, approving the MSB layout plan and force protection plan, and supervising the activities of the staff.

b..Tips for Training.
(1) After the HQ, MSB demonstrates proficiency in the tasks in Table 4-9 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.

4-31
DODDOA-007729
(d).Day or night.
(2)
The staff must become proficient in the basics of planning and supervising the establishment of subordinate bases and facilities before attempting complex options.

(3)
After proficiency in this STX is reached, the HQ, MSB 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 on the HQ MSB. OPFOR will not be employed unless this STX is used as part of a FTX.

4.
.Training Enhancers.

a.
The MSB commander provides planning guidance based upon the DISCOM commander's guidance or based upon his or her own judgment. The type of operations to be conducted determines the degree of site permanency that will be accomplished. The enemy situation will affect force protection requirements. Intelligence reports are disseminated using All Source Analysis System-Remote WorkStation (ASAS-RWS). Warning orders, graphics, task organizations, and fragmentary orders are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supplies, services, and personnel that the commander deems critical to the success of an operation. The unit 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.
The staff sections develop layout plans and supervise its implementation. The S2/3 is the proponent for this supporting mission with input from other staff sections and supported units. He establishes the new operating site in accordance with (IAW) the MSB and DISCOM TSOP. When the site is operational, the DISCOM S3 and Support Operations Office are notified that the MSB is prepared to perform its operational mission.

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

DODDOA-007730
d..In 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..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 establishments during FTX or company-level STX are required.
f..This exercise begins when the MSB advance/quartering party arrives at the new site and ends when the MSB operational areas are established. AARs are conducted as shown in Table 4-8. This table includes a suggested scenario.
Table 4-8. Battalion Headquarters, Main Support Battalion
STX 63-1-E0006, Supervise Establishment of Subordinate Bases and
Facilities

EVENT ACTION. ESTIMATED TIME
1.
Occupy new area of operations . 1 hr

2.
Formulate tentative layout plan .1 hr

3.
AAR. 1 hr

4.
Set up the Logistics Operations Center (LOC) 2 hrs

5.
Set up administrative and bivouac areas .2 hrs

6.
Supervise establishment of subordinate bases 2 hrs
and facilities.

7.
AAR. 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.
DODD0A-007731
5..General Situation.
a.
The HQ, MSB is deployed in a combat zone. The MSB mission is to provide logistics and combat health services to the division support area.

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 MSB 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 tactical operations center (TOC) and logistics operations center (LOC) have been identified.

g.
The communications plan is available.

6. FRAGO.
a. The MSB commander is conducting a staff meeting. The following guidance is given:
"We will support divisional units operating in the division rear from our current location for the next two days. The enemy is capable of mounting aerial and ground attacks throughout division rear areas and is also capable of bringing indirect fire upon us. I want the Logistics Operations Center set up and operational immediately followed by administrative and bivouac areas. S2/3, get voice and digital and/or analog communications links in quickly with corps support units, HQ, DISCOM, Supply Company, Maintenance Company, Transportation Motor Transport Company, and Medical Company and the S3s and S4s of supported units. Support Operations; begin locking, loading, and linking elements of the distribution system. Incorporate the locations of COSCOM CSS units in division rear, as well as unit areas and logistics release points for all MSB subordinate and supported units down to company or battery level. S3, direct all subordinate and attached units to use cover and concealment to mask our activities and strict enforcement of 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 activities."
b. The MSB commander issues the following instructions:
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DODDOA-007732
"Now begin your planning process for establishing subordinate elements and facilities. Keep in mind that we are still required to support division troops even as we establish ourselves. Plan accordingly and maintain digital communications with supported and supporting units. This exercise ends when you have established MSB operational areas. You should conduct an AAR once the plan is completed and after the area is prepared to support combat operations. If necessary, the exercise will be run again, until I am satisfied with the staff's performance."
7..Support Requirements.
a..Minimum Trainer/Evaluators. 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 additional 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 MSB.

c..Vehicles and Communications..Vehicles and communications equipment organic to the MSB are used. When OPFOR is employed, a vehicle and analog and digital communications are needed for the OC. The senior trainer or OC will require digital communications for providing input from the MIL.
d..Maneuver Area. A training area of sufficient size to support the number of vehicles and equipment in a tentative battalion AO is required. Vehicle 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, MIL is essential to provide input to drive staff actions. Input MIL using the appropriate BFACS, STAMIS, TI, MTS, analog and/or digital communications.
DODDOA-007733
f..Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; The requirements for the Supply Company include the Battalion HQ elements.
Table 4-9. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0006, Supervise Establishment of Subordinate Bases and Facilities

TASK TASK PAGE
NUMBER
Perform Battalion Advance/Quartering Party Activities 63-1-4015 5-6
Establish Battalion Command Post (Forward) 63-1-4016 5-9
Establish Communications 63-1-4017 5-156
Supervise Establishment of Subordinate Elements and 63-1-4019 5-13
Battalion Headquarters
Establish Logistics Operations Center and Administrative 63-1-4020 5-15
Areas
Supervise Operations Security Program 63-1-4038 5-70
Supervise Nuclear, Chemical and Chemical Operations 63-1-4040 5-72
Maintain Communications 63-1-4041 5-165
Combat Battlefield Stress (Digitized & Analog) 63-1-4303 5-115
Perform Risk Management (Digitized & Analog) 63-1-4326 5-117

BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
PLAN LOGISTICS AND COMBAT HEALTH SERVICES FOR ELEMENTS IN
THE DIVISION SUPPORT AREA
STX 63-1-E0013

1..Objective. This STX trains the HQ, MSB staff and other key members to develop operational plans in support of supported units in combat operations. The staff must become proficient in analyzing the mission; developing logistics and CHS requirements, developing distribution systems, developing the intelligence, personnel, logistics, support operations and operation's (commander's) estimate; and developing the OPLAN/OPORD. The staff must be able to successfully plan the relocation and establishment of subordinate elements and facilities in a new area and MSB force protection activities. This STX combines the elements of planning, coordinating, and preparing those operational plans and distribution systems necessary to provide logistics and CHS for various types of combat operations.
2..Interface.
a.
.This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

b.
This STX supports the DISCOM STXs - Plan Logistics and Combat Health Services Operations, and Manage Distribution Systems.

c.
This STX can be used as a CPX to develop plans.

d.
This STX has no corresponding STX at company or detachment level.

3..Training.
a..Leader 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 63-2-1, 63-21, 100-10, 101-5-1, 101­5 should be discussed, and the T&EOs listed in this STX should be reviewed.

(3)
CPXs, CFXs, and TEWTs provide ground training for leaders when selected STXs are used..A CPX facilitates analog and/or digital communications set up, practice of HQ, MSB TSOP, and staff coordinating procedures.

4-37 DODDOA-007735
(4)
Communications Exercise (COMEX)/Situational Awareness Exercise practices battle command information procedures and operations, and logistics and combat health services coordination. Units practice these mission tasks using appropriate automation systems, to include Combat Service Support Control System (CSSCS), Movement Tracking System (MTS), and other ATCCS battlefield functional area control systems, and logistics and combat health services Standard Army Management Information Systems (STAMIS). CSSCS provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supply, services and personnel that the commander deems crucial to the success of an operation. 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, task organization, miles traveled and geographical region.

(5)
Simulations and games developed to teach leaders as part of a continuing officer and NCO development program. A MAPEX, when used, should be combined with a sand table exercise. 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, if possible.

(6) Tips for leader training.

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

(b) The HQ, MSB TSOP should be reviewed.

(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). CSSCS provides situational awareness of critical elements within supply Classes I, II/IV, IIIB, IIIP, V, VII, VIII and personnel strength management. Maintenance, transportation, and medical functionality are a few features to be added as the system matures.

(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 (MSB 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..Tips for Training.
(1)
After the HQ, MSB demonstrates proficiency for the tasks in Table 4-11, this STX can be trained under several options

(2)
The HQ, MSB must become proficient in establishing and maintaining situational awareness, working as a staff to develop completed staff products, and using CSSCS, logistics and medical STAMIS and other BFACS to plan and manage logistics and CHS distribution systems before attempting complex actions.

(3)
After proficiency in this STX is reached, the HQ, MSB sustains proficiency by executing this STX as part of an FTX.

(a) Offensive operations.
(b) With or without OPFOR interdictions.
environment. (c) With or without Nuclear, Biological, Chemical (NBC)
(d) Defensive operations.
(e) Retrograde operations.
(f) Support and stability operations.

4..Training Enhancers.
a..The senior trainer completes the mission analysis and issues guidance based on supported/higher commander's guidance or based upon his own judgment. Intelligence reports are disseminated using All Source Analysis System-Remote Work Station (ASAS-RWS). Warning orders, task organizations, fragmentary orders and graphics are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supplies, services, and personnel that the commander deems critical to the success of an operation.
4-39
DODDOA-007737
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.
The MSB should be able to relocate at least once every 48 hours.

e.
The HQ, MSB Intelligence and Operations Officer (S2/S3) should complete the OPLAN/OPORD and provide a hard copy to the senior trainer for evaluation.

5.
.General Situation.

a.
The MSB is deployed in a combat zone. The MSB mission is to provide logistics and CHS to the division support area. The MSB commander has received a warning order from the DISCOM commander with a. task organization list of supported units.

b.
The DISCOM commander's planning guidance and restated mission guidance have been reviewed. The MSB commander has provided his planning guidance. The DISCOM commander's 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 OPORD/OPLAN is prepared. AARs are conducted after completion of staff estimates, after a course of action is selected, and after OPORD/OPLAN briefing. Table 4-6 is a suggested scenario.

