Army Training and Evaluation Program No. 63-622-MTP: Mission Training Plan for Headquarters Area Support Group

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Army Training and Evaluation program No. 63-622-MTP: Mission Training Plan for Headquarters Area Support Group

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Department of the Army ARTEP 63-622-MTP

MISSION TRAINING PLAN
FOR
H EADQUARTERS
AREA SUPPORT GROUP

AUGUST 2002
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
DODDOA-008312

*ARMY TRAINING AND HEADQUARTERS EVALUATION PROGRAM DEPARTMENT OF THE ARMY No. 63-622-MTP Washington, DC, 1 August 2002
Mission Training Plan for the Headquarters,
Area Support Group

TABLE OF CONTENTS

PAGE

Preface iii
Chapter 1 Unit Training 1-1 1-1 GENERAL 1-1 1-2 SUPPORTING MATERIAL 1-1 1-3 CONTENTS 1-1 1-4 MISSIONS 1-2 1-5 PRINCIPLES OF TRAINING 1-3 1-6 TRAINING STRATEGY 1-3 1-7 CONDUCTING TRAINING 1-4 1-8 FORCE PROTECTION (RISK MANAGEMENT AND SAFETY) 1-5 1-9 ENVIRONMENTAL PROTECTION 1-12 1-10 EVALUATION 1-14 1-11 FEEDBACK 1-14
Chapter 2 Training Matrix 2-1

2-1 GENERAL 2-1 2-2 TRAINING MATRIX: MISSION TO

COLLECTIVE TASKS 2-1

Chapter 3 Mission Outline 3-1

3-1 GENERAL 3-1

3-2 MISSION OUTLINE 3-1
I DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes ARTEP 63-622-MTP, dated 8 September 1993.

DODDOA-00831 3

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 5-2
Chapter 6 External Evaluations 6-1 6-1 INTRODUCTION 6-1 6-2 PREPARING THE EVALUATION 6-1 6-3 SELECTING THE OBSERVER CONTROLLERS 6-8 6-4 TRAINING THE OBSERVER CONTROLLERS 6-8 6-5 SELECTING AND TRAINING THE OPFOR 6-9 6-6 CONDUCTING THE EVALUATION 6-10 6-7 RECORDING EXTERNAL EVALUATION INFORMATION 6-12 6-8 CONDUCTING THE AFTER ACTION REVIEW 6-18
Appendix A Combined Arms Training Strategy A-1
Appendix B Army Universal Task List B-1
Glossary Glossary-1
References References-1
Questionnaire Questionnaire-1

DODD0A-008314

PREFACE
This mission-training plan (MTP) provides the Headquarters Company Commander and Training Officer 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 deployment, relocation of the unit to a new operating site, establishment of logistics operational areas, base defense, life support functions and redeployment.
This MTP applies to Headquarters, Area Support Group (ASG) (TOE 63622L000). The Headquarters provides the command and control to assigned and attached units. Plans and directs the provision of selected direct combat service support to units in or passing through the support group's assigned area of operations. Plans and directs the provision of general supply and maintenance support. _
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 HO 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-AL, 401 1st Street, Suite 235A, Fort Lee, Virginia 23801.
Unless otherwise stated, masculine nouns and pronouns refer to both women and men.

DODDOA-00831 5

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 depends 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 mission-oriented Headquarters, Area Support Group training program. The training program should cover all the training necessary for soldiers and sections to be able to perform their missions. The program should be based on this MTP as well as on the following:
a.
The soldier training publications (STPs), which include 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.

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

c.
The military qualification standards (MQS) -1 and MQS-ll manuals for company grade officers.

The relationship of these publications is shown in Figure 1-1.
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.

c.
Chapter 3, Training Plans, presents a graphic portrayal of the relationship between missions and their subordinate tasks.

d.
Chapter 4, Training Exercises, consists of a field training exercise (FTX) and supporting situational training exercises (STXs). This chapter provides training

1-1
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information and a pre-constructed scenario for each exercise. These exercise can serve as a 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, provides the training and evaluation criteria for all the tasks the unit must master to effectively perform its mission. Each task is a training and evaluation outline (T&EO) that identifies task steps, performance measures, and individual and leader tasks. Each T&EO is part of a mission and, in various combinations, composes training exercises in Chapter 4.

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, Battlefield Operating Systems (BOSs) Definitions, provides current descriptions of each BOS.

1-4. MISSIONS. This MTP concerns specified missions found in the TOE and implied missions the unit must perform in order to accomplish the specified missions. The critical wartime mission 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)
Supervise Deployment of Subordinate Elements to a New Theater of Operations.

(2) Plan Area Logistics Support Operations.

(3)
Supervise Relocation of Subordinate Elements' Bases and Sustainment Resources.

(4)
Supervise Establishment of Subordinate Elements' Bases and Facilities.

(5)
Direct Area Logistics Support Operations.

(6)
Coordinate Force Protection Activities.

(7)
Supervise Redeployment of Subordinate Elements to Home Station.

1-2
DODD0A-008317
b.
Each of these missions may be trained individually or jointly with other tasks. 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 which 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 unit 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. 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 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 FM.

DODD0A-008318
(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 FIX and a STX has been identified as a critical training gate for the FIX, 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 the FM 25-100 and FM 25-101.
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 which 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:

trained. (1) Listing the tasks in the priority and frequency they need to be
(2) Determining the amount of time required and how multi-echelon

training can be used for the best results.
(3) Determining where the training can take place.
1-4
DODD0A-00831 9
(4)
Determining who is responsible for what. The leader of the element
being trained must always be involved.

(5)
Organizing 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 and supplies 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 (SAFETY).
a. Safety is a component of force protection. 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. Safety is an integral part of all combat operations and begins with readiness. Readiness determines a unit's ability to perform its METL to standard. Readiness standards addressed during METL assessment are:
(1)
Soldiers with the self-discipline to consistently perform tasks to standard.

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

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

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

(5)
Support for task performance, including equipment, personnel, maintenance, facilities, and service.

b. Risk management is a tool that addresses the root causes (readiness shortcomings) of accidents. It assists commanders and leaders in not only identifying what the next accident is going to be, but also helps identify who will have the next accident. Risk management is a way to put more realism into training without paying the price in deaths, injuries, or damaged equipment.
DODDOA-008320
c. Safety demands total chain of command involvement 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.

(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.

1-6
DODDOA-008321
another. (b) Establish a buddy system to keep a safety watch on one
(c) Take responsibility for personal safety.
(d) Work as a team member.
(e) Modify their own risk behavior.
d. Death or serious injury may result if personnel fail to observe safety

precautions. Potential safety hazards include, but are not limited to, the following areas:
(1) Fuel Flammable/No Smoking.
(a)
Fuel is flammable and toxic to eyes, skin, and the respiratory tract. 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. Post FUEL FLAMMABLE/NO SMOKING signs around the area. Suitable fire extinguishers must be present.

(b)
Fuel on clothing can be fatal if ignited by a static discharge. If fuel gets on your clothes, leave the refueling area as soon as possible and wet clothes with water before removing them. In extreme cold conditions, clothes should not be wet; instead, ground yourself to a piece of grounded equipment by taking hold of it before removing clothing. Wash skin with warm soapy water.

(c)
Spilled fuel creates a flammable, vapor-air mixture and fire can occur. Improper positioning of an external fuel source can cause the internal fuel tank to overflow. Stop refueling immediately if a fuel spill occurs.

(2)
Frostbite. Touching cold metal with exposed skin will cause skin to bond with metal. Gloves are required when touching cold metal objects. Do not touch cold metal parts with bare hands.

(3)
Solvent Hazard. Dry cleaning solvent, P-D 680, Type III, used to clean parts is potentially dangerous to personnel and property. Eye protection is required. Avoid repeated and prolonged skin contact by wearing rubber or nonporous gloves when handling solvents or material wet with dry cleaning solvent. Wash hands with soap and water immediately after exposure and use lanolin based skin cream to prevent skin drying. Do not use near open flame or excessive heat. The flash point of solvent is 138 degrees F. Do not work with solvent in a closed area. Be sure there is good ventilation or the solvent vapors will build up in the air and become a poisonous mixture that can cause physical injury or even death.

(4)
Electrical High Voltage. Electrical high voltage cannot be seen, but it can kill. Electricity is unlike most other dangers because it gives no warning, has no

1-7
DODDOA-008322
symptoms, and its effects are immediate. It can cause severe burns, unconsciousness, and even death. To ensure the safety of all personnel, always observe the following precautions:
(a)
DO NOT perform any maintenance on electrical equipment unless all power is removed.

(b)
BE CERTAIN that a second individual is assisting who can remove power immediately.

(c)
ALWAYS place POWER OFF warning tags on power switches so that no one will apply power while you are performing maintenance.

(d) For ARTIFICIAL RESPIRATION, refer to FM 21-11.

(5)
Compressed Air Hazard. Compressed air can blow dust into the eyes. Wear eye protection. Do not exceed 30 psi at the nozzle. FIRST AID instructions are given in FM 21-11.

(6)
Hot Components. Contact with hot components can cause burns. Allow unit to cool down before attempting service, inspection, or maintenance activity.

(7)
Jewelry. Jewelry can catch on equipment and cause injury, or may short across an electrical circuit and cause severe burns or electrical shock. Remove rings, bracelets, wristwatches, and neck chains before working around or on the unit.

(8)
Carbon Monoxide (Exhaust Fumes). Carbon monoxide is a lethal, odorless, and colorless gas. Breathing carbon monoxide produces symptoms of headaches, dizziness, loss of muscular control, sleepiness, and coma. Brain damage or death can result from heavy exposure. Carbon monoxide occurs in the exhaust fumes of burning heaters and internal combustion engines. Carbon monoxide can become dangerously concentrated under conditions of improper ventilation. Precautions must be followed to ensure the operator's safety when combustion engines

are in operation.
(a) OPERATE with the exhaust pipes unobstructed.
(combustion air) le (b) ak. DO NOT operate the powered module with a known exhaust
(c) BE ALERT at all times during operating procedures for

carbon monoxide poisoning. If exposure is present, IMMEDIATELY evacuate personnel to fresh air.
(d) BE AWARE the chemicaVbiological mask WILL NOT protect you from carbon monoxide poisoning.
1-8

DODDOA-008323
THE BEST DEFENSE AGAINST CARBON MONOXIDE POISONING IS GOOD VENTILATION.
(9)
Steel Banding. Steel banding, cut under tension, can snap free and cause injury. Leather gloves and face shields are required.

e.
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:

(1) Identify Hazards. Identify the most probable hazards for the
missions.
(2) Assess Hazards. Analyze each hazard to determine the probability

of its causing an accident and the probable effect of the accident. Identify control options to eliminate or reduce the hazard. The Army Standard Risk Assessment Matrix (Figure 1-2) is a tool for assessing hazards.
(3)
Make Risk Decisions. Weigh the risk against the benefits of performing the operations. Accept no unnecessary risks and make any residual risk decisions at the proper level of command.

(4)
Implement Controls. Integrate specific controls into plans, OPLANs, OPORDs, SOPs, and rehearsals. Communicate controls to the individual soldier.

(5)
Supervise. Determine the effectiveness of controls in reducing the probability and effect of identified hazards to include follow-up and after action. Develop the lessons learned.

f.
Fratricide 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 incidence of fratricide can be controlled. The primary causes of fratricide are:

(1)
Direct Fire Control Plan Failures. These occur when units fail to develop defensive and, particularly, offensive fire control plans.

1-9
ARTEP 63-622-MTP
CATASTROPHIC I HAZARD PROBABILITY Frequent Probable Occasional A B C HIGH EXTREMELY Remote D Improbable E
LLJ U. LL III 0 I-.

I
II HIGH
CRITICAL
III
MARGINAL MEDIUM
IV LOW
NEGLIGIBLE

Effect
Catastrophic Death or permanent total disability, system loss, major property damage.

Critical Permanent partial disability, temporary total disability in excess of 3 months, major system damage, significant property damage Marginal Minor injury, lost workday accident, compensable injury or illness, minor system damage, minor property damage Negligible First aid or minor supportive medical treatment, minor system impairment
Probability
Frequent Individual Occurs often in career/equipment
soldier/item service life All soldiers exposed or item Continuously experienced inventory
Probable Individual Occurs several times in
soldier/item career/equipment service life All soldiers exposed or item Occurs frequently inventory
Occasional Individual Occurs sometime in career/equipment
soldier/item service life All soldiers exposed or item Occurs sporadically, or several times inventory in inventory service life
Remote Individual Possible to occur in career/equipment soldier/item service life
1-10

Improbable All soldiers exposed or item inventory Individual soldier/item All soldiers exposed or item inventory Remote chance of occurrence; expected to occur sometime in inventory service life. Can assume will not occur in career/equipment service life. Possible, but improbable; occurs only very rarely.
Risk Levels

Extremely High Loss of ability to accomplish mission.
High Significantly degrades mission capabilities in terms of required mission

standards. Medium Degrades mission capabilities in terms of required mission. Low Little or no impact on mission, accomplishment.
Figure 1-2. Risk Assessment Matrix
(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 to each other mistaking one another 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.

(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.

g.
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 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. 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 cultural and historical artifacts.

b.
Assess the Hazard. Analyze potential severity of environmental degradation using environmental risk assessment matrixes (Figure 1-3). 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.

1-12
DODDOA-008327
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 area I Rating:
Unit operations Risk Impact
Movement of heavy 5 4 3 2 1 0
vehicle/systems
Movement of personnel and light 5 4 3 2 1 0
vehicles/systems
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
equipment

Environmental Risk Assessment Worksheet
Movement of heavy vehicles/systems
Movement of personnel and light systems
Assembly area activities
Field maintenance of equipment
1
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
verall Environmental Risk Assessment Form
Category Range Environmental Decision maker
Damage
Low Medium High Extremely High 0-58 59-117 118-149 150-175 Little or none Minor Significant Severe Appropriate level Appropriate level Higher Unit Cdr MACOM Cdr
Risk Categories

Figure 1-3. Environmental Risk Assessment Matrix
1-14
DODDOA-008329
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.)

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 a training exercise, they execute it poorly or incorrectly and are not corrected. For this program to work, trainers and leaders must continually evaluate training as it is being executed.

c.
Leaders should emphasize direct, on-the-spot evaluations. Correcting poor performance during individual or small group training is easy to do. In higher-level exercises, it is usually not feasible to do this with outside evaluators, but the opportunity for correction should not be overlooked. Plan AARs at frequent, logical intervals during the exercises (usually after the completion of a major subordinate task). This is a proven technique that allows you to correct performance shortcomings while they are still fresh in everyone's mind and prevents reinforcement of bad habits.

d.
FM 25-101 provides detailed instructions for conducting an 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.
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DODDOA-008330
CHAPTER 2
Training Matrixes
2-1. General. The training Matrix assists the commander in planning the training of his unit's personnel.
2-2. Mission to Collective Tasks Matrix. This matrix (Figure 2-2), identifies the missions and their supporting collective tasks. The tasks are listed under the appropriate BOS which are indicated by an X 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.
The mission identification table listed below (Figure 2-1) provides mission identification for the unit.
Mission Identification Table
63-6-E0007 Coordinate Force Protection Activities
63-6-E0010 Direct Area Support Logistics Operations
63-6-E0009 Plan Area Support Logistics Operations
63-6-E0001 Supervise Deployment of Subordinate Elements to New Theater of Operations
63-6-E0003 Supervise Relocation of Subordinate Elements' Bases and Sustainment Resources
63-6-E0004 Supervise Establishment of Subordinate Elements' Bases and Facilities
63-6-E0008 Supervise Redeployment of Subordinate Elements to Home Station
Figure 2-1. Mission Identification Table.
6364048.630166
-
Provide
Intelligence
Su ort ASG

DODDOA-008331

Collective Tasks 63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
63-6-4014.63-0100
Supervise
Advance/Quarte
ring Party
Activities (ASG)
63-6-4015.63-0101
Establish
Command Post
(Forward) -
ASG
63-6-4017.63-1002
Coordinate
Movement of
Subordinate
Elements
( ASG)
63-6-4018.63-0102
Supervise
Establishment of
Subordinate
Elements and
Headquarters
(ASG)
63-6-4019.63-0103
Establish the
Logistics
Operations
Center and
Administrative
Areas (ASG)
63-6-4021.63-0104
Establish
Support
Operations
Office (ASG)
63-6-4850.63-0105 Direct X
Deployment
Alert Activities
(ASG)

2 - 2

Collective Tasks
63-6-4851.63-0106
Establish the Emergency Operations Center (AGS)
63-6-4852.63-0107
Operate the Emergency Operations Center (ASG)
63-6-4853.63-0108
Supervise Deployment/Re deployment Activities (ASG)
63-6-4854.63-0109 Update Movement Plan/Order (ASG)
63-6-4855.63-0110
Coordinate Soldier Readiness Program Processing Support (ASG)
63-6-4856.63-0111 Provide Deployment Personnel and Administrative
- Services Support (ASG)
63-6-4857.63-0112 Coordinate Family Assistance Support (ASG)
63-6-4858.63-0113 Coordinate Deployment Training Support (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
X
X
X
.
X
X
X
X
X

2 - 3

Collective Tasks
63-6-4859.63-0114
Perform Deployment Intelligence Support Functions (ASG)
63-6-4860.63-0115
Provide Deployment Logistics Support (ASG)
63-6-4861.63-0116
Perform Deployment Advance Party Activities (ASG)
63-6-4862.63-0116
Coordinate Onward Movement (ASG)
63-6-4863.63-0117
Coordinate Rear Detachment Support ( ASG )
63-6-4864.63-0118
Perform Home Station Rear Detachment Activities (ASG)
63-6-4865.63-0119
Coordinate Reconstitution for Redeployment (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001 X
X
X
X

X
X
2 - 4

DODDOA-008334

Collective Tasks
63-6-4866.63-0120
Prepare Redeployment Movement Plan/Order (ASG)
63-6-4867.63-0121
Provide Redeployment Support (ASG)
63-6-4868.63-0122
Perform Reployment Advance Party Activities (ASG)
63-6-4869.63-0123
Perform Theater Rear Detachment Activities (ASG)
63-6-4870.63-0124 Coordinate Home Station Activities (ASG)
63-6-4871.63-0125 Direct Integration Activities (ASG)
63-6-4872.63-0126 Plan Command Deployment in a Peacetime Environment (ASG
. -
63-6-4011.63-0127 Plan Area Tactical Operations (ASG)
63-6-4013.63-0128 Plan Rear Operations (ASG) 63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
.
X X
-
X X
X X
DODDOA-008335

Collective Tasks 63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
63-6-4020.63-0129 X X X
Operate the Logistics Support Area of the Logistics Operations Center (ASG)
63-6-4035.63-0130 X X X
Operate the Tactical Support Area of the
Logistics Operations Center (ASG)
63-6-4036.63-0131 X X
Supervise Operations Security Program (ASG)
63-6-4037.63-0132 X X
Supervise Nuclear, Biological and Chemical .
Defense
Operations (ASG)
63-6-4047.63-0133 X
Operate Rear Tactical
Operations Center ASG)
63-6-4049.63-0134 Direct X
Response to Threat Actions
ASG
Perform CSS ani. k t^
63-6-0425.63-0169 Provide Legal Services X X X X
Support

2 - 6

DODDOA-008336

Collective Tasks
63-6-4012.63-0135
Provide Assistance for Supported Command's Logistics Planning (ASG)
63-6-4022.63-0136
Prepare Continuity of Operations Plan (ASG)
63-6-4023.63-0136 Coordinate
Internal
Logistics (ASG)
63-6-4024.63-0137
Coordinate Bulk Class III Support (ASG)
63-6-4025.63-0138
Coordinate Class V Support (ASG)
63-6-4026.63-0139 Coordinate Maintenance Support (ASG)
63-6-4027.63-0140 Coordinate Class II, Ill (PKG), IV, VII, and IX Support (ASG)
63-6-4028.63-0140 Coordinate Class I, VI, and Water Support (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001