Table 4-10. Battalion Headquarters, Main Support Battalion
STX 63-1-E0013, Plan Logistics and Combat Health Services for Elements
in the Division Support Area

EVENT ACTION. ESTIMATED TIME
1. Conduct mission analysis. 3 hrs
2. Develop staff estimates. 1 hr
3. AAR. 1 hr

Table 4-10. Battalion Headquarters, Division Support Battalion
STX 63-1-E0013, Plan Logistics and Combat Health Services for Elements
in the Division Support Area (continued)

EVENT.ACTION ESTIMATED TIME
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 10 min

9.
AAR 1 hr

10.
Preparation of Annexes 1 hr

11.
Approval of Annexes 10 min

12.
AAR 1 hr

Total Time: 13 hrs 20 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 logistics and CHS requirements.

g.
The defense of subordinate elements and facilities 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, and airmobile regular and irregular army units.

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

4-41
DODDOA-007739
6.
.Special Situation.

a.
The MSB Commander is conducting a staff meeting with his key staff members and unit commanders:

"The division anticipates conducting an .operation within --- hours. Our supported units will be conducting .operations to support the division commander's scheme of maneuver. Operations are estimated to last approximately --- hours and will commence in the vicinity of .; the final objective is. The MSB mission is to provide logistics and CHS from (grid coordinates) on behalf of divisional units operating in the division rear". Priority of support is initially to the ---- battalion."
b. The MSB commander issues the following instructions:
"Begin your planning process for developing plans and distribution systems for this mission. I want a synchronized flow of materiel and other sustainment resources from echelons above division to supported units and MSB subordinate 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 Tracked Items List. Make maximum use of throughput and transload operations down to supported battalion, company or battery level. CSSCS gives us an unprecedented ability to analyze courses of action, see the battlefield as it unfolds, and anticipate and project requirements, and 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 systems level. I want systems in place to establish and maintain asset and in­transit visibility of materiel in the distribution system to enable rapid direct, redirect, cross-leveling or massing of logistics and CHS at critical points within the DSB area of responsibility. Further information will be disseminated as courses of action are selected; after 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:

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DODDOA-007740
(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 DSB.

c.
Vehicles and Communications..Vehicles and communications equipment organic to the MSB are used. When an OPFOR is employed, a vehicle, radio and digital communications are needed for the OCs.

d.
Maneuver Area. Not required when this STX is used as a CPX.

e.
Master Incident List. During the STX, MIL is essential to provide input to drive HQ, MSB actions. Input MIL using the appropriate BFACS, TI, MTS, analog and/or digital communications.

f.
Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the Supply Company include the Battalion HQ elements.

8..T&EO Sequence. Table 4-11 lists the T&EOs for this STX.
Table 4-11. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0013,
Plan Logistics and Combat Health Services for Elements in the Division
Support Area TASK TASK PAGE NUMBER
Conduct Mission Analysis 63-1-4001 5-119 Conduct Intelligence Preparation of the Battlefield 63-1-4002 5-122 Formulate Feasible Courses of Action 63-1-4003 5-124 Develop Intelligence Estimate 63-1-4004 5-126 Develop Personnel Estimate 63-1-4005 5-129 Develop Logistics Estimate 63-1-4006 5-132 Develop Support Operations Estimate 63-1-4007 5-135 Develop Supporting Commander's (Operations) Estimate 63-1-4008 5-138
DODDOA-007741
Table 4-11. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0013,
Plan Logistics and Combat Health Services for Elements in the Division

Support Area (continued) TASK
Prepare Operations Plan/Operations Order And Annexes
Develop Road Movement Order
Develop Occupation Plan
Plan Battalion Area Tactical Operations
Plan Rear Area Operations
Prepare Continuity of Operations Plan
Supervise Operations Security Program
Combat Battlefield Stress (Digitized & Analog)
Perform Risk Management Procedures (Digitized & Analog)
TASK PAGE
NUMBER
63-1-4009 5-141
63-1-4010 5-144
63-1-4011 5-148
63-1-4012 5-151
63-1-4014 5-153
63-1-4024 5-76
63-1-4038 5-70
63-1-4303 5-115
63-1-4326 5-117

BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE LOGISTICS AND COMBAT HEALTH SERVICES ACTIVITIES
STX 63-1-E0014

1.
Objective. This STX is designed to train the MSB commander, staff and other key members with practice in establishing situational awareness and planning, coordinating, and command and control of subordinate units in support of divisional units operating in the DSA. The staff must become proficient in gaining total asset visibility of sustainment resources and the distribution system operating in support of the division. The staff must become proficient in planning and coordinating internal and external logistics and CHS operations; providing intelligence; supervising operations security (OPSEC) and NBC defense operations; and providing personnel service support, administrative support and command and control. This STX combines the elements of distribution management, planning, coordination, and supervision necessary to provide logistics and CHS to the DSA.

2.
Interface.

a.
This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

b.
This STX supports the DISCOM STXs - Direct Logistics and Combat Health Services Operations, and Manage Distribution Systems.

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

d.
This STX is supported by company and detachment level mission STX -

a.
Receive, Store and Issue Class I, II, III, IV, VI, VII, IX and Water (Supply Company).

b.
Provide Direct Support, Base Shop, and On-Site Contact Maintenance Support (Maintenance Company).

c.
Transport Personnel, Supplies, and Heavy and Outsized Vehicles and Cargo (Transportation Motor Truck Company).

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d. Perform Combat Health Services Operations (Medical
Company).
e. Perform Life Support Functions (Supply Company).

3..Training.
a..Leader Training.
(1)
Classroom activities that discuss use of SOP, CSS responsibilities and procedures outlined in FMs 8-15, 9-43-1, 9-43-2, 55-30, 63-2-, 63-21, 100-10, 101-5, 101-5-1 and a review of the T&EO listed in this STX.

(2)
A MAPEX, when used, should be combined with a sand table exercise. If possible, a MAPEX of the location where the STX will be conducted should be used to teach staff teamwork, terrain analysis, selection of operating areas and defensive positions, and OPFOR avenues of approach.

(3)
A CPX can be conducted in garrison or at a field site. This exercise allows units to practice the set up of analog and/or digital communications, as well as the proper use of communications procedures. A CPX also improves staff coordination procedures and trains the staff in the use of the TSOP.

(4)
A Communications Exercise (COMEX)/Situational Awareness Exercise is used to practice battle command information procedures and operations, and logistics and combat health services operations. Units practice their mission tasks using appropriate automation systems, to include Combat Service Support Control System (CSSCS), Movement Tracking System (MTS) and other ATCCS battlefield functional area control systems and logistics and combat health services Standard Army Management Information Systems (STAMIS). The HQ, MSB should practice continuity of operations (COOP) techniques and procedures in order to develop manual procedures for use in the event of communication or automation failure or disruption due to enemy action.

(5)
The Army Tactical Command and Control System (ATCCS) integrates five of the seven battlefield operating systems (BOS), maneuver, fire support, air defense, combat service support, and Intelligence that the DISCOM/DSB/DASB has the capability to interface with. Each of these functional areas is supported by a control system designed to provide leaders and planners with information to effectively plan, coordinate, control, and support the battle. These BOS control systems are oriented toward combat operations and provide the commander and staff with situational information and decision support in executing the..•

(6)
CSSCS is the CSS component of Army Tactical Command and Control System (ATCCS). CSSCS provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supply, services, and personnel that the commander deems crucial to the success of an operation. CSSCS supports the decision making process with course of action (COA) analysis. The staff can analyze up to 3 COAs for a 5-day period. Variables include combat posture, division task organization, miles traveled, and geographical region.

(7)
A TEWT can be conducted at a field site. LLeader representatives from subordinate and attached units should participate in the exercise. The exercise should emphasize terrain analysis, staff coordination, site selection, leadership procedures, and defense planning and coordination as part of a leader's professional development program.

(8)
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 and control at various staff levels.

(9) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for the following tasks: coordinating logistics and CHS requirements, movement control procedures, providing internal logistics and CHS to DSB subordinate and attached units; and using and maintaining digitally generated and manual status reports. (Review FMs 63-2, 63-21, 8-15, 55-10, 100-10, and 63-3.)

(b)
The HQ, MSB and HQ, DISCOM TSOPs should be reviewed.

(c)
A personal reconnaissance should be conducted of the training area that the CSS operations would be performed, if possible.

(d)
The following leader tasks must be trained or executed by the senior trainer (MSB Commander or XO) include: Command and control of subordinate units, supervision of staff functions, identification of specified, implied and essential tasks in the DISCOM OPORD; establishment of support priorities in accordance with the OPORD; approval of staff recommendations, and provision recommendations to the DISCOM commander.

b.LTips for Training.
(1) After the HQ, MSB has demonstrates proficiency in the tasks listed in Table 4-13, and leaders have been trained in the leader tasks, this STX can be trained under several options:
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(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 staff must become proficient in gaining total asset visibility of sustainment resources, and planning, coordinating and supervising internal and external logistics and CHS operations 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.
(a)
Secure local area terrain features that could adversely affect the support mission.

(b)
Increase the size of the supported force.

(c)
Support multinational element.

(d)
Support non-linear or deep operations.

(e)
Apply automation constraints (exercise COOP).

(4)
After proficiency in this STX is reached, the HQ, MSB sustains proficiency by executing this STX as part of 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 with an overall objective to develop appropriate staff and subordinate unit responses. OPFOR should not be employed unless this STX is conducted with subordinate units.

4.
.Training Enhancers.

a.
The commander provides planning guidance, establishes logistics and combat health services priorities, and selects logistics and combat health services options based upon the DISCOM commander's concept of operations or based upon his own judgment. The type of operations is based upon his own judgment. The type of operations determines the support scheme and priorities of support. Intelligence reports are disseminated using All Source Analysis System-Remote WorkStation (ASAS-RWS). Warning orders, task organizations, and Fragmentary Orders are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating_ friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supplies, services, and personnel that the commander deems critical to the success of an operation.

b.
Support considerations for offensive, defensive and retrograde operations are found in FMs 63-2, and 63-21-1.

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, in conjunction with other staff sections, develops the external support plan. The MSB staff implements the plan and monitors its progress using analog and/or digital communications and logistics and CHS STAMIS.

In considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the HQ, MSB logistics and CHS plans conform to the MSB and DISCOM commander's guidance?

(2)
Did the subordinate units implement the HQ, MSB logistics and CHS plan properly?

..(3) Did the HQ, MSB logistics and CHS plan adequately meet the needs of supported and attached units?
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g.
Deficiencies identified in (1) and (3) 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 and detachment-level STX are required.

h.
This exercise begins with the assignment of responsibility for developing the service support annex and ends when bases and facilities are 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. Battalion Headquarters, Main Support Battalion
STX 63-1-E0014, Supervise Logistics and Combat Health Services
Activities

EVENT ACTION ESTIMATED TIME
1.
Issue commander's guidance 30 min

2.
Determine requirements and sustainment 1 hr 30 min resources.

3.
Input staff analysis 30 min

4.
AAR 30 min

5.
Develop tentative logistics support plan and 4 hrs
combat health services plan

6.
Brief commander 30 min

7.
Disseminate plan 30 min

8.
AAR 1 hr

9.
Develop internal logistics support plan and 2 hrs
combat health services plan

10.
Monitor implementation 1 hr

11.
Monitor operations and make adjustments 8 hrs

12.
Anticipate future requirements 1 hr

13.
Respond to sighting OPFOR 15 min

14.
Respond to CSS degradation 1 hr

15.
Maintain priority of logistics support 1 hr

16.
Respond to intensifying rear operations 45 min

17.
Conduct final AAR 1 hr

Total Time: 25 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 trainingproficiency of the battalion staff.
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5.LGeneral Situation.
a.
The HQ, MSB is deployed in a combat zone. The MSB mission is to provide logistics and CHS to the Division Support Area.

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

c.
The DISCOM OPLAN/OPORD is available and displayed using the Maneuver Control System (MCS). MSB status reports of personnel, CHS, transportation, supply and maintenance capabilities and sustainment resources are available using CSSCS.

d.
After the planning phase, division combat operations commence. Requirements are generated by divisional units. Some divisional units require designated and/or reinforcing support. Field maintenance is conducted as far forward as possible using DS maintenance Support Teams positioned in unit support areas. Maximum use is made of throughput and transload of sustainment stocks from higher echelon logistics bases and facilities down to the lowest level DSU or customer logistics release point. Corps combat service support units are operational and provide throughput support to the MSB.

e.
CSSCS, other BFACS, TI and STAMIS systems provide situational awareness to enable a common, relevant picture of the combat posture of the supported units. MTS enables precision throughput of sustainment stocks to MSB direct support units, divisional unit support areas or unit level logistics release points. MTS also enables MSTs to deploy to unit support areas with precision.

f.
Intelligence information on the tactical situation is digitally disseminated from DISCOM to the MSB S2/S3 Section using the All Source Analysis System-Remote WorkStation (ASAS-RWS). OPSEC and physical security measures have been implemented by the battalion.

g.
The OPFOR may be in the form of conventional or unconventional forces and have the capability of intelligence gathering, overt and covert attacks. The OPSEC program is a passive defensive measure. Local security is maintained by the use of OPSEC countermeasure techniques.

h.
OPFOR has the capability to launch an NBC attack. Isolated NBC incidents have occurred.

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

DODDOA-007749
j.
During this STX, division combat operations stabilize to a degree that administrative services can be provided.

k.
The MSB should be prepared to relocate every 48 hours.

6.LSpecial Situation.
a. The commander issues the following FRAGO:
"We will continue to support divisional units operating in the division rear for the next 2 days. Priority of support is to Battalion. The enemy is capable of mounting attacks throughout the DSA and also of bringing indirect fire upon DSB positions, bases and facilities. I want to maintain a seamless and synchronized flow of materiel and other sustainment resources to battalions, companies, and troops with a minimum of double handling of cargo or customer wait time. I want maintenance managers to strictly enforce repair cycle time on all Class VII items on the Commander's Tracked Items List. Make maximum use of throughput and transload operations down to company or battery level. CSSCS gives us an unprecedented ability to see the battlefield as it unfolds, and allows us to anticipate and project requirements, not just react to them. Movement tracking capability enables us to support the throughput of sustainment resources to using units and maintenance support team operations with precision down to customer unit or weapons systems level. I want systems in place to establish and maintain asset and in-transit visibility of sustainment resources in the distribution system. I want to be able to rapidly direct, redirect, cross-level or mass logistics and combat health services at critical points within the DSB area of responsibility. Continue to seek ways to maximize distribution of sustainment resources to supported 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 to for divisional units operating in the division rear."
b. The commander issues the following additional instructions:
"This exercise ends when subordinate elements and sustainment resources are threatened with a Level IUIII attack. You should conduct AARs after staff input, at the completion of the logistics and CHS plan and at end of the exercise. If necessary, run the exercise again until I am satisfied with the staffs performance."
7.LSupport 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 additional 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) whenever used. OPFOR should have specific missions and be controlled
(3) units in the DSB. MILES can be used, or the controllers can assess damage to the

c..Vehicles and Communications..Vehicles and communications equipment organic to the headquarters are used. When OPFOR are employed, a vehicle and analog and/or 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 DSA. 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, MIL is essential to provide input to drive staff actions. Input MIL using BFACS, TI, MTS, analog, and/or digital communications.
f..Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the headquarters detachment include the Battalion HQ elements.
8.LT&EO Sequence. Table 4-13 lists the T&EOs for this STX.
Table 4-13. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0014, Supervise Logistics and Combat Health Services Activities TASKL TASK PAGE NUMBER
Operate Logistics Support Area of the Logistics Operations 63-1-4022 .5-159 Center Coordinate Internal Logistics . 63-1-4025.5-76
Table 4-13. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0014,
Supervise Logistics and Combat Health Services Activities (continued)

TASK
Coordinate Class III Support
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 Services
Coordinate Transportation Support
Coordinate Field Services Support
Assist in Regeneration Assessment Coordinate Support for Regeneration Activities
Operate Tactical Support Area of the Logistics Operations
Center
Supervise Operations Security Program
Supervise Nuclear, Biological, and Chemical Operations
Maintain Communications
Provide Personnel Support
Provide Administrative Support
Conduct Command Religious Support Program
Provide Command and Control
Combat Battlefield Stress
Perform Risk Management Procedures

TASK PAGE NUMBER
63-1-4026 5-81 63-1-4027 5-84 63-1-4028 5-88 63-1-4029 5-92 63-1-4030 5-95 63-1-4031 5-97 63-1-4033 5-99 63-1-4034 5-101 63-1-4035 5-103 63-1-4036 5-105 63-1-4037 5-162
63-1-4038 5-70 63-1-4040 5-72 63-1-4041 5-165 63-1-4042 5-107 63-1-4043 5-110 63-1-4044 5-113 63-1-4045 5-169 63-1-4303 5-115 63-1-4326 5-117
.
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DODDOA-007752
BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE FORCE PROTECTION ACTIVITIES
STX 63-1-E0008

1.LObjective. This STX provides the DSB staff and key leaders practice in planning, coordinating and providing command, control and situational awareness of force protection activities in defense of MSB bases and facilities. The staff must • become proficient in planning force protection measures, establishing and coordinating base and base cluster defense, operating the base cluster operations center, directing responses to DSA threats, coordinating response forces, friendly indirect fire, close air support (CAS) and directing area damage control (ADC) operations. This STX combines the elements of planning, coordinating and directing procedures necessary to accomplish force protection activities.
2.LInterface.
a.
This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

b.
This STX supports the DISCOM STX -Coordinate Force Protection Activities.

c.
This STX is supported by company-level STX - Defend Assigned Area.

3.LTraining.
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 MSB 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 63-2 and 63-2-1 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 area of the STXs is used.

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

(6)
Situational awareness should be maintained throughout this STX using the real time capability of ATCCS architecture.

(7) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and executing force protection activities.

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

(c)
Leaders should review the HQ, MSB, DISCOM, and supported unit force protection SOPs and OPORD.

(d)
The leader tasks which must be trained or executed by the senior (MSB commander or XO) with this STX are: approve defense plan, implement defense plan, identify decision point for commitment of response forces, and command, control and situational awareness of the defense area.

b..Tips for Training.
(1)
After the HQ, MSB has demonstrated proficiency in the tasks in Table 4-15, this STX can be trained under several options.

(2)
The staff must become proficient in the doctrine and TTP of planning, coordinating and executing force protection activities before attempting complex options.