X X

X X
X
X
X
X
X
X
2 -7

DODDOA-008337

Collective Tasks
63-6-4030.63-0141
Coordinate Transportation Support (ASG)
63-6-4031.63-0142
Coordinate Field Services Support (ASG)
63-6-4032.63-0142
Provide Foreign Nation Support Coordination (ASG)
63-6-4033.63-0143
Perform Assessment and Recovery Operations (ASG)
63-6-4034.63-0144 Coordinate Support for Regeneration Activities (ASG)
63-6-4039.63-0145 Provide Personnel Service Support (ASG)
63-6-4040.63-0146 Provide Administrative Service Support (ASG)
63-6-4041.63-0147 Conduct Command Religious ..Support Program (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
X
X
X
X
.
X
X X
X
X X

Collective Tasks
63-6-4043.63-0148
Provide Automation Support (ASG)
63-6-4050.63-0150 Direct Area Damage Control Operations (ASG)
63-6-4060.63-0151
Manage Distribution Systems (ASG)
63-6-4061.63-0167 Establish Liaisons (ASG)
63-6-4303.63-0173
Combat Battlefield Stress (ASG)
63-6-4326.63-0173
Perform Risk Management Procedures (ASG)
Exercise Command
63-6-4001.63-0170 Conduct Mission Analysis (ASG)
63-6-4000.63-0168 Receive the Mission (ASG)
63-6-4002.63-0152 Apply Intelligence Preparation of the Battlefield Doctrine and Techniques (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
X
X
X
X X
X X X
X X X
n
X
X X

2 - 9

DODDOA-008339

Collective Tasks
63-6-4003.63-0152
Develop Feasible Courses of Action (ASG)
63-6-4004.63-0171
Maintain Current Estimates of the Situation (ASG)
63-6-4005.63-0153
Analyze Feasible Courses of Action (ASG)
63-6-4006.63-0154
Prepare Operations Plan/Operations Order (ASG)
63-6-4007.63-0155
Prepare Annexes, Appendices, Enclosures, Tabs, Additions, and Overlays (ASG)
63-6-4008.63-0156 Revise Tactical Standing Operating Procedures (ASG)
63-6-4009.63-0157
Develop Road Movement Order (ASG)
63-6-4010.63-0158
Develop Occupation Plan (ASG)
63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
X
X
X
X

X
X
X
X
2-10

DODDOA-008340

ARTEP 63-622-MTP
Collective Tasks 63-6-E0007 63-6-E0010 63-6-E0009 63-6-E0001
63-6-4016.63-0160 X
Establish
Communication
s (ASG)
63-6-4038.63-0150 X X X
Maintain
Communication
s (ASG) .
63-6-4042.63-0172 X X X
Provide
Command and
Control (ASG)
63-6-4873.63-0162 Plan X
Command
Deployment
Upon Receipt of
a Warning Order
63-6-4874.63-0161 Plan
Command
Redeployment
(ASG)

2-11
DODDOA-008341
Collective Tasks 63-6-E0004 63-6-E0008 I.63-6-E0003
Develop luteIllgen
63-6-4048.63-0166
Provide
Intelligence
Sup ort (ASG)
ploy/Co4.,,. u
63-6-4014.63-0100 X
Supervise
Advance/Quarte
ring Party
Activities (ASG)
63-6-4015.63-0101 X X
Establish
Command Post
(Forward) -
ASG
63-6-4017.63-1002
Coordinate
Movement of
Subordinate
Elements (
ASG)
63-6-4018.63-0102 X
Supervise
Establishment of
Subordinate
Elements and
Headquarters
(ASG)
63-6-4019.63-0103 X
Establish the
Logistics
Operations
Center and
Administrative
Areas (ASG)
63-6-4021.63-0104 X
Establish
Support
Operations
Office (ASG)

Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4850.63-0105 Direct
Deployment Alert Activities
(ASG)
63-6-4851.63-0106
Establish the
Emergency Operations Center (AGS)
63-6-4852.63-0107
Operate the Emergency Operations Center (ASG)
63-6-4853.63-0108 X
Supervise Deployment/Re deployment Activities (ASG)
63-6-4854.63-0109 Update Movement
Plan/Order (ASG)
63-6-4855.63-0110
Coordinate
Soldier
Readiness
Program Processing Support (ASG)
63-6-4856.63-0111
Provide
Deployment Personnel and
Administrative
Services
Support (ASG)
63-6-4857.63-0112
Coordinate
Family Assistance
Support (ASG)

2-13
DODDOA-008343
Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4858.63-0113
Coordinate
Deployment
Training Support
(ASG)
63-6-4859.63-0114
Perform
Deployment
Intelligence
Support
Functions (ASG)
63-6-4860.63-0115
Provide
Deployment
Logistics
Support (ASG)
63-6-4861.63-0116
Perform
Deployment
Advance Party
Activities (ASG)
63-6-4862.63-0116
Coordinate
Onward
Movement
(ASG)
63-6-4863.63-0117
Coordinate
Rear
Detachment
Support ( ASG )
63-6-4864.63-0118
Perform
Home Station
Rear
Detachment
Activities (ASG)
63-6-4865.63-0119 X
Coordinate
Reconstitution
for
Redeployment
(ASG)

2-14

DODDOA-008344

Collective Tasks
63-6-4866.63-0120
Prepare Redeployment Movement Plan/Order (ASG)
63-6-4867.63-0121
Provide Redeployment Support (ASG)
63-6-4868.63-0122
Perform Reployment Advance Party Activities (ASG)
63-6-4869.63-0123
Perform Theater Rear Detachment Activities (ASG)
63-6-4870.63-0124
Coordinate Home Station Activities (ASG)
63-6-4871.63-0125 Direct Integration Activities (ASG)
63-6-4872.63-0126 Plan Command Deployment in a F Environment (ASG)
Protect the'
63-6-4011.63-0127 Plan Area Tactical Operations (ASG)
63-6-4013.63-0128 Plan Rear Operations (ASG)
63.6-E0004 63-6-E0008 63-6-E0003
X
X
X
X
X
04*-"
t4,4
1,!
e'"44:
;41 '
!„za
2-15

ARTEP 63-622-MTP
Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4020.63-0129
Operate the
Logistics
Support Area of
the Logistics
Operations
Center (ASG)
63-6-4035.63-0130 X X
Operate the
Tactical Support
Area of the
Logistics
Operations
Center (ASG)
63-6-4036.63-0131 X X
Supervise
Operations
Security .
Program (ASG)
63-6-4037.63-0132 X X
Supervise
Nuclear,
Biological and
Chemical
Defense
Operations
(ASG)
63-6-4047.63-0133
Operate Rear
Tactical
Operations
Center ASG)
63-6-4049.63-0134 Direct
Response to
Threat Actions
(ASG)

dorm CSS, c.ustaiik ll
63-6-0425.63-0169
I

4:1C
X X X

Provide Legal Services Support
2-16
DODDOA-008346
Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4012.63-0135
Provide
Assistance for
Supported
Command's
Logistics
Planning (ASG)
63-6-4022.63-0136
Prepare
Continuity of
Operations Plan
(ASG)
63-6-4023.63-0136 X X
Coordinate
Internal
Logistics (ASG)
63-6-4024.63-0137
Coordinate
Bulk Class III
Support (ASG)
63-6-4025.63-0138
Coordinate
Class V Support
(ASG)
63-6-4026.63-0139
Coordinate
Maintenance
Support (ASG)
63-6-4027.63-0140
Coordinate
Class II, III
(PKG), IV, VII,
and IX Support
(ASG)
63-6-4028.63-0140
Coordinate
Class I, VI, and
Water Support
(ASG)

2-17
DODDOA-008347
Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4030.63-0141
Coordinate
Transportation
Support (ASG)

63-6-4031.63-0142
Coordinate
Field Services
Support (ASG)

63-6-4032.63-0142
Provide
Foreign Nation
Support
Coordination
(ASG)

63-6-4033.63-0143
Perform
Assessment and
Recovery
Operations
(ASG)

63-6-4034.63-0144 Coordinate Support for Regeneration Activities (ASG)
63-6-4039.63-0145 Provide Personnel Service Support (ASG)
63-6-4040.63-0146
Provide
Administrative
Service Support
(ASG)

63-6-4041.63-0147 Conduct Command Religious Support Pro ram ASG
2-18

DODDOA-008348

Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4043.63-0148
Provide
Automation
Support (ASG)
63-6-4050.63-0150 Direct
Area Damage
Control
Operations
(ASG)
63-6-4060.63-0151
Manage
Distribution
Systems (ASG)
63-6-4061.63-0167 X X
Establish
Liaisons (ASG)
63-6-4303.63-0173 X X X
Combat
Battlefield
Stress (ASG)
63-6-4326.63-0173 X X X
Perform Risk
Management
Procedures
(SG ..,.... ,
Exercise,Comm.,: f .
63-6-4001.63-0170
Conduct
Mission Analysis
(ASG)
63-6-4000.63-0168
Receive the
Mission (ASG)
63-6-4002.63-0152 Apply
Intelligence
Preparation of
the Battlefield
Doctrine and
Techniques
(ASG)

DODDOA-008349

Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4003.63-0152
Develop
Feasible
Courses of
Action (ASG)

63-6-4004.63-0171
Maintain
Current
Estimates of the
Situation (ASG)

63-6-4005.63-0153
Analyze
Feasible
Courses of
Action (ASG)

63-6-4006.63-0154
Prepare •
Operations
Plan/Operations
Order (ASG)

63-6-4007.63-0155
Prepare
Annexes,
Appendices,
Enclosures,
Tabs, Additions,
and Overlays
(ASG)

63-6-4008.63-0156 Revise Tactical Standing Operating Procedures (ASG)
63-6-4009.63-0157 X Develop Road Movement Order (ASG)
63-6-4010.63-0158 X ..Develop Occupation Plan (ASG)
Collective Tasks 63-6-E0004 63-6-E0008 63-6-E0003
63-6-4016.63-0160 X
Establish
Communication
s (ASG)
63-6-4038.63-0150 X X
Maintain
Communication
s (ASG)
63-6-4042.63-0172 X
• Provide
Command and
Control (ASG)
63-6-4873.63-0162 Plan
Command •
Deployment
Upon Receipt of
a Warning Order
63-6-4874.63-0161 Plan X
Command
Redeployment
(ASG)
Figure 2-2. Collective Task to Missions.

2-21
DODDOA-008351
CHAPTER 3
TRAINING PLANS
3-1. General. This chapter describes the use of MTP(s) for development of ASG training plans and provides a mission outline. It is designed to assist commanders in preparing training plans for critical missions. FM 25-100 and FM 25-101 provide detailed information on training management and should be used with the MTP for developing ASG 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 provide a general direction for the training programs. The long-range plan consists of a calendar covering the period and the commander's formal guidance. To develop a long-range plan, the commander must first develop the unit's METL and conduct a training assessment. These two actions are the two principal inputs at the beginning of the planning process. FM 25-100 and other FM 25-Series manuals provide guidance on developing a unit's METL.
a. Develop Unit METL. The first step in developing a METL is analyzing all specific and implied missions and other guidance. Next, the unit's 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 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 ASG by contingency plans, and missions directed by higher HQ guidance. The commander reviews the task list and selects tasks that are essential to the unit's mission. The selected tasks are forwarded to the next higher HQ for approval. The tasks selected are the unit's METL, Figure 3-1.
(1) PROTECT THE FORCE.
1.
Direct deployment alert activities.

2.
Establish the emergency operations center.

3.
Operate the emergency operations center.

4.
Supervise deployment/redeployment activities.

5.
Update movement plan/order.

6.
Coordinate preparation for overseas movement processing support.

7.
Provide deployment personnel and administrative services support.

8.
Coordinate family assistance support.

9.
Coordinate deployment training support.

10.
Perform deployment intelligence support functions.

11.
Provide deployment logistics support.

12.
Perform deployment advance party activities.

13.
Coordinate onward movement.

14.
Coordinate rear detachment support.

15.
Perform home station rear detachment activities.

3 - 1
DODDOA-008352
16.
Coordinate reconstitution for redeployment.

17.
Prepare redeployment movement plan/order.

18.
Provide redeployment support.

19.
Perform redeployment advance party activities.

20.
Perform theater rear detachment activities.

21.
Coordinate home station activities.

22.
Perform advance/quartering party activities.

23.
Establish ASG command post (forward).

24.
Coordinate movement of subordinate elements.

25.
Supervise establishment of subordinate elements and ASG headquarters.

26.
Establish tactical operations center and administrative areas.

27.
Supervise operations security program.

28.
Supervise nuclear, biological, and chemical defense operations.

(2) PERFORM COMBAT SERVICE SUPPORT AND SUSTAINMENT.
Prepare continuity of operations plan.

1.
Coordinate internal logistics.

2.
Coordinate tactical support area of Logistics Operations Center.

3.
Coordinate logistics support area of Logistics Operations Center.

4.
Coordinate maintenance support.

5.
Coordinate transportation support.

6.
Assist in combat service support regeneration's support.

7.
Coordinate all classes of supply for support and related activities.

8.
Provide personnel service support.

9.
Provide administrative service support.
10.Provide Foreign Nation Support coordination.
11.Conduct command religious support program.
12.Conduct battlefield stress reduction and prevention procedures.
13.Coordinate communications-electronic operations.
14.Coordinate automation support operations.
15.Coordinate activities of the ASG command staff.
16.Coordinate rear operations support and services.
17.Supervise Nuclear, Biological and Chemical defense operations.
18.Provide information management support.
19.Provide legal support and services.
20.Coordinate field services and support.
21.Coordinate security, plans, and operations support and services.
22.Provide operations and plans support and services.

Figure 3-1. Sample ASG Command METL (cont).
*3 - 2
DODDOA-008353

ARTEP 63-622-MTP
CURRENT TRAINING STATUS TRAINING
ARMY UNIVERSAL TASK LIST STRATEGY

Mission-Essential Tasks Deploy/ Protect CSS/ Exercise Overall
Maneuver the Sustainment C2
Force
Supervise operations security P T T T T
program
Coordinate internal logistics T P T T T
Conduct mission analysis U T T P P
Conduct intelligence preparation of P U ? ? ?
the battlefield

Legend:.T - Trained.U — Untrained.P - Needs Practice.? — 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 task will be trained during the upcoming planning period. It includes the commander's guidance, which includes the commander's training vision. To develop unit goals, the commander must:
(1) Review higher HQ commander's goals.
(2)
Spell in real-world terms, what the ASG will do to comply with the goals of higher HQ commanders.

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

--Attain and sustain proficiency in all MTP missions.
--Maintain a 90 percent operational readiness rate.
--Attain and sustain 100 percent support to supported forces.
Figure 3-3. Sample ASG Command Goals.
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
Conduct mission analysis MTP 2 Formulate feasible courses of action MTP 3 Develop intelligence estimate MTP 4 Develop personnel estimate MTP 5 Prepare operations plan/operations order and annexes MTP 1
Figure 3-4. Sample Training Priority List.
3 - 4
DODDOA-008355
f. Prepare Long-Range Planning Calendar. The long-range planning calendar is the coordinating tool for long-range planning. It is structured by long-range training events to identify time periods available for training mission-essential tasks. The long-range calendar projects the training events and activities of the ASG training program for the upcoming 12 to 18 months. To prepare a long-range calendar, follow the steps outlined below:
(1)
Select training events and activities to train the missions. The 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 ASG 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 higher HQ-directed training, ASG-directed training events, and subordinate-level projected training events. Resourcing tools available to the ASG commander are the BLTM, OPTEMPO, and STRAC. .

(4)
Obtain approval of long-range plans from higher HQ.

(5)
Issue guidance. Training guidance is issued to the staff and subordinate units with the long-range planning calendar. This training guidance supplements the long-range planning 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. Short-Range Planning. A short-range plan is prepared to address the immediate future (3 months). Short-range planning develops specific training objectives based on goals and guidance prepared during long-range planning. The short-range plan adds more detail and may modify the 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 trainingenvironment.
DODDOA-008356

(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 lessons learned.

(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.

(f)
Visits, inspections, and tests.

(g)
Supplies and equipment.

(h)
Non-mission-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 planning calendar to determine if they are still valid.

(2)
Transfer valid events to a short-range planning calendar.

(3)
Determine desired outcomes for scheduled events.

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

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

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

(7)
Prepare a short-range planning calendar or three monthly schedules. The short-range planning calendar provides a detailed plan of action for the specified period.

(8) Review short-range plans with higher HQ.

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

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DODDOA-008357
3-4. Near-Term Planning. The final phase of planning is the execution of training. Using the short-range planning calendar, prepare weekly training schedules.
a.
Review the training program for unit proficiency, resources, and training environment. As in long-range and short-range planning, this review determines if previous assessments are still valid.

b.
Finalize plans based upon the review of the training program. Determine the best sequence for training tasks, and complete the final coordination of the training events and activities.

c.
Inform trainers, OCs, OPFOR, and support personnel of what is being trained, why it is being trained, and what their role in the training will be.

3-5. Training the HQ. Planning training for the HQ provides the commander with unique challenges. The most severe challenges are those that have to do with time and availability of personnel. The staff and HQ personnel are involved in day-to-day operations and support of subordinate unit training. It is difficult to find the time to adequately address the training needs of these elements. These elements must be capable of fulfilling their roles in order for the ASG to perform its missions. The strategy selected by the commander for training these elements must include an effective method of training individuals, staffs, leaders, and units.
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DODDOA-008358
a. Training the HQ (Staff Training).
(1)
Training of the staff presents the greatest challenge within a constrained training environment. This MTP identifies the training objectives for the staff. The staff has numerous tasks to master to be effective. Examples of tasks that any staff must be able to perform are:

(a)
Analyze terrain and threat information.

(b)
Function as an effective team.

(c)
Exchange information.

(d)
Prepare estimates.

(e)
Give appraisals.

(f)
Make recommendations and decisions.

(g)
Prepare plans.

(h)
Issue orders.

(i)
Coordinate and control unit operations.

(j)
Supervise subordinate units.

(2)
The strategy used to train the staff will vary based on the considerations used in planning training (levels of proficiency and training support available). FM 25-101 contains detailed information on the conduct of exercises. Some methods of staff training includes the following exercises.

(a).TEWT. 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. MAPEXs are low-cost, low-overhead training exercises that allow 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.

(c)
CPX. CPXs are medium-cost, medium-overhead training exercises that may be conducted in garrison or a field location. CPXs normally use a battle simulation to

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DODDOA-008359
drive staff actions.
(d)
FTX. FTXs are high-cost, high-overhead exercises conducted in the field under simulated combat conditions. Unit-conducted FTXs exercise the staff in coordination, control, and supervision of unit operations. They normally require the staff planning tasks to be completed before the exercise begins. Higher HQ-conducted FTXs provide the best opportunity for the staff to combine all of its skills and perform as they would in wartime, responding to both higher and lower levels.

(3)
At ASG level, a method to optimize staff and unit training is to integrate TEWTs, MAPEXs, CPXs, CFXs, and CALFEXs to prepare the orders and plans for upcoming ASG FTXs. This exercises the entire spectrum of the staff effectively and also 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 HQ. Training the HQ is a complex task requiring both unit and staff training programs. Normal day-to-day operations place a unique burden on the commander to accomplish training. Elements cross staff lines and responsibilities. The ASG chief of staff coordinates with the HQ commander to ensure individual soldiering tasks are being mastered.

3-6. Development of Training Exercises. Chapter 4 provides sample exercises for the ASG to use or modify to meet specific training needs. Since only an example FTX is contained in the MTP, it is necessary for the ASG to develop exercises for its own use. This section provides general procedures for the ASG staff to use for FTX preparation and for the ASG supporting STXs. Exercise plans are normally prepared during preparation of the short-range plan. Prepare the exercises as described below:
a.
Selection of Missions and Tasks for Training. This was accomplished during the development of the long-range plan and refined during the development of the short-range plan.

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

c.
Scenario Development. After missions and tasks are selected, prepare a detailed scenario for the exercise.

(1)
List the missions, tasks, and events in the preferred sequence of occurrence.

(2)
Identify events necessary for the control of the exercise. These events would normally include issuance of orders, AARs, and any other administrative or logistics action necessary to conduct the exercise.

(3)
Prepare exercise overlays, which show the sequence of actions and terrain to be used for each event.

(4)
Determine the estimated time for each event using the overlay and scenario. The total time is determined to ensure that the scenario can be completed in the time allocated for the exercise.

d.
Selection of OCs and OPFOR. OCs and OPFOR are normally required for every FTX and STX when MILES is used. It is difficult for a ASG to provide these from its own resources. When OCs and OPFOR must be provided from within the ASG, unit leaders may have to serve as the OCs for their units and the OPFOR may be selected from personnel or units not essential for attainment of the exercise objectives. Ideally, higher HQ should provide OCs and OPFOR.

e.
Preparation of the Control Plan. Control plans are developed to coordinate the actions of the training units, OPFOR, and OCs. The scenario is used and a detailed control plan is 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)
OPORDs and 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 the OCs.

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

(3)
Detailed time schedules for evaluation and AARs.

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DODDOA-008360
Mission Outline. The mission outline is designed to provide a graphic portrayal of the relationship of the critical mission to the FTX 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 ASG.
HEADQUARTERS, AREA SUPPORT GROUP
MISSION OUTLINE

FTX
PROVIDE AREA-LEVEL LOGISTICS

STX 63-6-E0001 — Supervise Deployment of Subordinate Elements to New
Theater of Operations

Provide Legal Services Support 63-6-0425.63-0169 Combat Battlefield Stress 63-6-4303.63-0173 Perform Risk Management Procedures 63-6-4326.63-0173 Direct Deployment Alert Activities 63-6-4850.63-0105 Establish the Emergency Operations Center 63-6-4851.63-0106 Operate the Emergency Operations Center 63-6-4852.63-0107 Supervise Deployment/Redeployment Activities 63-6-4853.63-0108 Update Movement Plan/Order 63-6-4854.63-0109 Coordinate Soldier Readiness Program Processing Support 63-6-4855.63-0110 Provide Deployment Personnel and Administrative Services 63-6-4856.63-0111 Support Coordinate Family Assistance Support 63-6-4857.63-0112 Coordinate Deployment Training Support 63-6-4858.63-0113 Perform Deployment Intelligence Support Functions 63-6-4859.63-0114 Provide Deployment Logistics Support 63-6-4860.63-0115 Perform Deployment Advance Party Activities 63-6-4861.63-0116 Coordinate Onward Movement 63-6-4862.63-0116 Coordinate Rear Detachment Support 63-6-4863.63-0117 Perform Home Station Rear Detachment Activities 63-6-4864.63-0118 Direct Integration Activities 63-6-4871.63-0125 Plan Command Deployment In a Peacetime Environment 63-6-4872.63-0126 Plan Command Deployment upon Receipt of a Warning 63-6-4873.63-0162 Order
Figure 3-5. Mission Outline for the Headquarters, Area Support Group
FTX
PROVIDE AREA-LEVEL LOGISTICS
STX 63-6-E0009—Plan Area Logistics Support Operations
Provide Legal Services Support 63-6-0425.63-0169 Receive the Mission 63-6-4000.63-0168 Apply Intelligence Preparation of the Battlefield Doctrine and 63-6-4002.63-0152 Techniques Develop Feasible Courses of Action 63-6-4003.63-0152 Maintain Current Estimates of the Situation 63-6-4004.63-0171 Analyze Feasible Courses of Action 63-6-4005.63-0153 Prepare Operations Plan/Operations Order 63-6-4006.63-0154 Prepare Annexes, Appendices, Enclosures, Tabs, Additions, 63-6-4007.63-0155 and Overlays Revise Tactical Standing Operating Procedures 63-6-4008.63-0156 Develop Road Movement Order 63-6-4009.63-0157 Develop Occupation Plan 63-6-4010.63-0158 Plan Area Tactical Operations 63-6-4011.63-0127 Provide Assistance for Supported Command's Logistics 63-6-4012.63-0135 Planning Plan Rear Operations 63-6-4013.63-0128 Operate the Logistics Support Area of the Logistics 63-6-4020.63-0129 Operations Center Prepare Continuity of Operations Plan 63-6-4022.63-0136 Operate the Tactical Support Area of the Logistics 63-6-4035.63-0130 Operations Center Maintain Communications
63-6-4038.63-0150 Provide Command and Control 63-6-4042.63-0172 Establish Liaisons
63-6-4061.63-0167
Figure 3-5. Mission Outline for the Headquarters, Area Support Group (continued)
FTX
PROVIDE AREA-LEVEL LOGISTICS

STX 63-6-E0003 — Supervise Relocation of Subordinate Elements' Bases and
Sustainment Resources
Provide Legal Services Support 63-6-0425.63-0169
Develop Road Movement Order 63-6-4009.63-0157
Supervise Advance/Quartering Party Activities 63-6-4014.63-0100
Coordinate Movement of Subordinate Elements 63-6-4017.63-1002
Coordinate Internal Logistics 63-6-4023.63-0136
Operate the Tactical Support Area of the LOC 63-6-4035.63-0130
Supervise Operations Security Program 63-6-4036.63-0131
Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132
Operations
Maintain Communications 63-6-4038.63-0150
Provide Command and Control 63-6-4042.63-0172
Combat Battlefield Stress 63-6-4303.63-0173
Perform Risk Management Procedures 63-6-4326.63-0173
FTX

PROVIDE AREA-LEVEL LOGISTICS
STX 63-6-E0004 -- Supervise Establishment of Subordinate Elements' Bases and
Facilities

Provide Legal Services Support 63-6-0425.63-0169 Develop Occupation Plan 63-6-4010.63-0158 Plan Area Tactical Operations 63-6-4011.63-0127 Establish Command Post (Forward) 63-6-4015.63-0101 Establish Communications 63-6-4016.63-0160 Supervise Establishment of Subordinate Elements and HQ 63-6-4018.63-0102 Establish Logistics Operations Center and Administrative 63-6-4019.63-0103 Areas Establish Support Operations Office 63-6-4021.63-0104 Coordinate Internal Logistics 63-6-4023.63-0136 Operate the Tactical Support Area of the LOC 63-6-4035.63-0130 Supervise Operations Security Program 63-6-4036.63-0131 Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132 Operations Maintain Communications 63-6-4038.63-0150 Provide Command and Control 63-6-4042.63-0172 Combat Battlefield Stress 63-6-4303.63-0173 Establish Liaisons 63-6-4061.63-0167 Perform Risk Management Procedures 63-6-4326.63-0173
Figure 3-1. Mission Outline for the Headquarters, Area Support Group (continued)
3 13

DODDOA-008364

FTX
PROVIDE AREA-LEVEL LOGISTICS
STX 63-6-E0010 — Direct Area Logistics Support Operations
Provide Legal Services Support 63-6-0425.63-0169
Provide Assistance For Supported Command's Logistics 63-6-4012.63-0135
Planning
Operate the Logistics Support Area of the Logistics 63-6-4020.63-0129
Operations Center
Prepare Continuity of Operations Plan 63-6-4022.63-0136
Coordinate Internal Logistics 63-6-4023.63-0136
Coordinate Bulk Class III Support 63-6-4024.63-0137
Coordinate Class V Support 63-6-4025.63-0138
Coordinate Maintenance Support 63-6-4026.63-0139
Coordinate Class II, Ill (PKG), IV, VII, and IX Support 63-6-4027.63-0140
Coordinate Class I, VI, and Water Support 63-6-4028.63-0140
Coordinate Transportation Support 63-6-4030.63-0141
Coordinate Field Services Support 63-6-4031.63-0142
Provide Foreign Nation Support Coordination 63-6-4032.63-0142
Perform Assessment and Recovery Operations 63-6-4033.63-0144
Coordinate Support for Regeneration Activities 63-6-4034.63-0144
Operate the Tactical Support Area of the Logistics 63-6-4035.63-0130
Operations Center
Supervise Operations Security Program 63-6-4036.63-0131
Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132
Operations
Maintain Communications 63-6-4038.63-0150
Provide Personnel Service Support 63-6-4039.63-0145
Provide Administrative Service Support 63-6-4040.63-0146
Conduct Command Religious Support Program 63-6-4041.63-0147
Provide Command and Control 63-6-4042.63-0172
Provide Automation Support 63-6-4043.63-0148

Figure 3-1. Mission Outline for the Headquarters, Area Support Group (continued)
FTX
PROVIDE AREA-LEVEL LOGISTICS

STX 63-6-E0010 — Direct Area Logistics Support Operations

Provide Intelligence Support 63-6-4048.63-0166
Manage Distribution Systems 63-6-4060.63-0151
Combat Battlefield Stress 63-6-4303.63-0173
Perform Risk Management Procedures 63-6-4326.63-0173

FTX
PROVIDE AREA-LEVEL LOGISTICS
STX 63-6-E0007 — Coordinate Force Protection Activities
Provide Legal Services Support 63-6-0425.63-0169
Plan Rear Operations 63-6-4011.63-0127
Plan Area Tactical Operations 63-6-4013.63-0128 Operate the Logistics Support Area of the Logistics 63-6-4020.63-0129 Operations Center Coordinate Internal Logistics 63-6-4023.63-0136 Operate Tactical Support Area of the Logistics Operations 63-6-4035.63-0130 Center Supervise Operations Security Program 63-6-4036.63-0131 Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132 Operations Maintain Communications 63-6-4038.63-0150 Provide Personne; Service Support 63-6-4039.63-0145 Conduct Command Religious Support Program 63-6-4041.63-0147 Provide Command and Control 63-6-4042.63-0172 Operate Rear Tactical Operations Center 63-6-4047.63-0133 Provide Intelligence Support 63-6-4048.63-0166 Direct Response to Threat Actions 63-6-4049.63-0134 Direct Area Damage Control Operations 63-6-4050.63-0150 Combat Battlefield Stress 63-6-4303.63-0173 Establish Communications 63-6-4016.63-0160 Apply I PB Doctrine and Technique 63-6-4002.63-0152 Perform Risk Management Procedures (Digitized) 63-6-4326.63-0173
Figure 3-1. Mission Outline for the Headquarters, Area Support Group (continued)
3-15

FTX
PROVIDE AREA-LEVEL LOGISTICS

STX 63-6-E0008 — Supervise Redeployment of Subordinate Elements to Home
Station

Provide Legal Services Support 63-6-0425.63-0169
Combat Battlefield Stress 63-6-4303.63-0173
Perform Risk Management Procedures 63-6-4326.63-0173
Supervise Deployment/Redeployment Activities 63-6-4853.63-0108
Coordinate Reconstitution for Redeployment 63-6-4865.63-0119
Prepare Redeployment Movement Plan/Order 63-6-4866.63-0120
Provide Redeployment Support 63-6-4867.63-0121
Perform Redeployment Advance Party Activities 63-6-4868.63-0122
Perform Theater Rear Detachment Activities 63-6-4869.63-0123
Coordinate Home Station Activities 63-6-4870.63-0124
Direct Integration Activities 63-6-4872.63-0125
Plan Command Redeployment 63-6-4874.63-0161

Figure 3-1. Mission Outline for the Headquarters, Area Support Group (continued)
DODDOA-008367
CHAPTER 4
Training Exercise
4-1. GENERAL. Training exercises are used to train and practice personnel in the performance of collective tasks. This MTP contains two types of exercises: FTX and STX. These exercises assist the unit commander in developing, sustaining, and evaluating the unit's staff mission proficiency. This chapter contains one FTX and seven STXs which are designed to provide a basic plan to achieve proficiency in the eight supporting missions identified for the unit staff. Table 4-1 is a listing of the FTX and STXs.
Table 4-1. List of Exercises Mission Number TitleT Pa_
FTX Provide Theater-Level Area Logistics Support 4-4
63-6-E0001 Supervise Deployment of Subordinate Elements to a New 4-18
Theater of Operations
63-6-E0009 Plan Area Support Logistics Operations 4-24
63-6-E0003 Supervise Relocation of Subordinate Elements' Bases 4-31
and Sustainment Resources
63-6-E0004 Supervise Establishment of Subordinate Elements' Bases 4-38
and Facilities
63-6-E0010 Direct Area Support Logistics Operations 4-45
63-6-E0007 Coordinate Force Protection Activities 4-54
63-6-E0008 Supervise Redeployment of Subordinate Elements to 4-62

Home Station
4-2. FIELD TRAINING EXERCISE. The FTX is designed toprovide a training method for the unit staff 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, Provide Theater-Level Area Logistics Support, provides the FTX orientation for HQ, unit's training. This FTX should be conducted when the supported higher unit is also conducting an FTX.
4-3. SITUATIONAL TRAINING EXERCISE. The STX is a short, scenario-driven, mission-oriented tactical exercise used to train a group of closely related and collective tasks. The commander may modify the STX based on local METT-TC and available personnel and equipment. The STX provides the information for training personnel to perform the missions which make up the overall critical wartime mission. The STX performs the following functions:
a.PProvides repetitive training on unit missions.
b..PAllows the commander to focus training on identified weaknesses.
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DODDOA-008368
c.
Allows the unit staff 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 exercise, soldiers and leaders must be safety conscious. Evaluators and trainers have the responsibility to ensure all training is conducted within established safety constraints. Prior to each exercise, all personnel will be briefed on specific safety measures to be taken during execution.
4-5. VISUALIZATION.
a.
TBattle command is the art of battle decision making and leading. It includes controlling operations, as well as 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. Battle command 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 combat support allows the commander to know when, and if a decision should be made. Battlefield visualization is a continuous process that commences with the receipt of a warning order and continues through the end of an operation.

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

d.
The available 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 produced

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DODDOA-008369
by a myriad of information systems represents both known and estimated information, and is possibly flawed by human input. The commander must tailor this information with his judgment, intuition, and experience.
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DODDOA-008370
FIELD TRAINING EXERCISE
PROVIDE AREA-LEVEL AREA LOGISTICS SUPPORT

1. Objective. This FTX is designed to provide unit headquarters staff and key leaders with training in their critical wartime mission: Provide Theater-Level Area Logistics Support. The Headquarters must become proficient in the supervision of: strategic deployment of subordinate elements to a new theater of operations', supervision of the relocation of subordinate elements and sustainment resources, and the establishment of subordinate elements' bases and facilities. The HQ, unit must also be proficient in planning and directing logistics support operations and managing distribution systems for unit and attached elements, coordinating force protection activities; and supervising redeployment of subordinate elements to home station.
2. Interface.
a..This FTX supports the Theater Support Command FTX -Support Theater Tactical Operations.
b..Training the following unit level STXs supports this FTX:
(1) STX 63-6-E0001: Supervise Deployment of Subordinate Elements to a New Theater of Operations.
(2) STX 63-6-E0009: Plan Area SUDDOrt Logistics Operations.
(3) STX 63-6-E0003: (4) STX 63-6-E0004: Supervise Relocation of Subordinate Elements' . Bases and Sustainment Resources. Supervise Establishment of Subordinate Elements'

Bases and Facilities.
(5)
STX 63-6-E0010.Direct Area Support Logistics Operations.

(6)
STX 63-6-E0007:.Coordinate Force Protection Activities.

(7)
STX 63-6-E0008:.Supervise Redeployment of Subordinate Elements to Home Station.

c..This FTX is supported by training in the following unit FTXs.
(1)
Support units in the area of occupation (AO).

(2)
Support combat operations of supported units.

(3)
Provide Area and Reinforcing Logistics Support .

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DODDOA-008371

3.TTraining Enhancers.
a..The training matrices in Chapter 2 show the collective tasks which must be mastered in order to perform HQ, unit missions. Training emphasizing the following activities will improve HQ, unit's ability to perform its missions:
(1) Supervising deployment of subordinate units.
(2) Planning, coordinating, directing, and managing logistics support operations. Maintaining situational awareness of distribution systems that provide location/configuration asset visibility and overall connectivity to supported units, adjacent units, and higher headquarters.
(3) Coordinating the relocation and establishment of subordinate units
in a new area.
(4) Coordinating rear operations in defense of subordinate elements

and sustainment resources.
(5) Planning and coordinating the redeployment of subordinate elements to home station.
b..The supported higher echelon and attached elements are dependent on the unit for logistics support. The unit training cycle should be synchronized with subordinate units and supported units. It is important to develop a habitual relationship and closely coordinate annual training plans between and among organizations of the unit, combat elements, and combat support elements of the supported higher headquarters. This training may be conducted in garrison or the local training area (LTA) by the following methods:
(1)
Map exercise (MAPEX) combined with a sand table exercise.

(2)
Training exercise without troops (TEWT).

(3) Communications Exercise (COMEX)/Situational Awareness Exercise. These exercises are used to practice battle command information procedures and operations, as well as logistics support operations. Units practice mission tasks using appropriate automation systems, to include using Combat Service Support Control System and standard army management information systems (STAMIS). The HQ, unit should practice continuity of operations (COOP) techniques and procedures in order to develop manual procedures for use in the event of automation failure or disruption due to enemy action.
c..Training will be further enhanced by establishing an aggressive spirit in leaders and subordinate units, and developing cohesiveness and trust between the
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DODDOA-008372
supporting corps and the supported units. These attributes will be fostered by the following activities:
(1)
Aggressive unit sports and physical fitness program. Such activity should be conducted with members of subordinate unit elements.

(2) Leader or individual confidence courses.

(3)
Appropriate training films (CSS and combat) that have a positive, aggressive effect on the soldiers.

(4) Awareness of unit's heritage.

(5)
Partnership activity and training exchange programs between and among members of the unit and maneuver units and higher echelon troops. For example, the combat arms and combat support units have the expertise to teach combat and combat support related skills to members of the unit. The unit, in turn, has the capability to teach logistics support related skills to members of combat and combat support units. Such activity will foster the mutual respect and trust needed on future non-linear battlefields.

d.TThis exercise begins with the receipt of a warning order and ends after restoration of the unit to home station or mobilization site. Figure 4-1 illustrates the general sequence of task performances in this exercise. Table 4-2 is a suggested scenario.
c.TThis exercise may be conducted under several options. These options are not all-inclusive, and can be exercised in various combinations.
(1)TConditional options, in support of:
(a) Support offensive operations.
(b) Support defensive operations.
(c) Support retrograde operations.
(d) Day, night, or NBC operations.
(e) Support and stability operations.

(2)TOperational options.
(a)TCoordinate Force Protection Activities: Plan Rear Area Operations, Plan Unit Area Tactical Operations, and Direct Responses to Threat Actions.
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DODDOA-008373
(b)
Coordinate Logistics Support Operations: Plan Area Logistics Support Operations, Supervise Relocation of Subordinate Elements' Bases and Sustainment Resources, Supervise Establishment of Subordinate Elements' Bases and Facilities, Direct Area Logistics Support Operations.

(c)
Coordinate Force Projection Operations: Coordinate Unit Deployment Operations, Onward Movement and Unit Redeployment Operations.

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DODDOA-008374
•Perform Pre-deployment Activities
•Conduct Nontactical Road March

• Perform Debarkation

SP RP ,
.