(a) With or without NBC conditions.
(b) Simultaneous threats.
(c) Day or night.

(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 MSB staff.
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4.
.Training Enhancers.

a.
The commander provides planning guidance based upon the brigade or DISCOM commander's concept of operations or based upon his judgment. Intelligence reports are disseminated using All Source Analysis System-Remote WorkStation (ASAS-RWS). Warning orders; task organizations, and Fragmentary Orders are disseminated using Maneuver Control System (MCS). Air defense information is disseminated using Forward Air Defense Command, Control and Intelligence (FAADC2I). Coordinating friendly artillery fire is accomplished using Advanced Field Artillery Tactical Data System (AFATDS). Combat Service Support System (CSSCS) provides a concise picture of unit requirements and support capabilities by collecting, processing, and displaying information on key items of supplies, services, and personnel that the commander deems critical to the success of an operation.

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

c.
Force protection limitations and assumptions include:

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

(2)
The lack of heavy weapons prevents the MSB from decisively engaging and defeating a major enemy ground attack. Listening posts (LPs) and observation (OPs) must be located far enough forward of the perimeter and linked to give early warning, and the response force, friendly indirect fire or 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 subordinate element bases and facilities by committing the internal response force or shifting personnel from unengaged sectors of the perimeter.

(4)
Once the OPFOR has achieved penetration of the sustainment base, rally points within each company area will allow commanders to regain control over their elements for the purpose of reestablishing organizational integrity prior to counterattacks to regain lost ground. Upon arrival of the TCF or Military Police (MP) units, base commander will handover 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 the commander, TCF or MP unit, base personnel will revert to their original mission and command and control structure.

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d..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 a prime target for threat weaponry.
e..MP forces will be committed as a response force against a Level II threat. The MSB and MP response forces will drive the OPFOR out of the area. MP response forces are coordinated and controlled by the Division rear operations cell in rear areas.
f..Divisional units are dependent upon the survival of the MSB for their own sustainment. High-risk measures in defense of MSB bases and facilities are justified and may be required in order to preserve the fighting force. These required measures include:
(1)
Total commitment of personnel to the defense until additional combat forces can be brought to bear.

(2)
Commitment of all available combat/combat support weaponry (including those in repair or stock) to preserve MSB resources.

(3)
Supplies and equipment should be destroyed to prevent capture by threat forces.

g.
.There is no justification for abandonment of sustainment resources.

h..Unit should not abandon sustainment bases and facilities without approval from MSB 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 commander's
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 unit execution is poor, then more frequent performances of force protection missions should be conducted during FTX or company and detachment­level STX.
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k..This exercise begins with a Level 11511 threat and ends once restoration of subordinate bases and facilities is completed. AARs are conducted after completion of ADC activities and after restoration operations. Table 4-14 is a suggested scenario.
Table 4-14. Battalion Headquarters, Main Support Battalion
STX 63-1-E0008, Supervise Force Protection Activities

EVENT ACTION ESTIMATED TIME

1.
Issue commander's guidance 10 min

2.
Determine assets and requirements 1 hr

3.
Input staff analysis 1 hr

4.
Establish local security 20 min

5.
Develop force protection plan 1 hr 30 min

6.
Develop ADC plan 1 hr 30 min

7.
AAR 1 hr

8.
Brief commander 30 min

9.
Disseminate plan 30 min

10.
Detect enemy patrolling 30 min

11.
Determine response 30 min

12.
Level II attack 2 hrs

13.
Integrate MP response force 2 hrs

14.
Reorganization 4 hrs

16.
AAR 1 hr

17.
Respond to Level III attack 1 hr

18.
Defend 1 hr

19.
Execute battle handover to TCF 1 hr

20.
Coordinate MSB elements OPCON to TCF 1 hr

21.
Assess damage 2 hrs

22.
Conduct area damage control operations 2 hrs

23.
Continue logistics and CHS mission 1 hr

24.
AAR 1 hr

Total Time 27 hrs 30 min
* 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.LGeneral Situation.
a..The HQ, MSB is forward deployed in a combat zone. The MSB mission is to provide logistics and CHS to the DSA. Elements of the MSB are in contact
DODDOA-007757
with enemy forces and the enemy has either infiltrated or air dropped platoon size (+) or larger forces to seek out command and control elements and support and facilities. A Level II or III threat condition is reached.
b.
The HQ, MSB has the responsibility for the defense of the base cluster. The MSB commander is responsible for the defense of the base cluster against Level I and limited Level II attacks.

c.
Level II/III attacks are handed over to MP forces or a tactical combat force (TCF).

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

e.
The DSA bases and facilities are established IAW SOP and are supporting current division operations.

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

6.LSpecial Situation.
a. The battalion commander is conducting a staff meeting where he provides the following guidance:
"The DISCOM S2 has reported that company and smaller-sized enemy units have begun operating throughout the division rear area. Their mission appears to be locating CSS and CS units and inflicting as much damage as possible. Some elements are mounted, however, most are dismounted. Notify all units to be prepared to repel any attack before it reaches the perimeter of our bases and facilities. Execute the force protection plan. Begin your planning process."
b. The battalion commander issues the following instructions:
"This exercise ends when the subordinate bases and facilities returns to normal operational status. You should conduct an ARR after the Force Protection Plan is completed, after reorganization and after completion of area damage control activities. If necessary, I will run the exercise again until I am satisfied with the staff's performance."
7.LSupport Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the MSB commander or XO as the trainer and primary OC. If the STX is conducted
for the staff, one OC per staff section is required. If the STX is conducted as part of a FTX, the required additional 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 DSB 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 III activities. The OPFOR should be well-trained in patrolling and assault tactics and have specific missions within the DSA. During the conduct of an FTX both mounted and dismounted operations should be executed. The following guidelines assist in assessing damage:
(1) Any soldier that masks a firing weapon is a casualty.
(2)
Any soldier that remains exposed for longer than three consecutive seconds is a casualty.

(3)
Any soldier or vehicle within five meters of a grenade, unless protected by sump or cover is a casualty/destroyed.

(4)
Any vehicle or equipment that OPFOR comes within five meters is destroyed.

c..Vehicles and Communications..Vehicles and communications equipment organic to the MSB are used.
d..Maneuver Area. An established DSA should occupy an area between six and twenty kilometers square with the associated road network.
e..Master Incident List. During this STX, the MIL is essential to provide input to drive HQ, MSB actions. Input MIL using BFACS, TI, MTS, analog, and/or digital communications.
f..Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the Supply Company include the Battalion HQ elements.
8.LT&EO Sequence. Table 4-15 lists the T&EOs for this STX.
Table 4-15. T&EOs from Chapter 5 to Use in Evaluating STX 63-1-E0008,
Supervise Force Protection Activities
TASKL TASK PAGE

DODDOA-007759
NUMBER

Plan Battalion Area Tactical Operations 63-1-4012 5-151
Plan Rear Area Operations 63-1-4014 5-153
Supervise Operations Security Program 63-1-4038 5-70
Supervise Nuclear, Biological and Chemical Operations 63-1-4040 5-72
Maintain Communications 63-1-4041 5-165
Operate Base Cluster Operations Center 63-1-4050 5-171
Provide Intelligence Support 63-1-4051 5-4
Direct Response to Threat Actions 63-1-4052 5-173
Direct Area Damage Control Operations 63-1-4053 5-176
Combat Battlefield Stress 63-1-4303 5-115
Perform Risk Management Procedures 63-1-4326 5-117

DODDOA-007760

BATTALION HEADQUARTERS, MAIN SUPPORT BATTALION
SITUATIONAL TRAINING EXERCISE
SUPERVISE REDEPLOYMENT OF SUBORDINATE ELEMENTS TO HOME
STATION
STX 63-1-E0009

1.LObjective. This STX trains the MSB 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 HQ, MSB must become proficient in planning, coordinating and preparing subordinate units for force projection operations.
2.LInterface.
a.
.This STX supports the HQ, MSB FTX - Provide Logistics and CHS to the DSA.

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.LTraining.
a..Leader Training.
(1)
This STX can be used to plan and implement redeployment (land, sea, or air) of the MSB 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 55-10, 63-2, 63-2-1, and 100-17 series; and ARs 700-84 and 750-1 should be discussed and the T&EO 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 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, control and situational awareness 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 HQ, MSB and higher echelon redeployment SOPs.

b..Tips for Training.
(1)
After the HQ, MSB demonstrates proficiency for the tasks in Table 4-17, 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 HQ, MSB must become proficient in the basics of planning and executing redeployment activities before attempting complex options.

(3)
After proficiency in this STX is reached, the HQ, MSB sustains proficiency by executing this STX as part of an FTX.

DODDOA-007762
4.
LTraining 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, MSB.

c.
The DISCOM S2/S3 provides HQ, MSB 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 for evaluation.