Activities

HOME STATION APOE/SPOE
'Perform Embarkation Activities


Plan The Move


Plan Occupation

SP

Tactical

• Plan Mission Support

Road March

• React To
Ambushes

• Cross
Contaminated Area

eIMploy NBC Def en

•Perform Pre-Redep

Activities
Tactical
Road rch


Occupy Site


sweep Area

• Set Up Area

• Set UP patens*

*Support
Tactical Operations

NEW SITE
•Conduct Nontactical
Road March

• Perform Embarkation
Activities

esmploy Active And Passive
Air Defense Measures

•Conduct Salts

/r

*React
To Air Attacks

•Respond
To Threat

PFOR /
• Perform ADC Activities

•Conduct Nontactical
Road March

•Perform Debarkation

HOME )
Activities

STATION
Figure 4-1. General Scenario Illustration
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DODDOA-008375
Table 4-2. Headquarters, Area Support Group FTX, Provide Theater-Level Area Logistics Support
EVENT ACTION ESTIMATED TIME
1.
Receive warning order 10 min

2.
Direct pre-deployment alert activities 10 min

3.
Establish the emergency operations center 2 hrs

4.
Operate the emergency operations center 10 hrs

5.
Supervise deployment activities 3 hrs

6.
Coordinate Soldier Readiness Program support 3 hrs

7.
Provide deployment personnel and administrative 4 hrs
services support

8.
Coordinate family assistance plan 2 hrs

9.
Coordinate deployment training support 2 hrs

10.
Provide 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 movement of subordinate elements to 1 hr
aerial and sea ports

16.
Perform deployment advance party activities 4 hrs

17.
AAR 1 hr

18.
Perform advance/quartering party activities 4 hrs

19.
Coordinate Theater Assembly Area 2 hrs

20.
Coordinate onward movement 1 hr

21.
Establish command post (forward) 2 hrs

22.
Conduct mission analysis 1 hr

23.
Prepare estimates 1 hr

24.
Prepare operational/commander's estimate 1 hr

25.
Prepare OPLAN/OPORD and annexes 1 hr

26.
Plan the relocation of bases and sustainment 2 hrs
resources

Table 4-2. Headquarters, Area Support Group FTX,
Provide Theater-Level Area Logistics Support (continued)

EVENT ACTION ESTIMATED TIME
27.
Supervise the relocation of subordinate elements, 4 hrs
sustainment resources, and unit HQ

28.
Supervise the establishment of subordinate 6 hrs
elements' bases and facilities

29.
AAR 1 hr

30.
Provide Theater-Level Logistics (*includes 31, 32 88 hrs
and 33)

31.
*Plan area logistics support operations 16hrs

32.
*Direct area logistics support operations 36 hrs

33.
*Coordinate distribution systems 36 hrs

34.
AAR 1 hr

35.
Coordinate force protection activities 8 hrs

36.
Defend against Level II/III attack 2 hrs

37.
Hand over battle to a TCF 45 min

38.
Coordinate unit ADC operations 1 hr 30 min

39.
AAR 1 hr

40.
Receive warning order for redeployment 15 min

41.
Coordinate reconstitution of the unit for deployment 2 hrs

42.
Coordinate turn in of excess sustainment stocks 1 hr

43.
Prepare redeployment movement plan/order 1 hr

44.
Supervise unit redeployment activities 2 hrs

45.
Coordinate redeployment support 2 hrs

46.
Coordinate redeployment advance party activities 2 hrs

47.
Coordinate theater rear detachment activities 2 hrs

48.
Coordinate home station activities 2 hrs

49.
AAR 2 hrs

4-10
DODDOA-008377
Table 4-2. Headquarters, Area Support Group FTX,
Provide Theater-Level Area Logistics Support (continued)

Total Hours 101 hrs 35 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 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.
4.
TGeneral Situation.

a.
The multifunctional unit plans and directs area logistics services support, and monitor distribution systems to support tactical operations. The headquarters staff is charged with supervising the strategic deployment of subordinate elements to new theaters of operations. It is responsible for planning logistics support operations, and distribution systems; relocating and establishing subordinate units and sustainment resources in a new area; directing logistics and combat health services support operations; and monitoring distribution systems in support of the higher echelon. It is also responsible for coordinating force protection activities and strategic redeployment of the unit to home station.

b.
The higher echelon has been alerted for strategic deployment to a potentially hostile country. The HQ, element must deploy to provide command and control to subordinate and attached logistics support units, plan and direct area logistics support operations, and monitor distribution systems to support tactical operations. HQ, unit personnel will deploy by air. Equipment will deploy by both 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, element is prepared for OPFOR activity during reception, staging, onward movement and integration (RSO&I) operations, establishment of subordinate elements' bases and facilities and during logistics and combat health services support operations. HQ, Theater will provide guidance to the HQ, unit when a level II/III threat is anticipated. Upon notification of a Level II/III attack, HQ, unit will cease logistics operations and coordinate force protection activities within

4-11
DODDOA-008378
the unit tactical area and subsequent battle hand over to Military Police (MP) units or a tactical combat force (TCF).
c.
This exercise is conducted under all environmental conditions, both day and night. The unit will operate under threat of enemy assault by weapons of mass destruction, ground or air attack, indirect conventional fires, and electronic warfare.

d.
The HQ, unit should be prepared to relocate subordinate elements forward or laterally, as required, by "leapfrogging" while continuing to provide required logistics support to the theater.

e.
The HQ, unit should be prepared to relocate at least once every 72 hours.

5.
TSpecial Situation.

a.
The higher echelon commander has issued the following warning order:

"Be prepared to deploy the unit to Tvicinity T, coordinates Tand establish subordinate elements' bases and facilities to support tactical operations. Be prepared to support units and attached elements within Thours of arrival. Coordinate with higher echelon G4 on logistics services support requirements and EAD distribution systems to support the maneuver elements and higher echelon for the task organization. Priority of support will initially go to the -- ."
b. The unit commander issues the following instructions to his staff.
"We are being deployed to support theater elements and attached units in . vicinity ., coordinates .and must be prepared to support tactical operations within .hours of arrival. Priority of support is to ----TBA. Get with the G3 on higher headquarters' task organization and the G4 for logistics requirements and EAD distribution systems to support the higher echelon. Begin your process for deploying subordinate and attached elements to a new theater of operations, planning logistics services support operations, establishing subordinate elements and facilities, directing logistics services support operations, managing distribution systems, relocating subordinate elements and sustainment resources, and coordinating force protection activities. Are there any questions? This exercise will begin with receipt of a warning order from me and end upon notification from me."
6.
.Support Requirements.

a.
Minimum Trainers and OCs. This exercise, if internal, will be conducted by the commander, who will also be the trainer and the senior internal OC. If possible, there should be an OC with each staff section and subordinate unit. At least one other OC is required with the OPFOR.

b.
Vehicles/Communications. Vehicles and communications equipment are needed for each OC and the primary trainer. Radios and digital means of communications are required for OPFOR vehicles during operations. Each OC reports directly to the primary trainer.

c.
Opposing Force. An OPFOR company (+) is required to simulate Level II/111 threat activities. The OPFOR should be well trained in patrol, assault, and guerrilla tactics and should have specific missions in the unit area. MILES can be used by the controller to assess damage and casualties to units.

d.
Maneuver Area. Depending on local training conditions, a training area with minimum dimensions of 20 by 20 kilometers is desired. A road network is required that allows a road march of at least 30 kilometers.

e.
Master Incident List (MIL). During the FTX, MIL items should be continually fed into proper channels. Input from maneuver units in theater, subordinate units, and supported divisional, EAD, and OPFOR causes responses from the unit staff. A major purpose of this FTX is to drive unit staff and subordinate units to a simulated combat level of support requirements. The appropriate Battlefield Functional Area Control System (BFACS) should serve as the primary vehicle to input items from the MIL.

f.
Consolidated Support Requirements. Unit support requirements can be calculated by adding the sum of the requirements for each subordinate unit STX and the requirements for the headquarters and headquarters company (HHC) when these elements participate. Table 4-3 shows the suggested support requirements for this FTX

4-13
DODDOA-008380
7.TTraining and Evaluation Outline Sequence. Table 4-3 lists the T&EOs to be
used by the OCs.
Table 4-3. T&EOs for evaluating this
FTX,
Provide Theater-Level Area Logistics
Support Task

Provide Legal Services Support Receive the Mission Conduct Mission Analysis Apply Intelligence Preparation of the
Battlefield Doctrine and Techniques Develop Feasible Courses of Action Maintain Current Estimates of the Situation Analyze Feasible Courses of Action Prepare Operations Plan/Operations Order Prepare Annexes, Appendices, Enclosures,
Tabs, Additions, and Overlays
Revise Tactical Standing Operating Procedure Develop Road Movement Order Develop Occupation Plan Plan Area Tactical Operations Provide Assistance for Supported
Command's Logistics Planning Plan Rear Operations Supervise Advance/Quartering Party
Activities Establish Command Post (Forward) Establish Communications Coordinate Movement of Subordinate
Elements
Supervise Establishment of Subordinate Elements and Headquarters Establish Logistics Operations Center and
Administrative Areas
Task NumberT Page
63-6-0425.63-0169 5-97
63-6-4000.63-0168 5-164
63-6-4001.63-0170 5-161
63-6-4002.63-0152 5-166
63-6-4003.63-0152 5-169
63-6-4004.63-0171 5-172
63-6-4005.63-0153 5-175
63-6-4006.63-0154 5-178
63-6-4007.63-0155 5-181
63-6-4008.63-0156 5-184
63-6-4009.63-0157 5-186
63-6-4010.63-0158 5-191
63-6-4011.63-0127 5-75
63-6-4012.63-0135 5-99
63-6-4013.63-0128 5-77
63-6-4014.63-0100 5-7
63-6-4014.63-0101 5-10
63-6-4016.63-0160 5-194
63-6-4017.63-1002 5-12
63-6-4018.63-0102 5-15
63-6-4019.63-0103 5-17

Table 4-3. T&EOs for evaluating this
FTX,
Provide Theater-Level Area Logistics
Support Task

Operate the Logistics Support Area of the Logistics Operations Center Establish Support Operations Office Prepare Continuity of Operations Plan Coordinate Internal Logistics Coordinate Bulk Class III Support Coordinate Class V Support
Coordinate Maintenance Support Coordinate Class II, III(PKG), IV, VII, and IX Support
Coordinate Transportation Support Coordinate Class I, VI, and Water support Coordinate Field Services Support Provide Foreign Nation Support
Coordination
Perform Assessment and Recovery Operations Coordinate Support for Regeneration
Activities
Operate the Tactical Support Area of the Logistics Operations Center Supervise Operations Security Program Supervise Nuclear, Biological, and
Chemical Defense Operations Maintain Communications Provide Personnel Services Support Provide Administrative Services Support Conduct Command Religious Support
Program Provide Command and Control Provide Automation Support Manage Replacement of Weapon Systems Operate the Rear Tactical Operations
Center Provide Intelligence Support Direct Response to Threat
Task Number. Page
63-6-4020.63-0129
5-80
63-6-4021.63-0104 5-19
63-6-4022.63-0136 5-103
63-6-4023.63-0136 5-105
63-6-4024.63-0137 5-109
63-6-4025.63-0138 5-112
63-6-4026.63-0139 5-116
63-6-4027.63-0140 5-120
63-6-4030.63-0141 5-125 63-6-4028.63-0140 5-123 63-6-4031.63-0142 5-128P. 63-6-4032.63-0142 5-130
63-6-4033.63-0143 5-132
63-6-4034.63-0144 5-134
63-6-4035.63-0130 5-84
63-6-4036.63-0131 5-87 63-6-4037.63-0132 5-89
63-6-4038.63-0150 5-194 63-6-4039.63-0145 5-136 63-6-4040.63-0146 5-139 63-6-4041.63-0147 5-142
63-6-4042.63-0172 5-200 63-6-4043.63-0148 5-144 63-6-4046.63-0149 5-147 63-6-4047.63-0133 5-93
63-6-4048.63-0166 5-5 63-6-4049.63-0134 5-95
4-15
Table 4-3. T&EOs for evaluating this
FTX,
Provide Theater-Level Area Logistics
Support Task (continued)

Direct Area Damage Control Operations Manage Distribution Systems Establish Liaisons Combat Battlefield Stress Perform Risk Management Procedures Direct Deployment Alert Activities Establish the Emergency Operations
CenterP • Operate the Emergency Operations Center Supervise 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 Perform 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
Task Number. Page
63-6-4050.63-0150 5-149 63-6-4060.63-0151 5-151 63-6-4061.63-0167 5-154 63-6-4303.63-0173 5-156 63-6-4326.63-0173 5-159 63-6-4850.63-0105 5-21 63-6-4851.63-0106 5-23
63-6-4852.63-0107 5-25 63-6-4853.63-0108 5-27
63-6-4854.63-0109 5-30 63-6-4855.63-0110 5-32
63-6-4856.63-0111 5-34
63-6-4857.63-0112 5-37 63-6-4858.63-0113 5-39 63-6-4859.63-0114 5-41
63-6-4860.63-0115 5-43 63-6-4861.63-0116 5-47
63-6-4862.63-0116 5-49 63-6-4863.63-0117 5-41 63-6-4864.63-0118 5-53
63-6-4865.63-0119 5-55
63-6-4866.63-0120 5-57
63-6-4867.63-0121 5-59 63-6-4868.63-0122 5-62
63-6-4869.63-0123
5-64
63-6-4870.63-0124
5-66
4-16
Direct Integration Activities 63-6-4871.63-0125 5-70 Plan Command Deployment in a Peacetime 63-6-4872.63-0126 5-72 Environment Plan Command Deployment Upon Receipt 63-6-4873.63-0162 5-204 of a Warning Order Plan Command Redeployment 63-6-4874.63-0161
5-205
4-17
DODDOA-008384
HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
SUPERVISE DEPLOYMENT OF SUBORDINATE ELEMENTS TO NEW THEATER OF
OPERATIONS
STX 63-6-E0001

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

b.
This STX is supported by the Battalion-level 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 CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding battalion STX should be trained prior to the unit exercise.

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

(2)
During classroom activities, the use of the TSOP and the responsibilities and procedures outlined in FMs 55-9, 55-10, 55-65, 63-2-2 and 100-17series, and ARs 220-10, 700-84 and 750-1 should be discussed. The T&EOs listed in this STX should also be reviewed.

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

(4)
Command Post Exercises (CPXs), Command Field Exercises (CFXs), and TEWTs provide ground training for leaders. STXs support such exercises. Situational awareness should be maintained throughout this STX using the near time capability of communications and information systems.

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

(6) Tips for leader training.

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

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

(c)
Leaders should review the unit and higher echelon deployment SOPs.

4-18
DODDOA-008385
b.TTips for Training.
(1)TAfter the unit demonstrates proficiency for the tasks in Table 4-4, this STX can be trained under several options.
(a) Inclement weather.
(b) Various unit category levels.
(c) Different modes of transportation.
(d) Numerous incremental movements.
(e) With or without NBC conditions.
(f) Day or night.

(2)TThe HQ, unit must become proficient in the doctrine and TTP of planning and supervising deployment activities before attempting more complex options.
(3)TAfter proficiency in this STX is reached, the unit sustains proficiency by executing this STX as part of an FTX.
DODDOA-008386
4.
.Training Enhancers.

a.
The commander, in coordination with Theater staff, secures deployment guidance, orders, pertinent plans, and SOPs. The commander also reviews deployment contingency plans.

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

c.
The theater level G3 provides unit with the deployment sequence.

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

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

Table 4-4. Headquarters, Area Support Group STX 63-6-E0001,
Supervise Deployment of Subordinate Elements to a New Theater of Operations
EVENT ACTION ESTIMATED TIME
1.
Plan unit deployment (in peacetime environment) 4 hrs

2.
Receive notification 10 min

3.
Verify notification 10 min

4.
Receive commander's guidance 40 min

5.
Plan unit deployment 4 hrs

6.
Direct deployment alert activities 2 hrs

7.
Operate the emergency operations center 3 hrs

8.
Supervise unit pre-deployment activities 2 hrs

9.
*Coordinate Soldier Readiness Program support 2 hrs

10.
*Coordinate deployment personnel services and 2 hrs

administrative services support
1t. *Coordinate family assistance plan 2 hrs

12.
*Coordinate deployment training support 3 hrs

13.
Provide deployment intelligence support functions 3 hrs

14.
Provide deployment logistics support 2 hrs

15.
Receive movement order 30 min

16.
Coordinate rear detachment support 2 hrs

Table 4-4. Headquarters, Area Support Group STX 63-6-E0001,
Supervise Deployment of Subordinate Elements to a New Theater of Operations
(continued)

EVENT ACTION ESTIMATED TIME
17.
Perform home station rear detachment activities 2 hrs

18.
Coordinate movement of subordinate elements 2 hrs

19.
Perform deployment advance party activities 2 hrs

20.
Coordinate APOE/SPOE activities 2 hrs

21.
Coordinate embarkation activities 2 hrs

22.
AAR 1 hr

23.
Coordinate debarkation activities 2 hrs

24.
Coordinate staging area activities 1 hr

25.
Receive movement order 30 min

26.
Coordinate movement of subordinate elements 2 hrs

27.
Perform deployment advance party activities 1 hr

28.
Final AAR

Total Time: 41 hrs
NOTE 1: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the unit.
NOTE 2: Some events are accomplished concurrently while others occur in sequence.
* Indicates time is not added to the total time because tasks are performed simultaneously.
5..General Situation.
a.
The unit is currently at home station. The unit is under the command and control of Headquarters, Theater Support Command. Its mission is to support area and supported tactical operations.

b.
Subordinate and attached unit commanders provide personnel and equipment status reports.

c.
The supporting installation provides required deployment support.

d.
APOEs, SPOEs and the OCONUS location are identified.