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

Table 4-16. Battalion Headquarters, Main Support Battalion
STX 63-1-E0009, Supervise Redeployment of Subordinate Elements to
Home Station

EVENT ACTION ESTIMATED TIME

1.
Receive and verify 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 1 hr
activities

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
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.LGeneral Situation.
a. The HQ, MSB is currently deployed in a theater of operations. The MSB is under the command and control of HQ, DISCOM.
b. Unit commanders provide personnel and equipment status reports.
c. The MACOM logistics element provides required redeployment
support.
d. Aerial port of debarkation (APOE), seaport of debarkation (SPOE), and

the continental United States (CONUS) location are identified.
6.LFRAGO. The commander issues the following FRAGO:
"The MSB will begin redeployment operations immediately. We must be prepared to provide support to division troops throughout their redeployment. S2/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 percent personnel and equipment accountability. Begin making plans to retrograde excess supplies and materiel to EAD reclamation sites. Support Operations, I want to be briefed on the disposition of sustainment stocks remaining under control of MSB subordinate units and in the hands of supported units, and attached elements. Coordinate turn in of excess sustainment stocks with DISCOM Support Operations. Begin your planning process to prepare the MSB for redeployment. Be prepared to move to the redeployment assembly area (RAA)/tactical assembly area (TAA) within hours. I will conduct an AAR after the conclusion of this STX."
7.
LSupport 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.
4-66
DODDOA-007764
(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 MSB 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 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 the STX, MIL is essential to provide input to drive staff actions. Input MIL using BFACS, TI, MTS, analog, and/or digital communications.

f.
Consolidated Support Requirements. Battalion requirements can be calculated by adding the sum of the requirements for each subordinate unit STX when these elements participate in the exercise; the requirements for the headquarters detachment include the Battalion HQ elements.

8.LT&EO Sequence. Table 4-17 lists the T&EOs for this STX.
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
Establish Communications 63-1-4017 5-156
Supervise Operations Security Program 63-1-4038 5-70
Supervise Battalion Redeployment Activities 63-1-4853 5-23
Coordinate Reconstitution for Redeployment 63-1-4865 5-51
Prepare Redeployment Movement Plan/Order 63-1-4866 5-53
Provide-Redeployment Support 63-1-4867 5-55
Perform Redeployment Advance Party Activities 63-1-4868 5-58
Perform Theater Rear Detachment Activities 63-1-4869 5-60
Coordinate Home Station Activities (Digitized & Analog) 63-1-4870 5-63
Plan Battalion Redeployment (Digitized & Analog) 63-1-4874 5-180

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 train 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 METT-T conditions. These conditions should be as similar as possible for all evaluated elements. This will establish a common base line for unit performance.

.
5-1
DODDOA-007766
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 Hq (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) . 5-39 Perform Deployment Advance Party Activities .(63-1-4861) . 5-43 Coordinate Onward Movement (63-1-4862) . 5-45 Coordinate Rear Detachment Support .(63-1-4863) . 5-47 Perform Home Station Rear Detachment Activities .(63-1-4864) . 5-49 Coordinate Reconstitution for Redeployment.(63-1-4865) . 5-51 Prepare Redeployment Movement Plan/Order (63-1-4866) . 5-53 Provide Redeployment Support.(63-1-4867) . 5-55 Perform Redeployment Advance Party Activities (63-1-4868) . 5-58 Perform Theater Rear Detachment Activities (63-1-4869) . 5-60 Coordinate Home Station Activities (63-1-4870) . 5-63 Direct Integration Activities (63-1-4871) . 5-66 Plan Battalion Deployment in a Peacetime Environment (63-1-4872) . 5-68
Protect the Force
Supervise Operations Security Program (63-1-4038) . 5-70 Supervise Nuclear, Biological, and Chemical Defense Operations (63-1-4040) .5-72
Perform CSS and Sustainment
Prepare Continuity of Operations Plan (63-1-4024) . 5-76 Coordinate Internal Logistics (63-1-4025) . 5-78 Coordinate Class III Support (63-1-4026) . 5-81 Coordinate Class V Support (63-1-4027) . 5-84 Coordinate Maintenance Support (63-1-4028) . 5-88 Coordinate Class 11, IV, VII, and IX Support (63-1-4029) . 5-92 Coordinate Class I, VI, and Water Support (63-1-4030) . 5-95 Coordinate Combat Health Services (63-1-4031) . 5-97 Coordinate Transportation Support (63-1-4033) . 5-99 Coordinate Field Services Support (63-1-4034) . 5-101 Assist in Regeneration Assessments (63-1-4035) . 5-103 Coordinate Support for Regeneration Activities (63-1-4036) . 5-105 Provide Personnel Service Support (63-1-4042) . 5-107 Provide Administrative Service Support (63-1-4043) . 5-110 Conduct Command Religious Support Program (63-1-4044) . 5-113 Combat Battlefield Stress (63-1-4303) . 5-115 Perform Risk Management Procedures (63-1-4326) . 5-117
Exercise Command and Control Conduct Mission Analysis (63-1-4001) . 5-119 Conduct Intelligence Preparation of the Battlefield (63-1-4002) . 5-122 Formulate Feasible Courses of Action (63-1-4003) . 5-124 Develop Intelligence Estimate (63-1-4004) . -5-126 Develop Personnel Estimate (63-1-4005) . 5-129 Develop Logistics Estimate (63-1-4006) . 5-132 Develop Support Operations Estimate (63-1-4007) . 5-135 Develop Supporting Commander's [Operations] Estimate (63-1-4008) . 5-138 Prepare Operations Plan/Operations Order and Annexes (63-1-4009) . 5-141 Develop Road Movement Order (63-1-4010) . 5-144 Develop Occupation Plan (63-1-4011) . 5-148 Plan Battalion Area Tactical Operations (63-1-4012) . 5-151 Plan Rear Operations (63-1-4014) •. 5-153 Establish Communications (63-1-4017) . 5-156 Operate the Support Area of Logistics Operations Center (63-1-4022) . 5-159 Operate Tactical Support Area of the Logistics Operations Center (63-1-4037) .5-162 Maintain Communications (63-1-4041) . 5-165 Provide Command and Control (63-1-4045) . 5-169 Operate Base Cluster Operations Center (63-1-4050) . 5-171 Direct Response to Threat Actions (63-1-4052) . 5-173 Direct Area Damage Control Operations (63-1-4053) . 5-176 Plan Battalion Deployment Upon Receipt of a Warning Order (63-1-4873) . 5-178 Plan Battalion Redeployment (63-1-4874) . 5-180
Figure 5-1. List of T&EO's
5-3
DODDOA-007768
ELEMENT: S-2/3 SECTION
TASK: Provide Intelligence Support (63-1-4051) (FM 34-1). (AR 530-1). (FM 3-3) (FM 3-4). (FM 34-130). (FM 34-54)
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 HO OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital or 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.

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.
Enforces information security measures.

e.
Provides classified maps.

5 - 4
DODDOA-007769
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Maintains emergency destruction instructions IAW AR 190-13 and TSOP.
5. S2/S3 Section plans EPW handling. (STP 21-II-MQS: 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
.
References Task Number. Task Title
.
STP 21-II-MOS 03-3711.13-0001.Process Captured Materiel 03-3751.01-0101.Supervise Processing of Captives at Unit Level
OPFOR TASKS AND STANDARDS: NONE
5-5
'ELEMENTS: S-1 SECTION/PAC
S-2/3 SECTION
SUPPORT OPNS SEC
S-4 SECTION
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 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 device. 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. (STP 21-24-
SMCT: 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.

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. (STP 21-24-SMCT: 031-503-2001, 031-503-3006, 052-193-1013, STP 21-II-MQS: 04-5030.00-2015)

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.

TASK. STEPS AND PERFORMANCE MEASURES GO NO-GO
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. (STP 21-1-
SMCT: 031-503-1014, 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. (STP 21-11-MQS: 03-3711.12-0001)
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.

F.
-Battalion advance/quartering party implements tentative battalion layout and
circulation plan.

a.
Marks battalion traffic pattern 1AW 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.

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.

DODDOA-007772
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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
.
References Task Number Task Title
STP 21-1-SMCT 031-503-1014.IDENTIFY CHEMICAL AGENTS USING M8
DETECTOR PAPER 031-503-1020.DETECT CHEMICAL AGENTS USING M9 DETECTOR PAPER
052-192-1135.LOCATE MINES BY PROBING STP 21-24-SMCT 031-503-2001.USE M256 OR M256A1 CHEMICAL AGENT
DETECTOR KIT 031-503-3006.SUPERVISE RADIATION MONITORING 052-193-1013.NEUTRALIZE BOOBY TRAPS 071-329-1019.USE A MAP OVERLAY 071-331-0820.ANALYZE TERRAIN
STP 21-II-MOS 03-3711.12-0001.Implement Operations Security 04-5030.00-2015.Supervise Radiation Monitoring
OPFOR TASKS AND STANDARDS: NONE

DODDOA-007773
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Establish Battalion Command Post [Forward] (631 4016)
(FM 10-27-3) (AR 380-19) (AR 530-1)
(FM 101-5) (FM 10-27-2) (FM 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 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 device. 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 required 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.
(STP 21-11-MQS: 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.

d.
Maintains situation map(s) with current disposition of friendly and enemy
units.

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.

5-9
DODDOA-007774
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
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.
References STP 21-II-MOS SUPPORTING INDIVIDUAL TASKS Task Number. Task Title 03-3711.12-0001.Implement Operations Security
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Coordinate Movement of Subordinate Elements (63-1-4018)
(FM 55-1). (FM 101-5). (FM 10-27-2)
(FM 10-27-3). (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: 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's digital device. 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.
(STP 21-24-SMCT: 031-503-3004, 081-831-0101, 113-573-8006, STP 21-11-
MQS: 01-7300.75-0500, 03-4995.90-0010, 03-9001.13-0001)

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 MIS, or analog and/or digital communications.