4-21
DODDOA-008388
e.MThis exercise is conducted in all environmental conditions.
6. FRAGO. The commander issues the following FRAGO:
"We have been alerted to deploy OCONUS with the Theater. New OCONUS location is M, vicinity M(grid coordinates). Begin your planning process to prepare the unit for deployment. Be prepared to deploy within Mhours. I will conduct an AAR after the conclusion of this STX."
7. Support Requirements.
a.MMinimum Trainer and OCs. This exercise should be conducted with the unit commander or unit XO as the trainer and primary OC. Because of the detail required in evaluating the elements 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.MOpposing Force:ar
(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 facility damage,

equipment losses, and personnel casualties.
c.MVehicles and Communications. Vehicles and communications equipment organic to the unit are used. When OPFOR is employed, a vehicle and digital communications for the OCs are used. The senior trainer/OC requires communications to provide input from the MIL.
d.MManeuver Area. Depending upon the LTA, an adequate training area of approximately 20 by 20 kilometers is desired for setting up operations. A road network is required that allows a road march of at least 30 kilometers.
e.MMaster Incident List (MIL). During this STX, the MIL is essential to provide input to drive staff actions. MIL items should be inputted using the appropriate communications and information systems.
f.MConsolidated Support Requirements. Unit support requirements can be calculated by adding the sum of the requirements for each subordinate unit.
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DODDOA-008389
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 STX 63-6-E0001,
Supervise Deployment of Subordinate Elements to a New Theater of Operations
Task. Task Number.Pa e

Provide Legal Services Support 63-6-0425.63-0169 5-97 Combat Battlefield Stress 63-6-4303.63-0173 5-156 Perform Risk Management Procedures 63-6-4326.63-0173 5-159 Direct Deployment Alert Activities 63-6-4850.63-0105 5-21 Establish the Emergency Operations Center 63-6-4851.63-0106 5-23 Operate the Emergency Operations Center 63-6-4852.63-0107 5-25 Supervise Deployment/Redeployment Activities 63-6-4853.63-0108 5-27 Update Movement Plan/Order 63-6-4854.63-0109 5-30 Coordinate Soldier Readiness Program Processing 63-6-4855.63-0110 5-32 Support Provide Deployment Personnel and Administrative 63-6-4856.63-0111 5-34 Services Support Coordinate Family Assistance Support 63-6-4857.63-0112 5-37 Coordinate Deployment Training Support 63-6-4858.63-0113 5-39 Perform Deployment Intelligence Support 63-6-4859.63-0114 5-41 Functions Provide Deployment Logistics Support 63-6-4860.63-0115 5-43 Perform Deployment Advance Party Activities 63-6-4861.63-0116 5-47 Coordinate Onward Movement 63-6-4862.63-0116 5-49 Coordinate Rear Detachment Support 63-6-4863.63-0117 5-51 Perform Home Station Rear Detachment Activities 63-6-4864.63-0118 5-53 Direct Integration Activities 63-6-4871.63-0125 5-70 Plan Command Deployment in a Peacetime 63-6-4872.63-0126 5-72 Environment Plan Command Deployment Upon Receipt of a 63-6-4873.63-0162 5-202 Warning Order
DODDOA-008390

HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
PLAN AREA LOGISTICS SUPPORT OPERATIONS
STX 63-6-E0009

1..Objective. This STX trains the unit staff and other key members to plan logistics support operations in support of supported division tactical operations. The staff must become proficient in analyzing the mission; determining logistics support requirements; planning distribution systems; determining analog and digital communications requirements; determining and coordinating available sustainment resources (including Foreign Nation Support (FNS); preparing the commanders estimate and supporting estimates; and developing the OPLAN/OPORD with annexes and overlays. The staff must be able to successfully plan a unit ground movement, establish subordinate elements and sustainment resources in a new location, relocate subordinate elements and facilities as required, and coordinate force protection activities. This STX combines the elements of planning, coordinating, and preparing operational, tactical, and distribution plans and orders necessary to provide logistics support for various types of combat operations.
2..Interface.
a. This STX can be used as a CPX to develop plans.
b. This STX supports the unit FTX, Provide Theater-Level Area Logistics
Support.

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 the responsibilities and procedures outlined in FMs 63-2-2, 71-100, 100-10, 101-5, and 101­5-1 should be discussed. The T&EOs listed in this STX should also be reviewed.

(3)
CPXs, CFXs, and TEWTs provide ground training for leaders when selected STX locations are used. A CPX facilitates communications set up, distribution management planning, practice of the unit TSOP, and staff coordinating procedures.

(4)
Communications Exercise (COMEX)/Situational Awareness Exercise practices battle command information procedures and operations, and logistics and combat health services support coordination. Units practice these mission tasks using appropriate automation systems, to include Combat Service Support Control System (CSSCS) and other battlefield functional area control systems (BFACS), and logistics and medical 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, higher's organization, miles traveled, and geographical region.

(5)
Simulations and games are 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. If possible, a map of the location 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 operational and distribution plans and orders.

(b) The unit TSOP should be reviewed.

(c)
A personal reconnaissance should be conducted, if possible, of the training areas where movement, establishment, and mission tasks will be performed.

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

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

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DODDOA-008391
b..Tips for Training.
(1).After the unit staff demonstrates proficiency for the tasks in Table 4-6, this STX can be trained under several options.
4-25
DODDOA-008392
(a)
Offensive operations.

(b)
With or without OPFOR interdictions.

(c)
Stability and support operations.

(d)
Defensive operations.

(e)
Retrograde operations.

(2)
The unit staff must become proficient in its basic mission tasks: establishing and maintaining situational awareness; working as a staff to develop completed staff products; and using BFACS to plan and manage distribution systems, coordinate force protection, and to direct logistics and combat health services support in support of tactical operations before attempting more complex options.

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

4..Training Enhancers.
a.
The senior trainer completes the mission analysis and issues planning guidance, restates the mission, and selects a course of action based on the unit commander's guidance or based upon his own judgment.

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 unit should be able to relocate at least once every 144 hours.

e.
The S2/S3 should complete the OPLAN/OPORD and provide a hard copy to the senior trainer for evaluation. The Support Operations Officer should complete the Support Operations and Distribution Systems plans.

5..General Situation.
a.
The unit is deployed in a combat zone. The unit mission is to support supported tactical operations. The unit commander has received a warning order from the theater and/or supported commander.

b.
The theater and/or supported division commanders' planning guidance and restated mission guidance have been reviewed. The unit commander has provided his planning guidance and restated mission. The theater and/or the supported division

DODDOA-008393
commanders' estimate(s) have been received and are used as a basis for the development of the operations estimate.
c..This exercise begins with receipt of a warning order and ends when the OPORD/OPLAN is distributed. AARs are conducted after completion of staff estimates, after a course of action is selected, and following the OPORD/OPLAN briefing. Table 4­6 is a suggested scenario.
Table 4-6. Headquarters, Area Support Group STX 63-6-E0009
Plan Area Logistics Support Operations

EVENT ACTION ESTIMATED TIME

1.
Receive warning order 15 min

2.
Analyze mission 45 min

3.
Restate mission and issue planning guidance 30 min

4.
Analyze area of operation 15 min

5.
Determine logistics and combat health services 1 hr
support requirements

6.
Prepare staff/operations/commander's estimate 3 hrs

7.
AAR 1 hr

8.
Preparation of OPLAN/OPORD 1 hr 30 min

9.
Prepare movement plan 1 hr

10.
Prepare occupation plan 1 hr

11.
Prepare initial Force Protection Plan and ADC 1 hr
plan

12.
Briefing of OPLAN/OPORD 1 hr

13.
AAR 1 hr

14.
Preparation of annexes 1 hr 30 min

15.
Approval of annexes 15 min

16.
Final AAR 1 hr

DODDOA-008394
Table 4-6. Headquarters, Area Support Command STX 63-6-E0020,
Employ Military Decision Making Process (continued)
Total Time: 16 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 unit. Annexes can be prepared as part of this STX or can be used as lead-ins to other STXs.
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 list of supported higher echelon task organization has been secured and is the basis for projected CSS requirements. Unit augmentation has been determined.

g.
The higher echelon G4 through a liaison officer has requested detailed logistics data on requirements and distribution systems for supporting the higher echelon's mission.

h.
The defense of the unit area of responsibility will be based on a base cluster concept controlled by the supporting rear operations element.

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

6..Special Situation.
a. The unit commander is conducting a staff meeting with his key staff members and Battalion commanders:
"The supported unit will be conducting an .operation within --- hours. The division's mission is .. The concept of operation is .and is estimated to last approximately --- hours. Operations will commence in the vicinity of .; the final objective is .. The unit mission is to provide logistics support from . (grid coordinates) locations. Priority of support is initially to the .TBD."
b. The unit commander issues the following additional instructions:
4-28
DODDOA-008395
"Begin your planning process for developing plans and distribution systems to support this mission. I want a seamless and synchronized flow of materiel and other sustainment resources from the Rear ASG to the maneuver brigades and other supported units with a minimum of double handling of cargo or customer wait time. I want maintenance managers to strictly enforce repair cycle time on all items on the Commander's Tracked Items List. Make maximum use of throughput and trans-load operations down to the customer level. CSSCS systems give us an unprecedented ability to see the battlefield as it unfolds and to anticipate and project requirements, not just react to them. Close coordination with supported command enables us to support throughput of sustainment resources and LOGPAC operations with precision down to distribution and unit logistics release points, or weapons systems level. I want the distribution system in place to establish and maintain asset and intransit visibility of materiel and other sustainment resources in the distribution system. I want to be able to rapidly direct, redirect, cross level, or mass logistics and combat health services support resources at critical points within the area of responsibility. Further information will be disseminated as it is received. Plan to conduct AARs after my commander's estimate has been prepared and after OPORD and annexes have been approved and are ready for distribution. Are there any questions?"
7..Support Requirements.
a..Minimum Trainers and OCs. This exercise should be conducted with the unit 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. If this STX is conducted as part of a unit FTX, the total number of OCs needed is the sum of the number needed for each subordinate unit STX. The trainers/evaluators monitor and evaluate the accuracy of the estimates, the soundness of recommendations, and the thoroughness of coordination.
b..Opposing Force:
(1) OPFOR may or may not be required when the exercise is conducted as part of a CPX. OPFOR should be used if the exercise is part of an FTX.
(2) OPFOR should have specific missions and be controlled when
used.
(3) MILES can be used, or the OC can assess damage to the unit.

c..Vehicles and Communications. Vehicles and communications equipment organic to the HQ, unit are used. When OPFOR is employed, a vehicle, and radio are needed for the OCs.
d..Maneuver Area. Not required when this STX is used as a CPX.
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DODDOA-008396
e. Master Incident List (MIL). During the STX, the MIL is essential to provide input to drive HQ, unit actions. MIL items should be inputted using the appropriate communications and information systems.
f. Consolidated Support Requirements. Unit support requirements can be calculated by adding the sum requirements for each subordinate unit participating in the exercise.
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 63-6-E0009,
Plan Area Logistics Support Operations

.
Task
Provide Legal Services Support Receive the Mission Conduct Mission Analysis Apply Intelligence Preparation of the Battlefield Doctrine and Techniques Develop Feasible Courses of Action Maintain Current Estimates of the Situation Analyze Feasible Courses of Action Prepare Operations Plan/Operations Order Prepare Annexes, Appendices, Enclosures, Tabs, Additions, and Overlays Revise Tactical Standing Operating Procedures Develop Road Movement Order Develop Occupation Plan Plan Area Tactical Operations Provide Assistance for Supported Command's Logistics Planning Plan Rear Operations Operate the Logistics Support Area of the Logistics Operations Center Prepare Continuity of Operations Plan Operate the Tactical Support Area of the Logistics Operations Center Maintain Communications Provide Command and Control Establish Liaisons
Task Number.Page
63-6-0425.63-0169 63-6-4000.63-0168-63-6-4001.63-0170 63-6-4002.63-0152
63-6-4003.63-0152 63-6-4004.63-0171 63-6-4005.63-0153 63-6-4006.63-0154 63-6-4007.63-0155
63-6-4008.63-0156 63-6-4009.63-0157 63-6-4010.63-0158 63-6-4011.63-0127 63-6-4012.63-0135
63-6-4013.63-0128 63-6-4020.63-0129
63-6-4022.63-0136 63-6-4035.63-0130
63-6-4038.63-0150 63-6-4042.63-0172 63-6-4061.63-0167
5-97 5-164 5-161 5-166
5-169 5-172 5-175 5-178 5-181
5-184 5-186 5-191 5-75 5-99
5-77 5-80
5-103 5-84
5-197 5-200 5-154
4-30

DODDOA-008397

HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
SUPERVISE RELOCATION OF SUBORDINATE ELEMENTS' BASES
AND SUSTAINMENT RESOURCES
STX 63-6-E0003

1..Objective. This STX is designed to train the unit staff and other key leaders in planning and coordinating the movement of subordinate elements and sustainment resources to new operating sites. The staff must become proficient in determining movement priority and support requirements. It must become proficient in coordinating and directing reconnaissance/quartering/advance party operations, selecting routes, coordinating required logistics support for the move, controlling the movement of subordinate and attached units, and coordinating logistics support for the supported higher echelon while moving. This STX combines the elements of command and control, column formations, movement control, situational awareness, communications, and force protection activities necessary to supervise the relocation of subordinate elements' bases and sustainment resources to a new operating area.
2.
.Interface.

a.
This STX supports the unit level FTX — Provide Theater-Level Area Logistics Support.

b.
The STX can be used to plan and implement movement of the unit and subordinate elements' bases and facilities 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 unit exercise.

03..Training.
a..Leader Training.
(1)
During classroom activities, the use of the TSOP should be discussed. The T&EOs listed in this STX and FMs 5-36, 55-1, 63-2-2, 55-30, 101-5, and 105-1 should also be reviewed.

(2)
Leaders should use a map of the location where the STX is to be conducted and a sand table model to match the actual terrain, if possible. A MAPEX assists in terrain analysis, route selection, selection of operating areas, and the determination of potential OPFOR points of attack.

(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. It also provides training in determining movement requirements, as well as coordinating and controlling the move.

(4)
A TEWT can be conducted at a field site. Leader representatives from subordinate and attached units should participate. This 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 this STX using the available communications and information systems.

(7) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for planning and executing movement and preparing movement annexes/orders (FMs 55-30, 101-5, and 101-5-1).

DODDOA-008398
(b) The theater and unit Tactical/Field SOPs 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 senior leader tasks which must be trained or executed by the unit commander or XO with this STX are: conduct mission analysis, issue planning guidance, establish priorities for movement, approve movement order/annex, and supervise staff operations.
b..Tips for Training.
(1).After the unit demonstrates proficiency for the tasks in Table 4-8 and leaders have been trained in the leader tasks, this STX, can be trained under several options.
(a)
With or without OPFOR interdictions.

(b)
With or without NBC conditions.

(c)
Movement of specified elements only.

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

(e)
Movement by road or cross-country.

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DODDOA-008399
(f).Support or nonsupport of higher echelon units on the move.
(2)
The staff must become proficient in the doctrine and TTP for establishing situational awareness during movement, planning for higher echelon support during the move, and in the doctrine and TTP of planning and coordinating the movement of subordinate elements before attempting more complex options.

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

4..Training Enhancers.
a..The commander determines movement priorities based upon the higher commander's guidance, type of operations, or based upon his own judgment. The enemy operations are based upon his own judgment or input from the higher echelon staff. The enemy situation will affect the security requirements.
b..The staff sections plan the move, and prepare the movement order/annex. The S2/S3 Section leads this task with input from other staff sections.
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 unit should be able to relocate at least every 6 days 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?
order? (2) Did the staff properly react to all deviations from the movement
(3) Did the subordinate units implement the movement plan properly?

g..Deficiencies identified in (1) (2) above can be traced to staff weaknesses. Those identified in (3) above are subordinate unit weaknesses. If the plan is
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DODDOA-008400
satisfactory, but the unit execution is poor, then, more frequent moves during FTXs or battalion-level STXs are required.
h..This exercise begins with the assignment of responsibility for the movement annex and ends when the last unit element has crossed the RP. AARs are conducted after preparation of the movement annex and after the last subordinate unit crosses the RP. This table includes a suggested scenario.
Table 4-8. Headquarters, Area Support Group STX 63-6-E0003,
Supervise Relocation of Subordinate Elements' Bases and Sustainment
Resources

EVENT ACTION ESTIMATED TIME
1.
Receive warning order 15 min

2.
Determine movement support requirements 1 hr 30 min

3.
Conduct reconnaissance of new area 1 hr

4.
Brief unit commander 1 hr

5.
Prepare road movement order 1 hr

6.
AAR 1 hr

7.
Coordinate road march(s) 10 min

8.
React to NBC contamination 1 hr

9.
OPFOR activity 1 hr

10.
AAR 1 hr

11.
Monitor units crossing the RP 30 min

12.
Brief unit commander 30 min

13.
Final AAR 1 hr

4-34
Table 4-8. Headquarters, Area Support Group STX 63-6-E0003,
Supervise Relocation of Subordinate Elements' Bases and Sustainment
Resources (continued)

Total Time: 10 hrs 55 min
NOTE: Events will be trained to standard, not time limitations. The time needed to train an event will vary based on METT-TC factors and the training proficiency of the unit staff.
5..General Situation.
a. The unit is deployed in a combat zone. The unit mission is to provide logistics support to the supported higher echelon units and attached elements. After receiving guidance from the Theater commander, the unit commander determines that he cannot support the supported higher echelon commander's intent or the scheme of maneuver from current positions. He has decided to relocate subordinate elements' bases 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, indirect conventional fires,

employing weapons of mass destruction, and engaging in electronic warfare.
e.
Major deviations from the movement order occur.

f.
This exercise is conducted in all environmental conditions.

6..FRAGO.
a..The unit commander is conducting a staff meeting. The following guidance is given to the staff:

"The unit will move to the vicinity of .(grid coordinates) and establish subordinate elements and facilities to support supported tactical operations. The unit must cross the start point (SP) NLT .(DTG) and the release point (RP) NLT . (DTG). Conduct route reconnaissance, select routes, organize units for move, and prepare movement annex/order, to be published, NLT .. We will provide continuous logistics support to higher echelon and attached units through situational awareness and responsiveness to divisional requirements during the move. Maintain communications with theater, the rear ASG, subordinate BSBs and the supported units as we move. The enemy has the capability to interdict our unit convoy movements along the entire main supply route. Maintain march discipline and proper distance between unit convoys and serials. Use MTS systems to maintain situational awareness
.
and control movement of subordinate and attached units throughout the relocation. I want all units to be prepared for ambush, and to report to this headquarters using digital communications, enemy activity or any other activity that impedes the progress of our subordinate unit convoys. Uniform for subordinate and attached units is MOPP2. The higher echelon G3 states contaminated area on current route of march vicinity .. Reroute all units at checkpoint --- to the alternate MSR and have them report in upon closure at the new location."
b..The unit commander issues the following instructions:
"Begin your planning process. Plan to conduct AARs after the movement order is prepared, after OPFOR activity, and after the last subordinate unit crosses the RP. Are there any questions?"
7..Support Requirements.
a.
Minimum Trainers or OCs. This exercise should be conducted with the unit commander or XO as the trainer and primary OC. If this STX is conducted for only for the headquarters unit staff, a maximum of four OCs is needed. If it is conducted as part of an FTX, the total numbers of OCs needed is the sum of those needed for each subordinate STX.

b.
Opposing Force:

(1)
OPFOR is not required when the exercise is conducted as part of a staff STX. A threat force should be used if it is part of an 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 unit.
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DODDOA-008403
c.
Vehicles and Communications. Vehicles and communications equipment organic to the unit are used. When OPFOR is employed, a vehicle and digital communications are needed for the OC. The senior trainer or OC will require communications for providing input from the MIL.

d.
Maneuver Area. Not required if this STX is conducted as a staff STX. If conducted as part of a unit FTX, a training area is required that can support the number of vehicles, equipment, and operational areas in the unit area of responsibility. A minimum of 20 by 20 kilometers should be considered. Vehicles should be spaced a minimum of 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 (MIL). During the STX, the MIL is essential to provide input to drive DISCOM staff actions. MIL items should be inputted using appropriate communications and information systems.

f.
Consolidated Support Requirements. Unit support requirements can be calculated by adding the total requirements for each subordinate unit.

8. T&EO Sequence. Table 4-9 lists the T&EOs for this STX.
Table 4-9. T&EOs from Chapter 5 to use in evaluating STX 63-6-E0003, Supervise
Relocation of Subordinate Elements' Bases and Sustainment Resources Task. Task Number.Page Provide Legal Services Support 63-6-0425.63-0169 5-97 Develop Road Movement Order 63-6-4009.63-0157 5-186 Supervise Advance/Quartering Party Activities 63-6-4014.63-0100 5-7 Coordinate Movement of Subordinate Elements 63-6-4017.63-1002 5-12 Coordinate Internal Logistics 63-6-4023.63-0136 5-105 Operate the Tactical Support Area of the 63-6-4035.63-0130 5-84 Logistics Operations Center Supervise Operations Security Program 63-6-4036.63-0131 5-87 Supervise Nuclear, Biological, and Chemical 63-6-4037.63-0132 5-89 Defense Operations Maintain Communications
63-6-4038.63-0150 5-197 Provide Command and Control 63-6-4042.63-0172 5-200 Combat Battlefield Stress 63-6-4303.63-0173 5-156 Perform Risk Management Procedures 63-6-4326.63-0173 5-159
DODDOA-008404
HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
SUPERVISE ESTABLISHMENT OF SUBORDINATE ELEMENTS'
BASES AND FACILITIES
STX 63-6-E0004

1..Objective. This STX is designed to train the unit staff and other key leaders in planning, coordinating, and supervising the establishment of subordinate elements' bases and facilities in support of tactical operations. The staff must become proficient in planning the occupation of a new area; rapidly establishing its critical logistics support facilities and sustainment resources; establishing and maintaining situational awareness and communications with subordinate, supported, adjacent and higher headquarters; coordinating force protection activities; employing OPSEC measures; and preparing rear operations plans. This STX combines the elements of planning, coordinating, and supervisory functions necessary to occupy the unit area of responsibility.
2..Interface.
a. This STX supports the unit FTX — Provide Theater-Level Area Logistics
Support.
b. This STX can be used to plan and implement the establishment of

subordinate elements' bases and facilities as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding battalion or company STX should be trained prior to the unit exercise.
3..Training.
a..Leader Training.
(1)
During classroom activities, the TSOP and procedures outlined in FMs 63-2-2, 71-100, 90-14, and 100-10 should be discussed. The T&EOs listed in this STX should also be reviewed.

(2)
A MAPEX, when used, should be combined with a sand table exercise. If possible, a map of the location where the STX will be conducted, as well as a sand table model depicting the actual terrain should be used. The MAPEX emphasizes terrain analysis, staff coordination, selection of unit defensive positions, selection of operating areas, and OPFOR points of attack.

(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 and control at various command and staff levels.

DODDOA-008405
(4)
A CPX can be conducted in garrison or at a field site. This exercise facilitates the set up of Logistics Operations Center communications procedures, improve staff coordination procedures, and trains staff in the use of the TSOP.

(5)
A communications and situational awareness exercise can be conducted in garrison or at 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.

(6)
A TEWT can be conducted at a field site. Leader representatives from subordinate and attached units should participate. The exercise should emphasize establishment of a common, relevant picture, terrain analysis, staff coordination, site selection, leadership procedures, and defense planning and coordination as part of a unit leaders' professional development program.

(7) Tips for leader training.

(a)
Leaders should familiarize themselves with the doctrinal procedures for planning and establishing unit bases, rear operations planning, and communications.

(b) The theater and unit Tactical/Field SOPs should be
reviewed.
(c) A personal reconnaissance should be conducted, if possible,

of the training area where the establishment of the unit area of responsibility will be performed.
(d) The leader tasks which must be trained or executed by the senior trainer (unit commander or XO) are conduct mission analysis, provide planning guidance, approve unit layout and rear operations plan, and supervise the activities of the staff.
b..Tips for Training.
(1).After the unit demonstrates proficiency in the tasks in Table 4-10 and the leaders have been trained in the leader tasks, this STX can be trained under several options:
(a)
With or without OPFOR interdictions.

(b)
With or without NBC conditions.

(c)
In a field or MOUT environment.

(d)
Day or night.

4-39
DODDOA-008406
(2)
The staff must become proficient in the doctrine and TTP of
planning and supervising the establishment of subordinate elements and facilities
before attempting complex options.

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

4.
.Training Enhancers.

a.
The unit commander completes mission analysis, issues planning guidance, and selects defensive tactical options based upon the higher echelon commander's guidance or based upon his own judgment. The type of operations determines the degree of permanency of the facility. The enemy situation will affect security requirements. The unit must be prepared at all times to coordinate defense 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 occupation and rear operations plans and supervise implementation. The S2/S3 is the proponent for these supporting missions with input from other staff sections. He establishes the new operating site IAW the unit commander and supported unit's operational plans. When the site is operational, the supported higher echelon G4 is notified the unit 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.

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 subordinate and attached units implement the occupation planproperly?
e. Deficiencies identified in (1) above can be traced to staff weaknesses. Those identified in (2) above are unit subordinate unit weaknesses. If the plan is satisfactory, but unit subordinate unit execution is poor, then, more frequent establishments during FTX or battalion-level STX are required.
f..This exercise begins when the unit advance/quartering party arrives at the
new site and ends when the unit area of responsibility is established. AARs are
conducted as shown in Table 4-10. This table includes a suggested scenario.

Table 4-10. Headquarters, Area Support Group STX 63-6-E0004,
Supervise Establishment of Subordinate Elements' 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 LOC. 2 hrs

5.
Set up administrative and bivouac areas .2 hrs

6.
*Supervise establishment of subordinate elements' 2 hrs
bases and facilities

7.
Final AAR. 1 hr

Total Time: 8 hrs
NOTE: Events will be trained to standard, not time limitations. The time needed to train an event will vary based on METT-TC factors and the training proficiency of the unit staff.
* Indicates time is not added to the total time because tasks are performed simultaneously with other tasks.
5..General Situation.
a.
The unit is deployed in a combat zone. The unit mission is to provide logistics support in support of tactical operations.

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

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

d.
The HQ, unit advance/quartering party has prepared the site.

e.
Subordinate units and attached elements have arrived at the new AO and are ready to establish facilities in support of higher echelon's offensive, defensive, or static operations. Subordinate units are prepared to defend at any time during unit establishment.

f.
The location of the CP and LOC have been identified.

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DODDOA-008408

"Staff sections, I want you to set up operations IAW the tentative layout and communications plan. XO and Plans and Ops Branch Chief, I want you to monitor the placement of our subordinate and attached units in the corps and division areas and to formulate final layout and force protection plans. Ensure our facilities take advantage of cover and concealment, enforce strict noise and light discipline, and identify likely enemy avenues of approach. Get OPs/LPs far enough out to give adequate warning. Support Operations, begin locking, loading, and linking the following locations into the distribution system: EAD facilities and sustainment resources; and corps and divisional units operating in the corps rear. I want to establish and maintain asset and intransit visibility of sustainment resources flowing in and out of the division. I want to be able to predict rather than react to requirements and be able to rapidly direct, redirect,. cross­level, or mass logistics and combat health services resources at critical points within the division area of responsibility. This exercise ends when the unit area of responsibility has been established. Plan to conduct an AAR after we have formulated the layout plan and another after the unit has been set up. Are there any questions?"
7..Support Requirements.
a.
Minimum Trainer and Evaluators. This exercise should be conducted with the unit commander or XO as the senior internal evaluator. If the STX is conducted for the unit headquarters staff, then a maximum of five OCs is needed. If this STX is conducted as part of a unit FTX, the required evaluators should be the sum of evaluators of each subordinate unit STX.

b.
Opposing Force:

(1)
The OPFOR may or may not be required when the exercise is conducted as part of a STX. The OPFOR should be used if the exercise is part of a unit 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 DISCOM.

c.
Vehicles and Communications. Vehicles and communications equipment organic to the unit are used. When OPFOR is employed, a vehicle, 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. Not required if this exercise is conducted as a staff STX. If conducted as part of a unit FTX, a training area of sufficient size to support the number of vehicles and equipment in a tentative unit AO is required. Vehicles should

4-43
DODDOA-008410
be spaced a minimum of 25 meters apart. Vegetation and terrain should allow for cover and concealment of facilities, vehicles, and equipment.
e.
Master Incident List (MIL). During the STX, the MIL is essential to provide input to drive staff actions. MIL items should be inputted using the appropriate communications and information systems.

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

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 63-6-E0004, Supervise Establishment of Subordinate Elements' Bases and Facilities

Task. Task Number.Pa e
Provide Legal Services Support 63-6-0425.63-0169 5-97
Plan Area Tactical Operations 63-6-4011.63-0127 5-75
Establish Command Post (Forward) 63-6-4014.63-0101 5-10
Establish Communications 63-6-4016.63-0160 5-194
Supervise Establishment of Subordinate Elements 63-6-4018.63-0102 5-15
and Headquarters
Establish Logistics Operations Center and 63-6-4019.63-0103 5-17
Administrative Areas
Establish Support Operations Office 63-6-4021.63-0104 5-19
Coordinate Internal Logistics 63-6-4023.63-0136 5-105
Operate the Tactical Support Area of the Logistics 63-6-4035.63-0130 5-84
Operations Center
Supervise Operations Security Program 63-6-4036.63-0131 5-87
Supervise Nuclear, Biological, and Chemical 63-6-4037.63-0132 5-89
Defense Operations
Maintain Communications 63-6-4038.63-0150 5-197
Provide Command and Control 63-6-4042.63-0172 5-200
Combat Battlefield Stress 63-6-4303.63-0173 5-156
Perform Risk Management Procedures 63-6-4326.63-0173 5-159

HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
DIRECT LOGISTICS SUPPORT OPERATIONS
STX 63-6-E0010

1..Objective. This STX is designed to train the unit staff and other key members in establishing situational awareness, logistics requirements determination, coordinating with external organizations, planning, coordinating and directing subordinate units in support of tactical operations and command and control of subordinate units. The staff must become proficient in planning, coordinating, and directing logistics support operations; providing intelligence; supervising the unit OPSEC program and NBC defense operations, and providing personnel services support, administrative services support and religious support. This STX combines the elements of planning, coordinating, and directing those actions necessary to provide logistics support to tactical operations.
2..Interface.
a. This STX is supported by subordinate unit STXs - as it relates to their specific logistics or combat health services support mission.
b. This STX supports the unit FTX - Provide Theater-Level Area Logistics
Support.
c. This STX can be used to plan, coordinate, and provide command and

control of logistics support operations. In addition, this STX can be used to drive distribution systems during tactical operations as part of a CPX or FTX. If this STX is used with all or some subordinate elements, the corresponding battalion-level STX should be trained prior to the unit exercise.
3..Training.
a..Leader Training.
(1)
During classroom activities, the TSOP and procedures outlined in FMs 8-15, 9-6, 9-43-1, 9-43-2, 54-30, 55-1, 63-3, 71-100, and 100-10 should be reviewed. The T&EOs listed in this STX should also be reviewed.

(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 and a sand table model depicting the actual terrain should be used. The MAPEX emphasizes terrain analysis, staff coordination, selection of unit defensive positions, selection of operating areas, and OPFOR avenues of approach.

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

(4)
A CPX can be conducted in garrison or at a field site. This exercise allows units to practice the set up of analog and digital communications, as well as the proper use of communications procedures. A CPX also improves staff coordination procedures and trains staff in the use of the TSOP.

(5)
A Communications Exercise (COMEX)/Situational Awareness Exercise is used to practice battle command information procedures and operations, and logistics and combat health services support operations. Units practice their mission tasks using appropriate automation systems, to include Combat Service Support Control System (CSSCS), and other battlefield functional area control systems (BFACS) and logistics and medical standard army management information systems (STAMIS). The HQ, unit should practice continuity of operations (COOP) techniques and procedures in order to develop manual procedures for use in the event of automation failure or disruption due to enemy action.

(6)
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.

(7)
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, site selection, leadership procedures, and defense planning and coordination as part of a unit leaders' professional development program.

(8) Tips for leader training.

(a)
Leaders should familiarize themselves with the procedures for the following tasks: coordinating logistics and combat health services support requirements; movement control procedures; providing internal logistics and combat health services support to unit subordinate and attached units; and using and maintaining digitally generated and manual status reports. FMs 1-500, 8-15, 9-6, 9-43­1, 54-30, 55-10, and 63-2, 63-3 should also be reviewed.

(b) The theater and unit TSOPs should be reviewed.

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

(d).The following leader tasks must be trained or executed by the senior trainer (unit commander or XO) with this STX: command and control of subordinate and attached units; supervision of staff functions; establishment of logistics priorities based on tactical requirements; and approval of staff recommendations on unresolved logistics support requirements.
b..Tips for Training.
(1).After the unit has demonstrated proficiency in the unit tasks and leaders have been trained in the leader tasks, this STX can be trained under several
options.
(a) In a field or MOUT environment.
(b) With or without NBC conditions.
(c) Day or night.
(d) With or without OPFOR interdictions.
(e) Offensive, defensive, or retrograde operations.

(2).The staff must become proficient in the basics of planning and coordinating unit internal and external logistics requirements before attempting more complex options.
(3).In giving his guidance and possible courses of action, the unit commander should offer variations. Some variations are listed below.
.Secure local area terrain features that could adversely affect the suppOrt mission. (a)
(b)
Support multinational component.

(c)
Use contractors on the battlefield.

(d)
Decrease the size of the staff.

(e)
Apply automation constraints.

(4).After proficiency in this STX is reached, the unit sustains proficiency by executing this STX as part of an FTX.
(5).When using OPFOR, the OPFOR evaluator/controller must exercise close control over the actions of the OPFOR. The trainer must set up specific
4-47
OPFOR tasks with an overall objective to include counter-tasks for the OPFOR. OPFOR will not be employed unless this STX is used as part of an FTX.
4..Training Enhancers.
a..The commander issues planning guidance, establishes logistics and combat health services support priorities, and selects logistics support options based on the Theater commander's guidance or based upon his own judgment.
b..Staff recommendations, reports, and correspondence are submitted in hard copy to the senior trainer for evaluation.
c..The Support Operations Officer, in conjunction with the higher echelon G4, develop the support plan. The theater Distribution Managers maintains asset and intransit visibility of sustainment resources in and out bound to the theater. The Distribution Management personnel also directs or redirects the flow of sustainment resources based on METT-TC or command guidance. The unit staff and functional commodity and service managers implement the plan and monitor its progress.
d..In considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the unit staff coordinate higher echelon and attached unit logistics support based on the commander's guidance?

(2)
Did subordinate and attached units respond correctly to unit staff direction?

e..Deficiencies identified in (1) above can be traced to staff weaknesses. Those identified in (2) above are unit subordinate unit weaknesses. If the coordination is satisfactory but the unit subordinate unit execution is poor, then more frequent performances of support missions during FTX or battalion-level STX are required.
f..When this STX is conducted with only the headquarters unit participating, leader representatives from supported, subordinate, and attached units should participate to generate logistics support requirements.
g..This exercise begins with the receipt of planning guidance and logistics services support requirements, and ends when a Threat Level II/III condition is reached. AARs are conducted as shown in Table 4-12. This table includes a suggested scenario.
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DODDOA-008415
Table 4-12. Headquarters, Area Support Group STX 63-6-E0010, Direct Area Logistics Support Operations
EVENT ACTION
1.
Receive planning guidance

2.
Determine assets and requirements

3.
Develop staff input

4.
AAR

5.
Develop tentative external support plan

6.
Brief unit commander

7.
Disseminate plan

8.
AAR

9.
Develop internal support plan

10.
*Monitor implementation of plan

11.
Coordinate staff operations

12.
*Coordinate external logistics support operations

13.
*Coordinate internal logistics support plan

14.
OPFOR sighted

15.
Support degradation occurs

16.
Priority logistics support is maintained

17.
Level II/III Threat is reached

18.
Final AAR

ESTIMATED TIME
1 hr 1 hr 1 hr 1 hr
2 hrs
30 min
30 min 1 hr
2 hrs 1 hr 1 hr 1 hr 1 hr
10 min 1 hr 1 hr
30 min 1 hr
Table 4-12. Headquarters, Area Support Command STX 63-6-E0005,
Direct Logistics Support Operations (continued)
Total Time: 13 hrs 40 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 staff.
*
Indicates time is not added to the total time because tasks are performed simultaneously.

5..General Situation.

a.
The unit is deployed in a combat zone. The unit mission is to provide logistics support to a theater unit and attached elements. The higher echelon OPORD and annexes have been analyzed.

b.
The unit commander, staff, and key leaders are assembled to begin planning. The unit HO has been established. Unit elements are grouped into bases. and base clusters for mutual support. Security measures are in effect.

c.
Logistics support requirements are generated by supported units. Theater logistics support units are on the ground and operational.

d.
Intelligence information on the tactical situation is disseminated from the theater G2 to the unit Plans and Ops branch. OPSEC and physical security measures have been implemented by the unit.

f.
The OPFOR may be in the form of conventional or unconventional forces. The OPFOR has the capability of intelligence gathering and of making both overt and covert attacks, to include use of weapons of mass destruction. The OPSEC program is a passive defensive measure. Local security is maintained by the use of OPSEC countermeasure techniques.

g.
The HQ, unit mission may be performed in a field or MOUT environment.

h.
Casualties, transfers of personnel, and EPW have caused personnel adjustments within the unit.

6..FRAGO.
a..The commander issues the following guidance:
"The unit will conduct tactical operations from current locations for the next ---­days. Priority of support is initially to the .TBA. Stay abreast of unit support requirements, as well as the capabilities and distribution systems at echelons above division supporting us. Continue to coordinate closely with the theater, rear ASG, subordinate Base Support Battalions, and supported unit on logistics support requirements. I want to maintain a constant and common, relevant picture of the tactical and logistical posture, to include asset and intransit visibility of materiel and other sustainment resources flowing into and out of the AO. I want timely flow of materiel and other sustainment resources to the maneuver units, minimizing double handling of cargo and 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 trans-load operations down to customer unit level. CSSCS give us an unprecedented ability to see the battlefield as it unfolds, and to both
4-50
DODDOA-008417
anticipate and project requirements, not just react to them. Close coordination with supported command's CSS operators should enable us to support LOGPAC operations with precision down to customer LRP and weapons system level. I want to be able to direct, redirect, cross-level, or mass logistics support resources at critical points within the unit area of responsibility. Continue to seek ways to maximize distribution of sustainment resources to supported units. Keep me updated on the status of support and report to me problems you cannot resolve or breaks in the distribution pipeline."
b..The commander issues the following additional instructions:
"Begin planning to support this mission. I will disseminate additional information as it is received. Plan to conduct AARs after you've developed the support plan and after the plan has been disseminated. A final AAR will be conducted after threat Level II/III is reached. Are there any questions?"
7..Support Requirements.
a..Minimum Trainer and OCs. This exercise should be conducted with the unit commander or XO as the senior internal evaluator. If the STX is conducted for the unit headquarters staff, then one evaluator per staff section is required. If the STX is conducted as part of a unit FTX, the required evaluators should include the sum of evaluators of each subordinate unit STX.
b..Opposing Force:
(1) The OPFOR is not required when the exercise is conducted as a staff STX. OPFOR should be used if the exercise is part of a unit FTX.
(2) OPFOR should have specific missions and be controlled whenever
used.
(3) MILES can be used, or the controllers can assess damage to the

subordinate units of the unit.
c..Vehicles and Communications. Vehicles and communications equipment organic to the headquarters are used. When OPFOR are employed, a vehicle and digital communications for the evaluator/controller are needed. The senior trainer or OC will require digital communications to provide input from the MIL.
d..Maneuver Area. A training area of sufficient size is required to support the number of vehicles and equipment in a tentative area of responsibility. Vehicles should be spaced a minimum of 25 meters apart. Vegetation and terrain should allow for cover and concealment of facilities, vehicles, and equipment.
e. Master Incident List (MIL). During the STX, the MIL is essential to provide input to drive staff actions. MIL items should be inputted using the appropriate communications and information systems.
f. Consolidated Support Requirements. Unit support requirements can be
calculated by adding the sum of the requirements for each subordinate unit.