5-11
DODDOA-007776
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 HO 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.
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
.
References Task Number Task Title
STP 21-24-SMCT 031-503-3004.SUPERVISE THE CROSSING OF A
CONTAMINATED AREA 081-831-0101.REQUEST MEDICAL EVACUATION • 113-573-8006.USE AN AUTOMATED SIGNAL OPERATION
INSTRUCTION (S01) STP 21-11-MQS 01-7300.75-0500.Plan Convoy Operations 03-4995.90-0010.Direct Vehicle and Equipment Recovery Operations 03-9001.13-0001.Solve Problems Using the Military Problem Solving Process
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007777
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
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 HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commanders 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 JAW 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. (STP 21-24­
-
SMCT: 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 JAW 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).

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).

3. S2/S3 Section monitors deployment of subordinate units and battalion HQ. (STP
21-24-SMCT: 071-329-1019, STP 21-11-MQS: 03-3711.12-0001, 03-5101.00­0283, 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.

5-13
DODDOA-007778
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 XO.

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 References Task Number Task Title
STP 21-24-SMCT 071-329-1019 USE A MAP OVERLAY STP 21-II-MOS 03-3711.12-0001 Implement Operations Security 03-5101.00-0283 Supervise the Maintenance of Unit Prescribed Load List 03-8310.00-9000 Supervise Unit Preventive Medicine and Field • Sanitation Procedures
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007779
ELEMENTS: UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION COMMAND SECTION
TASK: Establish Administrative Areas and Logistics Operations Center (ALOC) (63-1-4020) (FM 63-21-1). (AR 380-19). (AR 530-1) (FM 101-5). (FM 10-27-2). (FM 10-27-3)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The main body of the battalion HQ has arrived at the new location. 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 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.

h.
Set up area access and security IAW the TSOP.

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.

5-15
DODDOA-007780
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
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 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" M TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Direct Deployment Alert Activities (63-1-4850) ( FM 10017). (FM 5565)
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 IAW 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 IAW 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. (STP 21-ll-MOS: 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.

e.
Briefs commander and S2/S3 on progress of recall.

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.

TASK STEPS AND PERFORMANCE MEASURES b. Issues SOls, 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. 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" M TOTAL
"*" indicates a leader task step.
References STP 21-11-MQS SUPPORTING INDIVIDUAL TASKS Task Number. Task Title 01-9001.01-0250.Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Establish the Emergency Operations Center (63-1-4851) FM 101-5). (AR 380-19) (AR 530-1) (FM 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 IAW 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. X0 or S2/S3 supervises establishment of the EOC.

a.
Identifies EOC requirements and layout by reviewing the RSOP and
commanders guidance.

b.
Directs S2/S3 Section to set up EOC IAW RSOP and commanders
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. (STP 21-II-MOS: 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 X0 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 IAW RSOP and security plan.

m.
Briefs X0 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 X0 or S2/S3 when EOC is operational.

5-19
DODDOA-007784
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 .
References Task Number Task Title STP 21-II-MQS 01-9007.01-0250.Brief to Inform, Persuade, or Direct
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
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 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.
TASK STANDARDS: Battalion deployment activities and information dissemination are performed IAW 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.

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.

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.

DODDOA-007786
TASK STEPS AND PERFORMANCE MEASURES . 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. GO NO-GO
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
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Supervise Battalion Deployment/Redeployment Activities (63-1-4853) (FM 10017). (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 plan/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.

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
TC 5-400.

5-23
DODDOA-007788
TASK STEPS AND PERFORMANCE MEASURES
*
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 deployrnent/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. (STP 21-1I-MQS: 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 X0 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.

e.
Coordinates with servicing Staff Judge Advocate's office.

6. 51 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.
5-24.
GO NO-GO
•

DODD0A-007789

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 TC
5-400.

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 ..
References Task Number Task Title
STP 21-II-MOS. 03-9001.10-0004.Apply the Ethical Decision-Making Process as a Commander or Staff Officer 03-9001.13-0001.Solve Problems Using the Military Problem Solving Process
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
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.
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.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Provide updated movement plan/order input to S2/S3 Section.
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 IAW 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 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: UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
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 SRP 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 systems 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. S1 Section publishes SRP processing schedule.
a.
Verifies SRP processing date and time with installation EOC and
appropriate supporting organizations.

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.

5-28
DODDOA-007793
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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. Si 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
OPFOR TASKS AND STANDARDS: NONE
ELEMENT: S-1 SECTION/PAC
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. (STP 21-II-MQS: S1-0150.00-1001)

a.
Directs personnel screening JAW 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 non-deployable.

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 JAW commander's guidance.

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

f.
Directs disposition of excess and non-deployable 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
JAW S1's guidance.

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

d.
Identifies individual deployability criteria by reviewing deployment message.

e.
Identifies non-deployable 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.

5-30
DODDOA-007795
TASK.STEPS AND PERFORMANCE MEASURES GO NO-GO
d.
Transfers non-deployable 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 non-deployable personnel
from higher echelon S1 Section.

c.
Reassigns excess and non-deployable personnel IAW higher echelon S1
Section instructions.

d.
Clears unavailable, non-deployable personnel IAW higher echelon S1
Section instructions.

5. S1 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.

6. 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. Si Section provides records management support.
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.

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.
5-31
DODDOA-007796
References. SUPPORTING INDIVIDUAL TASKS Task Number. Task Title
STP 21-ll-MQS S1-0150.00-1001 Monitor the Suspension of Favorable Personnel Actions - FLAG

OPFOR TASKS AND STANDARDS: NONE

DODDOA-007797
ELEMENT: S-1 SECTION/PAC
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 . (STP 21-II-MQS: S3­0320.00-0011)

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. Si 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 Si 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.

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.

4. S1 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.

5-33
DODDOA-007798
TASK. STEPS AND PERFORMANCE MEASURES GO NO-GO
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 .
References Task Number Task Title
STP 21-1I-MQS S3-0320.00-0011 Describe Elements of Army Family Programs
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007799
ELEMENT: S-2/3 SECTION
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 cot rier. 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.

d.
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 JAW RSOP and S2/S3's guidance.

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.

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-007801
ELEMENT: S-2/3 SECTION
TASK: Perform Deployment Intelligence Support Functions (63-1-4859)

(FM 34-1) (AR 190-13) (AR 380-15)
(AR 380-19-t) (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, automaton 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. (STP 21-11-MQS: 03­3711.12-0002)
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. (STP 21-1I-MQS: 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 HO and subordinate units with installation MI detachment.

g.
Conducts OPSEC briefings, as required.

3. S2/S3 Section provides classified documents and map services. (STP 21-11-MQS: 03-3711.12-0002)
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.

5-37
DODDOA-007802
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f.
Publishes policies and procedures for transfer of classified documents IAW
higher echelon S2 instructions.

g.
Maintains accountability of classified documents IAW 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. (STP 21-11-
MQS: 01-9007.01-0250)

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. (STP 21-
11-MQS: 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
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS References Task Number Task Title
STP 21-11-MQS 01-9007.01-0250 Brief to Inform, Persuade, or Direct 03-3711.12-0001 Implement Operations Security 03-3711.12-0002 Protect Classified Information and Material S3-8988.01-0001 Describe Regional and Special Threats S3-9014.02-0010 Describe the Army's Combatting Terrorism Program for Deployable Units
OPFOR TASKS AND STANDARDS: NONE
ELEMENT: S-4 SECTION

TASK: Provide Deployment Logistics Support (63-1-4860)
(FM 100-17) (AR 220-1) (AR 710-2)
(AR 710-3) (AR 725-50) (TC 5-400)
(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 IAW commander's guidance.

f.
Submits request to higher HO 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.

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 TC 5-400.

2. S4 Section provides supply and services support. (STP 21-II-MOS: 01-9007.01­0250)
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.

5-39
DODDOA-007804
TASK. STEPS AND PERFORMANCE MEASURES
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 IAW 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 TC 5-400.

3. S4 Section coordinates cross-leveling of vehicles, equipment, and supplies. (STP 21-1I-MQS: 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 TC 5-400.

4. S4 Section provides maintenance support. (STP 21-II-MQS: 01-9007.01-0250)
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 non-deployable vehicles and equipment, and float equipment support with supporting maintenance activity

d.
Provides instructions on the disposition of non-deployable 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

5-40
GO NO-GO
.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h.
Briefs S4, as required.

i.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

j.
Enforces safety procedures IAW TSOP and publications.

5. S4 Section provides movement support. (STP 21-11-MQS: 01-7200.75-0100,
01-7300.75-0500, 01-9007.01-0250)

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 IAW
TC 5-400.

n.
Enforces safety procedures IAW TSOP and publications.

*
6. UMO coordinates SPOE MA activities. (STP 21-lI-MQS: 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.

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
TC 5-400.

g.
Enforces safety procedures IAW TSOP and publications.

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 ..
References Task Number Task Title
.
STP 21-II-MOS 01-7200.75-0100 Conduct Convoy Operations 01-7300.75-0500 Plan Convoy Operations 01-9007.01-0250 Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007807
ELEMENTS: S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Perform Deployment Advance Party Activities (63-1-4861) (FM 100-17) (FM 55-65) (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 supportil tg 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. (STP 21-11-MQS: 01-9007.01­0250)
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. (STP 21-II-MQS: 01-9007.01-0250)

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.

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.

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DODDOA-007808
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
4. Advance party coordinates reception of main body. (STP 21-11-MQS: 01­9007.01-0250) 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. (STP 21-1I-MQS: 01-9007.01­0250) 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
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
References Task Number Task Title
STP 21-II-MQS 01-9007.01-0250 Brief to inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: S-1 SECTION/PAC S-2/3 SECTION S-4 SECTION
TASK: Coordinate Onward Movement (63-1-4862) (FM 100-17-3) (FM 100-17) (TC 5-400) (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 IAW 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.

g.
Monitors environmental stewardship protection program procedures IAW TC 5-400.

3. 51 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. (STP 21-11-MQS: 01-9007.01-0250)
5-45
DODDOA-007810
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 TC 5-400.
* 5. S4 coordinates movement to Assembly Area. (STP 21-II-MQS: 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 commander's 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 TC 5-400.
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"
"h" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
References Task Number Task Title
STP 21-II-MOS 01-9007.01-0250 Brief to Inform, Persuade, or Direct

OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: S-1 SECTION/PAC S-2/3 SECTION S-4 SECTION

TASK: Coordinate Rear Detachment Support (63-1-4863)
(FM 100-17) (AR 215-1) (FM 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 communicatior.;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. (STP 21-II-MQS: 01-9007.01-0250)
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.

3. S2/S3 Section updates rear detachment plan.
5-47
TASK STEPS AND PERFORMANCE MEASURES a. Verifies staff input for completeness and compliance with commanders 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. GO NO-GO
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 BLCCK 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.
References STP 21-I I-MQS SUPPORTING INDIVIDUAL TASKS Task Number. Task Title 01-9007.01-0250.Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Perform Home Station Rear Detachment Activities (63-1-4864)
(FM 100-17) (FM 12-6) (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 HQ 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 commanders guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Rear detachment commander supervises rear detachment activities. (STP 21-11-MQS: 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 wilts.

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.

j.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 JAW TC 5-400.
.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
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
References SUPPORTING INDIVIDUAL TASKS Task Number. Task Title
STP 21-11-MQS 01-9007.01-0250.Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: S-1 SECTION/PAC S-4 SECTION
TASK: Coordinate Reconstitution for Redeployment (63-1-4865)
(FM 100-17) (AR 700-93) (FM 55-65)
(TC 5-400) (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 sutordinate units by analog and/or digital communications, automation systems, and courier. The RSOP and redeployment warning order are available.
NOTE: The TM 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 TM 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's 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 units status reports.

b.
Reassigns personnel within the battalion IAW commanders guidance.

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

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

e.
Requests disposition instructions for excess personnel from higher echelon S1 Section using 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 X0 on personnel status, as required.

2. S4 Section coordinates cross-leveling of vehicles, equipment, and supplies. (STP 21-II-MOS: 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 commanders 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.

5-51
DODDOA-007816
TASK STEPS AND PERFORMANCE MEASURES 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 5-400. 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.
References STP 21-II-MOS SUPPORTING INDIVIDUAL TASKS Task Number Task Title 01-9007.01-0250 Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC
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 commander's 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.

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 TAA and RAA physical security requirements.
a.
Identifies TAA 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.

5-53
DODDOA-007818
TASK STEPS AND PERFORMANCE MEASURES d. Incorporates TAA and RAA physical security instructions into movement plan/order. GO NO-GO
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 IAW movement plan/order distribution list.
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

ELEMENTS: S-1 SECTION/PAC S-2/3 SECTION S-4 SECTION
TASK: Provide Redeployment Support (63-1-4867) (FM 10017). (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, aJtomation 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 MOPP4.
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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. S1 Section provides personnel and administrative services support (STP 21-11-
MQS: 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.

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.
DODDOA-007820
.
TASK STEPS AND PERFORMANCE MEASURES
a.
Identifies training requirements, e.g. weighing and marking, customs inspections, cleaning of vehicles and equipment, and documentation requirements, 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. (STP 21-II-M0S: 03­5105.00-0002, 03-8310.00-9000)
a.
Identifies supply 2nd 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 TC 5-400.

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.

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 comm unications.

5-56
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
i. Monitors environmental stewardship protection program procedures SAW
TC 5-400.

*
5. ICUMO coordinates redeployment movement. (STP 21-ll-M0S: 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 commander's guidance.

k.
Briefs commander and/or staff on movement readiness status, as required.

I.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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
.
References Task Number Task Title
STP 21-II-MOS 01-9007.01-0250.Brief to Inform, Persuade, or Direct 03-0170.01-1005.Perform Wartime Strength Accounting at Unit
Level 03-5105.00-0002.Direct Field Feeding Operations 03-8310.00-9000.Supervise Unit Preventive Medicine and Field
Sanitation Procedures
OPFOR TASKS AND STANDARDS: NONE
5-57
DODDOA-007822

ELEMENT: S-2/3 SECTION
TASK: Perform Redeployment Advance Party Activities (63-1-4868) (FM 10017). (FM 101 5). (FM 5565)
-
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 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. (STP 21-II-MOS: 01-9007.01­0250)

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. (STP 21-11-MQS: 01-9007.01-0250)

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.

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. (STP 21-II-MOS: 01­9007.01-0250)

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.

5-58
DODDOA-007823
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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
.
References Task Number Task Title
STP 21-11-MQS 01-9007.01-0250.Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION COMMAND SECTION
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. (STP 21-1I-MQS: 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
commander's 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.

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.

5-60
DODDOA-007825
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
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
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
.
References Task Number Task Title
STP 21-1I-MQS 01-9007.01-0250.Brief to Inform, Persuade, or Direct 03-5101.00-0281.Direct the Preparation and Maintenance of Unit Supply Records 03-5101.00-0282.Direct the Storage of Unit Supplies, Weapons, Equipment, and Ammunition 03-8310.00-9000.Supervise Unit Preventive Medicine and Field Sanitation Procedures 03-9003.03-0001.Supervise the Management of Accident Risk in Unit Operations
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: COMMAND SECTION S-1 SECTION/PAC S-2/3 SECTION S-4 SECTION
TASK: Coordinate Home Station Activities (63-1-4870) (FM 10017). (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 HO Lommander 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. (STP 21-11-MQS: 01­9007.01-0250)

a.
Coordinates transportation support for (theater) rear detachment personnel
with ITO.

b.
Verifies arrival schedule and processing requirements by coordinating with
AACG.

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. (STP 21-11-MQS: 01­9007.01-0250)

5-63
DODDOA-007828
TASK. STEPS AND PERFORMANCE MEASURES
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. (STP 21-1I-MQS: 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 or modification.

d.
Distributes after-action report IAW commander's guidance.

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.
5-64
GO NO-GO

TOTAL

SUPPORTING INDIVIDUAL TASKS
.
References Task Number. Task Title
.
STP 21-1I-MQS 01-9007.01-0250.Brief to Inform, Persuade, or Direct
OPFOR TASKS AND STANDARDS: NONE
-
-
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Direct Integration Activities (63-1-4871) (FM 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 HQ to integrate into the gaining command's CSS system.

e.
Directs Unit HQ 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
TC 5-400.

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.

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 HO.

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.

-
5 66
DODDOA-007831
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
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
TC 5-400.

5. S6 Section 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 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 UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Plan Battalion Deployment in a Peacetime Environment (63-1-4872) (FM 10017). (FM 101 -5). (FM 5565)
--
ITERATION:. 1.2 3 4.
5.(Circle)
COMMANDER/L.EADER 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 pian, 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 validatz 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 commanders directives in staff planning and policy making.

b.
Assigns staff responsibilities for updating movement/deployment plans.

c.
Monitors all staff actions for conformity to commanders 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.

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.

DODDOA-007833
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 commander's guidance annually or whenever
changes in unit mission or structure dictate.

b.
Verify section input for annual commander's 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.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC S-4 SECTION
TASK: Supervise Operations Security Program (63-1-4038)
AR 530-1). (AR 380-19) (AR 380-19-1)
(FM 19-30). (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 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's digital or analog • device. 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. (STP 21-II-MQS:
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

h.
Conducts continuous intelligence preparation of the battlefield.

2. S2/S3 and S6 Sections implement OPSEC plan. (STP 21-II-MOS: 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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 .
References Task Number Task Title
STP 21-II-MQS • 03-3711.12-0001.Implement Operations Security
OPFOR TASKS AND STANDARDS: NONE
5-71
ELEMENT: S2/3 SECTION
-
TASK: Supervise Nuclear, Biological, and Chemical Defense Operations (63-1-4040)
(Fm 3-4). (FM 100-10). (FM 3-3)
(FM 3-5). (TC 5-400)
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 HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital device. 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 cortamination. 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 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. (STP 21-II-MQS: 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.

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
TC 5-400.

2. S2/S3 Section directs preparation for NBC defense. (STP 21-II-MQS: 04­5030.00-2017)

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.

5-72
DODDOA-007837
.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 IAW
TC 5-400.

3. S2/S3 Section directs response to initial effects of NBC attack. (STP 21-II-MQS: 04-5030.00-2007, 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
TC 5-400.

4. S2/S3 Section directs response to residual effects of NBC attack. (STP MOS: 04-5030.00-2019)
a.
Plots NBC 4 report on situation map.

b.
Forwards NBC 4 report to higher HO staff element and supporting rear
operations element.

c.
Maintains radiation exposure status.

d.
Prepares analog/digital contamination overlay(s).

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.

5-73
DOW0A-007838
.
TASK STEPS AND PERFORMANCE MEASURES
p. Monitors environmental stewardship protection program procedures IAW TC 5-400.
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 TC 5-400.