8..T&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 63-6-E0005,
Direct Logistics Support Operations

.Task Task Number.Pi Provide Legal Service Support 63-6-0425.63-0169 5-97 Provide Assistance for Supported Command's Logistics 63-6-4012.63-0135 5-99 Planning Operate the Logistics Support Area of the Logistics 63-6-4020.63-0129 5-80 Operations Center Prepare Continuity of Operations Plan 63-6-4022.63-0136 5-103 Coordinate Internal Logistics 63-6-4023.63-0136 5-105 Coordinate Bulk Class III Support 63-6-4024.63-0137 5-109 Coordinate Class V Support 63-6-4025.63-0138 5-112
Table 4-13. T&EOs from Chapter 5 to use in evaluating STX 63-6-E0010, Direct Area Logistics Support Operations (continued)
.
Task Task Number __ Coordinate Maintenance Support 63-6-4026.63-0139 5-116 Coordinate Class II, Ill (PKG), IV, VII, and IX Support 63-6-4027.63-0140 5-120 Coordinate Class I, VI, and Water Support 63-6-4028.63-0140 5-123 Coordinate Transportation Support 63-6-4030.63-0141 5-125 Coordinate Field Services Support 63-6-4031.63-0142 5-128 Provide Foreign Nation Support Coordination 63-6-4032.63-0142 5-130 Perform Assessment and Recovery Operations 63-6-4033.63-0143 5-132 Coordinate Support for Regeneration Activities 63-6-4034.63-0144 5-134 Operate the Tactical Support Area of the LOC 63-6-4035.63-0130 5-84 Supervise Operations Security Program (Digitized) 63-6-4036.63-0131 5-87 Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132 5-89 Operations Maintain Communications 63-6-4038.63-0150 5-197 Provide Personnel Services Support 63-6-4039.63-0145
5-136 Provide Administrative Service Support 63-6-4040.63-0146 5-139 Conduct Command Religious Support Program 63-6-4041.63-0147 5-142 Provide Command and Control 63-6-4042.63-0172
5-200
4-52

DODDOA-008419

Provide Automation Support 63-6-4043.63-0148 5-144 Manage Replacement of Weapons Systems 63-6-4046.63-0149 5-147 Provide Intelligence Support 63-6-4048.63-0166 5-5 Manage Distribution Systems 63-6-4060.63-0151 5-151 Combat Battlefield Stress 63-6-4303.63-0173 5-156 Perform Risk Management Procedures 63-6-4326.63-0173 5-159
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DODDOA-008420
HEADQUARTERS, AREA SUPPORT GROUP
SITUATIONAL TRAINING EXERCISE
COORDINATE FORCE PROTECTION ACTIVITIES
STX 63-6-E0007

1..Objective. This STX provides the unit staff and key leaders practice in planning, coordinating, and providing command and control of force protection measures to defend unit bases and sustainment resources. The staff must become proficient in analyzing the threat, planning and coordinating rear operations, coordinating responses to threat activities, assessing damage, coordinating close air support (CAS), fire support, military police, tactical combat force support, and coordinating ADC operations. This STX combines the elements of planning, controlling, coordinating, and directing procedures necessary to defend unit bases and sustainment resources.
2..Interface.
a. Support. This STX supports the unit FTX — Provide Theater-Level Area Logistics
b. Activities. This STX supports the Battalion STX -Supervise Force Protection

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

(2)
During classroom activities, the use of the TSOP and the responsibilities and procedures outlined in FMs 54-30, 71-100, and 90-14 should be discussed. The T&EOs listed in this STX should also be reviewed.

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

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

DODDOA-008421
(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 Battlefield Functional Area Control System architecture.

(7) Tips for leader training.

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

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

(c)
Leaders should review the unit and higher echelon rear operations SOPs and OPORD.

(d)
The leader tasks which must be trained or executed by the senior trainer (unit commander or XO) with this STX are: conduct mission analysis, restate the mission, issue planning guidance, supervise staff operations, deploy the Tactical Combat Force, recommend deployment of the tactical combat force or MP unit, approve repositioning of subordinate element defensive positions, and establish unit restoration priorities.

b..Tips for Training.
(1).After the unit has demonstrated proficiency in the tasks for this STX, this STX can be trained under several options.
(a)
Simultaneous threats.

(b)
With or without NBC conditions.

(c)
Day or night.

(2).The staff must become proficient in planning, coordinating, and executing rear operations and ADC before attempting more complex options.
(3).After proficiency in this STX is reached, the staff sustains proficiency by executing this STX as part of an FTX.
(4).When using OPFOR, the OPFOR evaluator/controller must exercise close control over the actions of the OPFOR. The trainer must set up specific OPFOR tasks with an overall objective of placing maximum stress upon the unit staff.
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DODDOA-008422

4..Training Enhancers.
a..The commander completes mission analysis, issues planning guidance, restates the mission, and selects tactical defensive options based upon the higher echelon's commander's guidance or based upon his judgment. Intelligence reports disseminated using the appropriate BFACS influence rear operations planning.
b..Unless otherwise approved by the chief OC, all reports and
recommendations should be provided in hard copy to the senior trainer for evaluation.

c..Rear operations limitations and assumptions include:
(1)
Lack of unit mobility impedes the ability of sustainment bases to rapidly shift locations.

(2)
The lack of heavy weapons prevents the unit from decisively engaging and defeating a major enemy ground attack. Listening/observation posts must be located far enough forward of base perimeters to give early warning. The internal response force should be committed as soon as the primary threat avenue is identified.

(3)
Failing early notification, the defense should prevent penetration of subordinate elements and bases 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 and battalion area should be established to allow commanders to regain control over their elements for the purpose of reestablishing organizational integrity prior to counterattack to regain lost ground. Upon arrival of the TCF or MP units, the base commander will hand over responsibility for counterattack to the commander of the TCF or MP unit. The 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.

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, the units will become a prime target for threat weaponry.
e..Military Police will be committed as a response force against a Level II threat and will be controlled by the rear command post operations center. The unit and MP response forces will drive the OPFOR out of the area. Threat forces exceeding the capability of MP forces will be handed over to a tactical combat force.
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DODDOA-008423
f..The survival of the unit and the higher echelon itself is dependent upon the survival of the unit. High-risk measures in defense of the unit are justified and may be required in order to preserve unit bases and sustainment resources. 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 unit bases and sustainment resources.

g..There is no justification for abandonment of the unit and its sustainment resources regardless of enemy pressure. Contingency materiel and equipment destruction plans should be developed and implemented on order.
h..In considering the proficiency of the staff, the following sequential guidance can be used:
(1)
Did the force protection plan and ADC plan conform to the commander's guidance?

(2)
Did the subordinate units properly implement the force protection and ADC plans?

i..Deficiencies identified in (1) above can 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 defense missions should be conducted during FTX or battalion and company level STX.
j..This exercise begins with a Level II/III threat and ends once restoration of subordinate elements and facilities are completed. AARs are conducted after completion of ADC activities and after restoration operations. Table 4-16 is a suggested scenario.
Table 4-16. Headquarters, Area Support Group STX 63-6-E0007,
Coordinate Force Protection Activities

EVENT ACTION ESTIMATED TIME
1.
Receive planning guidance 10 min

2.
Analyze the threat 40 min

3.
Determine assets and requirements 1 hr

4.
Develop defense plan 20 min

5.
Develop ADC plan 30 min

6.
AAR 1 hr

7..Brief the commander 30 min
8..Disseminate plan 30 min
9..OPFOR spotted 15 min
10..Determine response 30 min
11.
Coordinate tactical support 1 hr

12.
Level II attack 30 min

13.
MP response force arrives 30 min

14.
Conduct reorganization activities 2 hrs

15.
AAR 1 hr

16.
Level III attack 30 min

17.
Upgrade defenses 1 hr

18.
Shift response forces 15 min

19.
Unit elements OPCON to TCF 1 hr

20.
Damage assessment 2 hrs

21.
Conduct restoration operations 1 hr

22.
Continue logistics support mission 1 hr

23.
Final AAR 1 hr

Total Time 18 hrs 10 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 staff.
5.
.General Situation.

a.
The unit is forward deployed in a combat zone. The unit mission is to provide logistics support to the Theater, Corps and attached elements. The brigades are in contact with enemy forces and the enemy has either infiltrated or air dropped platoon size (+) or larger forces to seek out and destroy or disrupt command and control centers and support elements, and to interdict the MSR. A Level II or III threat condition is reached.

b.
The unit has the responsibility for the defense of unit bases and sustainment resources. The unit commander is responsible for the defense against Level I and limited Level II attacks. Level II/III attacks are handed over to MP forces or a tactical combat force.

c.
The supporting rear operations element is collocated with the unit headquarters.

d.
The unit area has experienced heavy damage to bases and facilities. Control assessment teams have been designated. The unit commander has established priorities for ADC.

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DODDOA-008425
6..FRAG O.
a. The unit commander is conducting a staff meeting where he provides the following information and guidance:
"The higher G2 has reported company sized enemy units have been spotted in the vicinity of ., moving .(direction) toward Area Support Group CSS bases. Digital intelligence reports indicate the enemy's objective is the destruction of support units and command and control centers in the unit area and interdiction of the MSR. The enemy has recently used chemical agents in the brigade areas. This is a threat Level II/III attack. Cease logistics operations and have subordinate and attached units execute their base defense plans. Coordinate rear area protection with supported rear operations element. Alert the MP and TCF forces. Make maximum use of available indirect fire support and CAS if available to disrupt these attacks before they come in contact with our perimeter."
b. The unit commander issues the following instructions to the staff:
"This exercise ends when the subordinate elements' bases and facilities return to normal operational status. You should conduct an ARR after the defense and ADC tasks are completed and after reorganization. A final AAR will be conducted after restoration activities have been completed. Are there any questions?"
7.
.Support Requirements.

a.
Minimum Trainer and OCs. This exercise should be conducted with the unit commander or XO as the trainer and primary OC. If the STX is conducted for the unit staff, one OC per staff section is required. If the STX is conducted as part of an FTX, the required evaluators should be the sum of all subordinate elements STXs. Each OPFOR platoon should have one controller/evaluator to control activity, assess damage and casualties, and evaluate tactics and techniques of unit 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 unit area. 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 to OPFOR fire 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 HQ, unit are used. The senior trainer or OC will require digital communications for providing input from the MIL. When OPFOR is employed, a vehicle . and communications are needed for the OC. OPFOR OCs report to the senior trainer.

d.
Maneuver Area. A training area is required sufficient to support the number of vehicles, equipment, and operational areas in a unit.

e.
Master Incident List (MIL). During this STX, the MIL is essential to provide input to drive unit staff actions. MIL items should be inputted using the appropriate BFACS.

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

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DODDOA-008426
8..T&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 63-6-E0007, Coordinate Force Protection Activities
Task. Task Number.Pa
Provide Legal Services Support 63-6-0425.63-0169 5-97
Plan Area Tactical Operations. 63-6-4011.63-0127 5-75
Plan Rear Operations 63-6-4013.63-0128 5-77
Operate the Logistics Support Area of the Logistics 63-6-4020.63-0129 5-80
Operations Center
Coordinate Internal Logistics 63-6-4023.63-0136 5-105
Operate Tactical Support Area of the Logistics 63-6-4035.63-0130 5-84
Operations
Supervise Operations Security Program 63-6-4036.63-0131 5-87
Supervise Nuclear, Biological, and Chemical Defense 63-6-4037.63-0132 5-89
Operations
Maintain Communications 63-6-4038.63-0150 5-197
Provide Personnel Services Support 63-6-4039.63-0145 5-136
Conduct Command Religious Support 63-6-4041.63-0147 5-142
Provide Command and Control 63-6-4042.63-0172 5-200
Operate Rear Tactical Operations Center 63-6-4047.63-0133 5-93
Provide Intelligence Support 63-6-4048.63-0166- 5-5
Direct Response to Threat Actions 63-6-4049.63-0134 5-95

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Direct Area Damage Control Operations 63-6-4050.63-0150 5-149
Combat Battlefield Stress 63-6-4303.63-0173 5-156
Perform Risk Management Procedures 63-6-4326.63-0173 5-159

DODDOA-008428
HEADQUARTERS, AREA SUPPORT GROUP SITUATIONAL TRAINING EXERCISE
SUPERVISE REDEPLOYMENT OF SUBORDINATE ELEMENTS TO HOME STATION
STX 63-6-E0008

1..Objective. This STX trains the unit 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 element redeployment activities. The unit must become proficient in planning, preparing, and controlling subordinate units in force projection operations.
2..Interface.
a. This STX supports the unit FTX — Provide Theater-Level Area Logistics Support.
b. This STX is supported by Battalion-level 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 or mobilization site 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 HQ, unit exercise.
3..Training.
a..Leader Training.
(1) This STX can be used to plan and implement redeployment (land, sea, or air) of the unit as a part of an FTX or CPX.
(2)
During classroom activities, the use of the TSOP; the responsibilities and procedures outlined in FMs 55-9, 55-10, 55-65, and 100-17 series; and ARs 700-84 and 750-1 should be discussed. The T&EO listed in this STX should also be reviewed.

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

(4) Command Post Exercises (CPXs), Command Field Exercises (CFXs), and TEWTs provide ground training for leaders. STXs support such exercises.
DODDOA-008429
(5)
Simulations and games are developed to teach leaders as part of a continuing officer and NCO development program. They are also used to exercise command and control at various command and staff levels.

(6) Tips for leader training.

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

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

-
(c).Leaders should review the theater and unit redeployment SOPs.
b..Tips for Training.
(1).After the HQ, unit demonstrates proficiency for the tasks in Table 4-18, this STX can be trained under several options.
(a) Multiple increments.
(b) Various unit category levels.
(c) Different modes of transportation.
(d) Day or night.
(e) All environmental conditions

(2).The HQ, unit must become proficient in the basics of planning and executing redeployment activities before attempting more complex options.
(3).After proficiency in this STX is reached, the HQ, unit sustains proficiency by executing this STX as part of an FTX.
4.
.Training Enhancers.

a.
The commander, in coordination with Headquarters, Theater, secures redeployment guidance, orders, pertinent plans, and SOPs and reviews redeployment contingency plans.

b.
Subordinate units updates unit redeployment plans in coordination with the unit staff.

c.
The theater G3 provides unit with the redeployment sequence data.

4-63
DODD0A-0013430
d.
Unless otherwise approved by the senior OC, all reports and recommendations should be provided in hard copy to the senior trainer for evaluation.

e.
This exercise begins with the receipt of a redeployment warning order and ends when the unit is at home station or mobilization site. AARs are conducted as shown in Table 4-18. This table includes a suggested scenario.

Table 4-18. Headquarters, Area Support Group STX 63-6-E0008, Supervise Redeployment of Subordinate Elements to Home Station
EVENT ACTION ESTIMATED TIME
w45
1.
Receive warning order 10 min

2.
*Coordinate reconstitution of unit subordinate and 1 hr
attached units for redeployment

3.
Plan unit redeployment 2 hrs

4.
*Coordinate turn in of excess sustainment stock 1 hr

5.
Prepare redeployment movement order/plan 1 hr

6.
Provide redeployment support 1 hr

7.
AAR 1 hr

8.
Coordinate nontactical road marches 1 hr

9.
Coordinate redeployment advance party activities 1 hr

10.
Coordinate APOE/SPOE activities 1 hr

11.
AAR 1 hr

12.
Coordinate APOD/SPOD activities 1 hr

13.
Coordinate nontactical road marches 1 hr

14.
Arrive at home station 1 hr

15.
Final AAR 2 hrs

4-64
DODD0A-008431
Table 4-18. Headquarters, Area Support Group STX 63-6-E0008,
Supervise Redeployment of Subordinate Elements to Home Station (continued)

Total Time: 14 hrs 10 min
NOTE 1: Events will be trained to standard, not time limitations. The time required to train an event will vary based on METT-TC factors and the training proficiency of the unit.
NOTE 2: Some events are accomplished concurrently while others occur in sequence.
* Indicates time is not added to the total time because tasks are performed simultaneously.
5..General Situation.
a.
The unit is currently forward deployed in a combat zone. Hostilities have ceased. The unit is to be redeployed to CONUS. The unit is under the command and control of Headquarters, Theater.

b.
Unit subordinate commanders provide personnel and equipment status reports to staff sections.

c.
The MACOM logistics element provides required redeployment support.

d.
APOEs, SPOEs, and the CONUS location are identified.

6..FRAGO..The commander issues the following FRAGO:
"We have been alerted to redeploy to home station. We must be prepared to support unit and attached units through their redeployment activity. Security, Plans and Ops Director you have the lead. All units will prepare personnel for redeployment to CONUS by air. Equipment will deploy both by sea and air. I want 100% accountability of personnel and equipment from all subordinate and attached units. Support Operations, I want to be briefed on the disposition of sustainment stocks remaining under the control of unit subordinate units and in the hands of supported echelon and attached units. Ensure excess sustainment stocks are identified and turned in to the appropriate EAD agency. I want a detailed briefing at .(time) on our redeployment plan and our plan to retrograde excess sustainment stocks to EAD reclamation sites. Be prepared to move to the RAA/TAA at .(grid coordinates) within .hours using alternative Route A. 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 unit commander or unit XO as the senior trainer and primary OC. Because of the detail required in evaluating the details of redeployment, a minimum of one OC per staff section is required. The trainers and OCs monitor and evaluate the accuracy of the data, the soundness of planning and recommendations, and the thoroughness of coordination.

b.
Opposing Force:

(1) The OPFOR is not required for this situational training exercise.
(2)
The OPFOR should have specific missions and be controlled whenever used.

(3)
The MILES can be used or the OCs can assess damage to facilities, equipment losses, and personnel casualties.

-c..Vehicles and Communications. Vehicles and communications equipment organic to HQ, unit are used. When OPFOR is employed, a vehicle and radio for the OCs are required. The senior trainer/OC requires communications to provide input from the MIL.
d.
Maneuver Area. Depending upon the LTA, an adequate training area for setting up operations of approximately 6 by 20 kilometers is desirable. A road network is required that allows a road march of at least 20 kilometers.

e.
Master Incident List (MIL). The MIL is essential to provide input to drive staff actions. MIL items should be inputted using the appropriate BFACS.

4-66
DODDOA-008433
ARTEP 63-622-MTP

Consolidated Support Requirements. Unit support requirements can be
f..calculated by adding the sum of the requirements for each subordinate unit.
8..T&EO Sequence. Table 4-19 lists the T&EOs for this STX.
Table 4-19. T&EOs from Chapter 5 to use in evaluating STX 63-6-E0008, Supervise Redeployment of Subordinate Elements to Home Station Task Number.Page
. ".,.
63-6-0425.63-0169 5-97

Provide Legal Services Support 63-6-4303.63-0173 5-156
Combat Battlefield Stress Perform Risk Management Procedures 63-6-4326.63-0173 5-159 Supervise Deployment/ Redeployment Activities 63-6-4853.63-0108 5-27 Coordinate Reconstitution for Redeployment 63-6-4865.63-0119 5-55 Prepare Redeployment Movement Plan/Order 63-6-4866.63-0120 5-57 Provide Redeployment Support 63-6-4867.63-0121 5-59 Perform Redeployment Advance Party Activities 63-6-4868.63-0122 5-62 Perform Theater Rear Detachment Activities 63-6-4869.63-0123 5-64 63-6-4870.63-0124 5-66
Coordinate Home Station Activities Plan Command Redeployment 63-6-4874.63-0161 5-205
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.

5 - 1
DODDOA-008435
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.