6. S2/S3 Section directs radiological and chemical surveys. (STP 21-II-MOS: 04­5030.00-2015)
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 TC 5-400.

7. S2/S3 Section directs radiological and chemical decontamination. (STP 21-II-MOS: 04-5030.00-2020)
a.
Identifies degree and extent of hazard(s).

b.
Establishes an acceptable level of decontamination IAW commanders 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 TC 5-400.

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.

d.
Forwards SITREP to higher HQ and supporting rear operations element using analog and digital communications.

e.
Monitors environmental stewardship protection program procedures IAW TC 5-400.

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.

5-74
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f.
Provides decontamination status updates to the commander and supporting
rear operations element.

g.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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 .
References Task Number Task Title
STP 21-11-MQS 04-5030.00-2007.Supervise Unit Response to Nuclear Attack or Radiological Hazard 04-5030.00-2008.Prepare and Submit Nuclear, Biological, or
Chemical 1 Report 04-5030.00-2015.Supervise Radiation Monitoring 04-5030.00-2017.Prepare for Nuclear, Biological, or Chemical
Attack 04-5030.00-2019.Control Unit Radiation Exposure 04-5030.00-2020.Supervise Nuclear, Biological, or Chemical
Decontamination S4-5030.00-3003.Describe Nuclear, Biological, and Chemical Defense Concepts
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: S-2/3 SECTION SUPPORT OPNS SEC
TASK: Prepare Continuity of Operations Plan (63-1-4024) (DA PAM 710-2-2).(AR 380-19) (AR 530-1) (FM 10-27-2). (FM 10-27-3)
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 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.
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.

5-76
DODDOA-007841
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
-
ELEMENT: S-4 SECTION
TASK: Coordinate Internal Logistics (63-1-4025) AR 710-2). (AR 220-1) (DA PAM 710-2-2) (FM 10-27-4). (TC 5-400)
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 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 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 MOP94.
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. (STP 21-II-MQS: 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 or MTS.
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.
i. Provides current material readiness briefing to commander and XO, as
required.
j. Monitors environmental stewardship protection program procedures IAW
TC 5-400.
k. Conducts logistics preparation of the battlefield.
2. S4 Section coordinates battalion supply activities. (STP 21-II-MQS: 03-5101.00-
0006, 03-5101.00-0281, 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.

5-78
DODDOA-007843
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
d.
Monitors Class V resupply activities of subordinate units to ensure
compliance with established issue controls.

e.
Monitors battalion Class Ill 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
TC 5-400.

3. S4 Section coordinates battalion services. (STP 21-II-MQS: 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
TC 5-400.

4. S4 Section coordinates battalion transportation requirements.
a.
Consolidates transportation requirements for all subordinate units.

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. .

5-79
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h.
Provides internal transportation status report to commander and XO, as required.

i.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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 References Task Number Task Title
STP 21-II-MOS 03-4976.90-0501 Prepare a Materiel Condition Status Report 03-4995.90-0010 Direct Vehicle and Equipment Recovery
Operations 03-5101.00-0006 Conduct a Report of Survey 03-5101.00-0281 Direct the Preparation and Maintenance of Unit
Supply Records 03-5101.00-0282 Direct the Storage of Unit Supplies, Weapons,
Equipment, and Ammunition 03-5104.00-0007 Supervise Graves Registration Support 03-5104.00-0026 Plan Graves Registration Support 03-5105.00-0002 Direct Field Feeding Operations 03-8310.00-9000 Supervise Unit Preventive Medicine and Field
Sanitation Procedures
OPFOR TASKS AND STANDARDS: NONE

ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Class III Support (63-1-4026)
.
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 to the commander's digital device. 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 HQ 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 Ill 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 HQ
staff element to ensure they are maintained at prescribed levels.

g.
Coordinates throughput of bulk product with the higher HO , supported
units, and the issuing element using analog and/or digital communications.

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.

5-81
.
TASK STEPS AND PERFORMANCE MEASURES
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 HO 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 HO 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 HQ 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.

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.
5-82
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
i
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 HO 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
OPFOR TASKS AND STANDARDS: NONE
ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Class V Support (63-1-4027) (FM 9-6). (FM 9-38). (TC 5-400)
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 HO OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the.• commander's digital 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.
(STP 10-92ABDII-MQS: S3-5101.00-0273, STP 9-55B34-SM-TG: 093-55B-
3314)

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
TC 5-400.

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.

5-84
DODDOA-007849
TASK STEPS AND PERFORMANCE MEASURES .
g.
Provides recommendations to higher HO 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 TC 5-400.

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 HQ 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.

I.
Monitors environmental stewardship protection program procedures IAW TC 5-400.

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.

GO NO-GO
.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Coordinates combat configured loads of critical ammunition on a scheduled
basis with the higher HO 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 envirormental stewardship protection program procedures IAW
TC 5-400.

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 HO 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 HO 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
TC 5-400.

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 HQ staff
element, issuing units and supported units.

g.
Ensures ammunition flatracks are expeditiously returned to the distribution
system.

h.
Monitors ammunition items on the Commander's Tracked Items List.

i.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

5-86
DODDOA-007851
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 .
References Task Number Task Title
STP 10-92ABDII-MQS S3-5101.00-0273.Trace the Flow of Requests For and Receipt Of Class I, II, III, IV, V, VII, and IX Supplies and Identify Field Services Available to Divisional Units
STP 9-55B34-SM-TG 093-55B-3314.Plan Munitions Sling-Out Operations
OPFOR TASKS AND STANDARDS: NONE
ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Maintenance Support (63-1-4028) (FM 4-30.3 (FM 9-43-11) .(AR 750-1) (FM 943-2)
-
(TC 5-400)
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's digital or analog devices. 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 curent 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 HO 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.

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.

5-88
DODDOA-007853
.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
d.
Coordinates vehicular recovery of equipment to MCPs with the higher HQ
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 HO 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
TC 5-400.

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.

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
TC 5-400.

5-89
.
TASK STEPS AND PERFORMANCE MEASURES
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 TC 5-400.

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.

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.

I.
Monitors environmental stewardship protection program procedures IAW TC 5-400.

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 S2/S3 Section.

5-90
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES . GO NO-GO
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
TC 5-400.

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
ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Class II, IV, VII, and IX Support (63-1-4029) (FM 10-27). (FM 10-15) (FM 10-27-2) (FM 10-27-3). (TC 5-400)
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 IAW 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.

i.
Conducts continuous logistics preparation of the battlefield.

j.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 Commander's 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
TC 5-400.

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
TC 5-400.

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 HQ 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 Commanders 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.

j.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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
DODDOA-007858
OPFOR TASKS AND STANDARDS: NONE
DODDOA-007859
ELEMENT: SUPPORT OPNS SEC
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 3-4) (TC 5-400)
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 HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents has been forwarded to the commander's digital 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 aralog 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 Commander's Tracked Items List.

i.
Ensures flatracks are expeditiously returned to the distribution system.

j.
Conducts continuous logistics preparation of the battlefield.

k.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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 HQ and issuing
units.

e.
Provides water support status updates to the commander and staff, as
required.. .

5-95
DODDOA-007860
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Coordinates water support with higher, lower and supported units using radio, wire, or CSSCS. g. Monitors Water status when included on the Commander's Tracked Items List. h. Monitors environmental stewardship protection program procedures IAW TC 5-400.
3. Support Operations Section coordinates for Class VI supply support. a. Coordinates for exchange services with higher HQ 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 TC 5-400. .
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

ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Combat Health Services (63-1-4031)
.
(FM 8-10-6). (FM 3-4) (FM 8-10)
(TC 5-400)

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 levels 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.

h.
Performs medical logistics inventory management.

i.
Conducts continuous logistics preparation of the battlefield.

j.
Monitors environmental stewardship protection program procedures IAW
TC 5-400.

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.

5-97
DODDOA-007862
TASK STEPS AND PERFORMANCE MEASURES 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 TC 5-400. GO NO-GO
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 TC 5-400.
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

ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Transportation Support (63-1-4033)
.
(FM 55-1). (FM 3-4) (FM 55-10)
(FM 55-30). (TC 5-400)

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 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
TC 5-400.

2. Support Operations Section coordinates ground transportation support.
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.

5-99
DODDOA-007864
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
i. Coordinates with higher, lower and supported units using radio, wire, radio or appropriate BFACS. j. Monitors environmental stewardship protection program procedures IAW TC 5-400.
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 JAW TC 5-400.
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.
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

ELEMENT: SUPPORT OPNS SEC
TASK: Coordinate Field Services Support (63-1-4034) (FM 42-414). (FM 10-16) (FM 10-500-1) (FM 10-64). (FM 3-4) (FM 3-5) (TC 5-400)
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 HO 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 'ram 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
HQ 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.
h. Monitors environmental stewardship protection program procedures IAW
TC 5-400.
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 IAW
TC 5-400.
e. Coordinates airdrop services with higher, lower and supported units using
analog and/or digital communications. .
5-101

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 JAW TC 5-400. .
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: S-4 SECTION COMMAND SECTION UNIT MINISTRY TEAM S-1 SECTION/PAC S-2/3 SECTION SUPPORT OPNS SEC
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 9-43-1)) (FM 8-10)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: A company-size wit 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 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 HO 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.

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.

DODDOA-007868
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 of 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 units 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 unit's effectiveness. f. Report to the higher HQ commander the level of regeneration required from a logistics and CHS viewpoint 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
OPFOR TASKS AND STANDARDS: NONE