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 - 2
DODDOA-008436
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 (ASG) (63-6-4048.63-0166)
5-5
Deploy/Conduct Maneuver
Supervise Advance/Quartering Party Activities (ASG) (63-6-4014.63-0100) 5-7 Establish Command Post (Forward) - ASG (63-6-4015.63-0101) 5-10 Coordinate Movement of Subordinate Elements ( ASG) (63-6-4017.63-1002) 5-12 Supervise Establishment of Subordinate Elements and Headquarters (ASG) (63-6-4018.63-0102) 5-15 Establish the Logistics Operations Center and Administrative Areas (ASG) (63-6-4019.63-0103) 5-17 Establish Support Operations Office (ASG) (63-6-4021.63-0104) 5-19 Direct Deployment Alert Activities (ASG) (63-6-4850.63-0105) 5-21 Establish the Emergency Operations Center (AGS) (63-6-4851.63-0106) 5-23 Operate the Emergency Operations Center (ASG) (63-6-4852.63-0107) 5-25 Supervise Deployment/Redeployment Activities (ASG) (63-6-4853.63-0108) 5-27 Update Movement Plan/Order (ASG) (63-6-4854.63-0109) 5-30 Coordinate Soldier Readiness Program Processing Support (ASG) (63-6-4855.63-0110) 5-32 Provide Deployment Personnel and Administrative Services Support (ASG) (63-6-4856.63-0111) 5-34 Coordinate Family Assistance Support (ASG) (63-6-4857.63-0112) 5-37 Coordinate Deployment Training Support (ASG) (63-6-4858.63-0113) 5-39 Perform Deployment Intelligence Support Functions (ASG) (63-6-4859.63-0114) 5-41 Provide Deployment Logistics Support (ASG) (63-6-4860.63-0115) 5-43 Perform Deployment Advance Party Activities (ASG) (63-6-4861.63-0116) 5-47 Coordinate Onward Movement (ASG) (63-6-4862.63-0116) 5-49 Coordinate Rear Detachment Support ( ASG) (63-6-4863.63-0117) 5-51 Perform Home Station Rear Detachment Activities (ASG) (63-6-4864.63-0118) 5-53 Coordinate Reconstitution for Redeployment (ASG) (63-6-4865.63-0119) 5-55 Prepare Redeployment Movement Plan/Order (ASG) (63-6-4866.63-0120) 5-57 Provide Redeployment Support (ASG) (63-6-4867.63-0121) 5-59 Perform Reployment Advance Party Activities (ASG) (63-6-4868.63-0122) 5-62 Perform Theater Rear Detachment Activities (ASG) (63-6-4869.63-0123) 5-64 Coordinate Home Station Activities (ASG) (63-6-4870.63-0124) 5-66 Direct Integration Activities (ASG) (63-6-4871.63-0125) 5-70 Plan Command Deployment in a Peacetime Environment (ASG) (63-6-4872.63-0126) 5-72
Protect the Force
Plan Area Tactical Operations (ASG) (63-6-4011.63-0127) 5-75 Plan Rear Operations (ASG) (63-6-4013.63-0128) 5-77 Operate the Logistics Support Area of the Logistics Operations Center (ASG) (63-6-4020.63-0129)
5-80 Operate the Tactical Support Area of the Logistics Operations Center (ASG) (63-6-4035.63-0130) 5-84 Supervise Operations Security Program (ASG) (63-6-4036.63-0131) 5-87 Supervise Nuclear, Biological,and Chemical Defense Operations (ASG) (63-6-4037.63-0132)
5-89 Operate Rear Tactical Operations Center ASG) (63-6-4047.63-0133) 5-93
Direct Response to Threat Actions (ASG) (63-6-4049.63-0134) 5-95
Perform CSS and Sustainment
Provide Legal Services Support (63-6-0425.63-0169)
5-97
DODDOA-008437

Provide Assistance for Supported Command's Logistics Planning (ASG) (63-6-4012.63-0135) 5-99 Prepare Continuity of Operations Plan (ASG) (63-6-4022.63-0136) 5-103 Coordinate Internal Logistics (ASG) (63-6-4023.63-0136) 5-105 Coordinate Bulk Class III Support (ASG) (63-6-4024.63-0137) 5-109 Coordinate Class V Support (ASG) (63-6-4025.63-0138) 5-112 Coordinate Maintenance Support (ASG) (63-6-4026.63-0139) 5-116 Coordinate Class II, Ill (PKG), IV, VII, and IX Support (ASG) (63-6-4027.63-0140) 5-120 Coordinate Class I, VI, and Water Support (ASG) (63-6-4028.63-0140) 5-123 Coordinate Transportation Support (ASG) (63-6-4030.63-0141) 5-125 Coordinate Field Services Support (ASG) (63-6-4031.63-0142) 5-128 Provide Foreign Nation Support Coordination (ASG) (63-6-4032.63-0142) 5-130 Perform Assessment and Recovery Operations (ASG):(63-6-4033.63-0143) :5-132 Coordinate Support for Regeneration Activities (ASG) (63-6-4034.63-0144) 5-134 Provide Personnel Service Support (ASG) (63-6-4039.63-0145) 5-136 Provide Adminstrative Service Support (ASG) (63-6-4040.63-0146) 5-139 Conduct Command Religious Support Program (ASG) (63-6-4041.63-0147) 5-142 Provide Automation Support (ASG) (63-6-4043.63-0148) 5-144 Manage Replacement of Weapons Systems (63-6-4046.63-0149) 5-147 Direct Area Damage Control Operations (ASG) (63-6-4050.63-0150) 5-149 Manage Distribution Systems (ASG) (63-6-4060.63-0151) 5-151 Establish Liaisons (ASG) (63-6-4061.63-0167) 5-154 Combat Battlefield Stress (ASG) (63-6-4303.63-0173) 5-156 Perform Risk Management Procedures (ASG) (63-6-4326.63-0173) 5-159
Exercise Command and Control Conduct Mission Analysis (ASG) (63-6-4001.63-0170) 5-161 Receive the Mission (ASG) (63-6-4000.63-0168) 5-164 Apply Intelligence Preparation of the Battlefield Doctrine and Techniques (ASG) (63-6-4002.63-0152) 5-166 Develop Feasible Courses of Action (ASG) (63-6-4003.63-0152) 5-169 Maintain Current Estimates of the Situation (ASG) (63-6-4004.63-0171) 5-172 Analyze Feasible Courses of Action (ASG) (63-6-4005.63-0153) 5-175 Prepare Operations Plan/Operations Order (ASG) (63-6-4006.63-0154) 5-178 Prepare Annexes, Appendices, Enclosures, Tabs, Additions, and Overlays (ASG) (63-6-4007.63-0155) 5-181 Revise Tactical Standing Operating Procedures (ASG) (63-6-4008.63-0156) 5-184 Develop Road Movement Order (ASG) (63-6-4009.63-0157) 5-186 Develop Occupation Plan (ASG) (63-6-4010.63-0158) 5-191 Establish Communications (ASG) (63-6-4016.63-0160) 5-194 Maintain Communications (ASG) (63-6-4038.63-0150) 5-197 Provide Command and Control (ASG) (63-6-4042.63-0172) 5-200 Plan Command Deployment Upon Receipt of a Warning Order (63-6-4873.63-0162) 5-202 Plan Command Redeployment (ASG) (63-6-4874.63-0161) 5-205
Figure 5-1. List of T&EO's
DODDOA-008438
ELEMENTS: Command Section SUPPORT OPNS DIR PLANS & OPNS BRANCH SCTY, PLANS & OPS DIR
TASK: Provide Intelligence Support (ASG) (63-6-4048.63-0166) (FM 34-1) (FM 34-130) (FM 34-54) (FM 54-40)
ITERATION:: 1 2 3 4 5.
M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. The unit higher and lower TSOPs are available. Support operations have commenced. Intelligence information on the tactical situation is disseminated from the G3 and the RAOC. Intelligence information is required by commander, staff, and subordinate units for current operations and planning. SCPE is on hand or field­expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Intelligence information 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. Plans and Ops Branch identifies information requirements.
a.
Identifies current intelligence information requirements.

b.
Lists PIR.

c.
Lists current intelligence holdings' shortcomings.

2. Plans and Ops Branch assembles required intelligence information.
a.
Prepares information collection plan.

b.
Submits request for additional support to higher headquarters G2 and
RTOC.

c.
Revises collection plan to reflect current needs.

3. Plans and Ops Branch disseminates intelligence using BFACS.
a.
Verifies reports for pertinence, reliability, and accuracy.

b.
Records intelligence information in journal.

c.
Identifies significant effects of weather.

d.
Records pertinent weather data.

e.
Annotates situation map with current friendly and threat locations.

f.
Prepares INTSUM.

g.
Disseminates INTSUM to appropriate agencies and elements.

h.
Maintain situational awareness at all times using appropriate BFACS.

4. Plans and Ops Branch 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.

5 - 5
DODDOA-008439
TASK STEPS AND PERFORMANCE MEASURES d. Enforces information security measures. e. Provides classified maps. f. Maintains emergency destruction devices and equipment as required by TSOP. g. Maintains emergency destruction instructions IAW AR 190-13 and TSOP. 5. Plans and Ops Branch plans EPW handling. a. Coordinates handling and locations of holding areas with supporting MP element and higher headquarters' G3. b. Monitors EPW handling operations to ensure compliance with the TSOP, OPORD, and the provisions of the Geneva Convention. 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.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR TRANS BRANCH
TASK: Supervise Advance/Quartering Party Activities (ASG) (63-6-4014.63-0100) FM 54-40) (AR 530-1) (FM 101-5) (FM 3-19.30) (FM 3-4)
ITERATION:: 1 2 3 4 5.
M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded to the commander. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. Tactical operations have commenced. Departure time for the advance/quartering party has arrived. The advance/quartering party is prepared to depart the assembly area. All essential information, including route, order of march, and ETA for the main body has been forwarded to the advance/quartering party leader. The advance/quartering party leader has been issued tentative new location and the CP layout with traffic circulation and communication plans. The advance/quartering party consists of an OIC, security, staff and communication elements, NBC detection team elements, and representatives from appropriate subordinate elements. Sufficient guides, markers, and other required equipment are available. Advance/quartering party deploys in MOPP2. Proposed area is to be evacuated immediately, if high levels of contamination are detected. The task is performed in 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: Advance/quartering party's movement is conducted IAW movement order. All new area preparation tasks as directed by the Scty, Plans & Opns Dir are accomplished IAW TSOP and the OPORD. At MOPP4 performance degradation factors increase time required to perform advance/quartering party functions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans & Operations Directorate, along with Plans and Ops Branch,
organizes advance/quartering party.

a.
Provides required size of parties to subordinate elements.

b.
Briefs party leaders IAW the TSOP.

c.
Dispatches party as prescribed in the movement order.

d.
Maintains situational awareness at all times, using appropriate BFACS,
MTS, or radio.

2. Advance/quartering party moves to new operating site.
a.
Crosses SP, checkpoints, and the RP at times prescribed in the movement
order.

b.
Follows route prescribed in the movement order.

c.
Reports route changes, intelligence, and any other information to the main
body by route guides, route markers, other non-electronic means, BFACS,
or MTS.

d.
Moves advance/quartering party into a concealed, pre-designated assembly
area to await clearance of new area.

e.
Maintains situational awareness at all times, using appropriate BFACS,
MTS, or radio.

5 - 7
DODDOA-008441
:
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. Advance/quartering party leader supervises securing the new area to await clearance of new area.
a.
Dispatches security elements to sweep the area to locate mines, booby traps, or other signs of threat presence.

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

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

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

e.
Moves entire unit party into the new area.

f.
Forwards closing report to main body, if possible, using appropriate BFACS, radio, or MTS.

g.
Maintains situational awareness at all times, using appropriate BFACS, radio, or MTS.

4. Advance/quartering party secures the new area.
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 OPs on probable avenues of approach.

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

f.
Maintains situational awareness at all times, using appropriate BFACS, radio, or MTS.

5. Advance/quartering party leader supervises area preparation.
a.
Maintains situational awareness at all times, using appropriate BFACS, radio, or MTS.

b.
Monitors movement of each subordinate element's advance/quartering party into their respective area 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 IAW the S6 representatives to ensure radio communications exists between the CP and all subordinate elements.

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

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

6. Advance/quartering party implements tentative unit layout plan.
a.
Marks traffic circulation pattern IAW layout plan.

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

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

7. Advance/quartering party implements hasty security plan.
a.
Prepares hasty defensive sketch, using a map overlay or appropriate BFACS.

b.
Enforces camouflage and concealment measures.

c.
identifies location for emplacement of emergency alarm devices.

8. Advance/quartering party implements communications plan.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Establishes wire/digital communications between CP and subordinate
elements.

b.
Establishes wire/digital communications with higher headquarters.

c.
Employs signal security measures.

d.
Issues passwords.

e.
Installs antivirus.

9. Advance/quartering party leader supervises reception of main body.
a.
Identifies guide pickup points.

b.
Briefs ground guides on moving main body into their respective areas with
emphasis on OPSEC measures.

c.
Directs dispatching of element guides to the RP.

d.
Monitors subordinate elements' guide activities to ensure compliance with
party leader's guidance and TSOP.

e.
Enforces surveillance measures.

f.
Provides progress reports to the Plans and Ops Branch and commander
upon arrival of the main body, using appropriate BFACS, radio, wire, or
personal contact.

g.
Maintains situational awareness at all times, using appropriate BFACS,
radio, or wire.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number Task Title References
031-503-1014 IDENTIFY CHEMICAL AGENTS USING M8 STP 21-1-SMCT DETECTOR PAPER 031-503-1020 DETECT CHEMICAL AGENTS USING M9 STP 21-1-SMCT
DETECTOR PAPER 052-193-1013 NEUTRALIZE BOOBY TRAPS STP 21-24-SMCT 071-329-1019 USE A MAP OVERLAY STP 21-24-SMCT 071-331-0820 ANALYZE TERRAIN STP 21-24-SMCT
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
--
ELEMENTS: Command Section PLANS & OPNS BRANCH SCTY, PLANS & OPS DIR
TASK: Establish Command Post (Forward) - ASG (63-6-4015.63-0101)

(FM 54-40) (FM 101-5) (FM 3-19.30)
ITERATION:: 1 2 3 4 5.
M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. The units advance/quartering party has secured the new area. The staff sections have assigned personnel to establish the CP (Forward). The staff advance party element is part of the advance/quartering party. The TSOP lists advance element's duties. The Security Plans and Operations Section has provided instructions relating to CP site preparation. Communications requirements have been determined and 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 operations continues during HO "jump" to a new location. At MOPP4 performance degradation factors increases time required to establish the CP (forward).
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff 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 analog/digital maps and overlays which display locations of logistic
support facilities.
d. Constructs barriers around CP (Forward) as prescribed by the TSOP. .
e. Maintains situational awareness at all times using appropriate BFACS,
radio, or wire.
2. Staff Advance Party Element provides staff supervision over forward tactical
operations.
a. Provides staff supervision over establishment of the CP area to ensure
compliance with layout plan and TSOP.
b. Establishes communications with higher HQ, adjacent, and subordinate
units as prescribed by the movement order, TSOP, and SOI/SSI, using
appropriate BFACS.
c. Provides movement assistance to subordinate elements out of the range of
main CP's communications.
d. Maintains analog/digital situation map(s) with current disposition of friendly
and enemy units, using appropriate BFACS or manual overlay.
3. Staff Advance Party Element provides staff supervision over forward CSS
support operations.
a. Maintains asset visibility of all CSS assets.
b. Maintains intransit visibility of forward CSS assets.

5-10
DODDOA-008444
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c.
Maintains analog/digital situation maps depicting friendly facilities and
sustainment resources in the area of responsibility, using appropriate
BFACS, radio, or messenger.

d.
Maintains current customer listing.

e.
Maintains current staff files and journals.

f.
Relays operational information from customer units to rear HQ that affects
CSS support operations.

g.
Provides current operational briefing to Security Plans and Ops and
respective staff sections upon arrival of main body.

h.
Maintains situational awareness at all times using appropriate BFACS or
radio.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-11
-
ELEMENTS: TRANS BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR
TASK: Coordinate Movement of Subordinate Elements ( ASG) (63-6-4017.63-1002) (FM 55-10) (FM 3-4) (FM 54-40) (FM 55-1)
ITERATION:: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Higher Headquarters OPORD, status reports, maps, overlays, checkpoints, RP, critical points, and all required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The first element crosses its SP. All subordinate elements' relocation plans are available. The Security, Plans and Operations Section is required to monitor road marches until all closing reports are received. Deviations from movement order occur. Each subordinate element and HQ must make a closing report as prescribed in the TSOP. The threat is capable of launching air attacks, employing chemical agents, and engaging in EW. Rear party departs when main body is established in the new area. 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. At MOPP4, performance degradation factors increase staff reaction and coordination of movement deviations.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff Sections, using appropriate BFACS, radio, or wire, provide support for HQ
company and other assigned or attached elements' move.

a.
Provide tactical situation information.

b.
Coordinate additional CHS requirements with supporting medical elements.

c.
Coordinate additional recovery requirements with the supporting element.

d.
Coordinate engineer and MP support requirements with RCPOC.

e.
Coordinate convoy clearance request with movement control element.

f.
Brief all element commanders on tactical situation, communications
frequencies and procedures, and emergency action procedures.

g.
Maintains situational awareness at all times using appropriate BFACS,
MTS, or radio.

2. Security, Plans and Operations Section monitors movement of subordinate
elements and HQ.

a.
Maintains communications with each subordinate and HQ elements IAW
movement orders and TSOP, using appropriate BFACS, MTS, or radio.

b.
Enforces COMSEC measures IAW movement order and TSOP.

c.
Posts subordinate and HQ elements' movement progress on the
analog/digital situation map, using appropriate BFACS, radio, or wire.

d.
Annotates subordinate and HQ elements' march progress on the road
movement graphs, using appropriate BFACS, radio, or wire.

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Provides corrective actions to subordinate and HQ elements when
deviations from movement order occur (speed, interval, route adjustments
and increased MOPP levels), using appropriate BFACS, MTS, radio, or
wire.

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

g.
Coordinates subordinate elements en route support requirements with area
support units until all known requirements are fulfilled.

h.
Maintains situational awareness at all times using appropriate BFACS,
MTS, or radio.

i.
Records closing reports from subordinate and HQ elements upon receipt.

j.
Provides final movement report upon receipt of all closing reports to
commander and RCPOC, using appropriate BFACS, radio, or MIS.

3. Support Operations Office directs logistics operations during move.
a.
Coordinates requirements with the supported unit(s).

b.
Coordinates pickup or delivery of logistics support items between
subordinate elements and requesting units, using appropriate BFACS,
radio, or MTS.

c.
Maintains situational awareness at all times using appropriate BFACS,
radio, or MTS.

d.
Communicates emergency requirements to staff currently on the move,
using appropriate BFACS, radio, or MTS.

e.
Provides close down report to Security, Plans and Operations Section
(forward).

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS Task Number Task Title References 031-503-3004 SUPERVISE THE CROSSING OF A STP 21-24-SMCT CONTAMINATED AREA 081-831-0101 REQUEST MEDICAL EVACUATION STP 21-24-SMCT 113-573-8006 USE AN AUTOMATED SIGNAL OPERATION STP 21-24-SMCT INSTRUCTION (S01)
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS
TASK: GATHER INTELLIGENCE (63-OPFOR-1008)
CONDITION: Small OPFOR elements, operating in the rear area, are planning attacks on enemy bases. Information is needed to complete plans.
5-13
DODDOA-008447
STANDARD: 1. Identify all PIR and other intelligence requirements. 2. Pass through any outpost, defensive wire, or warning devices undetected. 3. Move to an OP that offers cover and concealment and is close enough to gather PIR and other intelligence requirements. 4. Gather all PIR and other intelligence requirements. 5. Withdraw from area undetected. 6. Report all information to OPFOR HQ.
5-14
ELEMENTS: SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Supervise Establishment of Subordinate Elements and Headquarters (ASG) (63-6-4018.63­
0102)
(FM 63-3) (FM 3-19.30) (FM 3-4)
(FM 5-103) (FM 54-40)
ITERATION:: 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The Unit HQ has analog and digital communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded to the commander's digital device. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. The Unit advance/quartering party is dispatched to the new CP area. Subordinate elements are moving along designated route(s) to new area(s). Subordinate elements are required to submit closing reports. The advance CP has been established by the unit advance/quartering party. The unit advance/quartering party leader briefs the commander on status of new area preparation. The Security, Plans and Operations Section issues occupation plans to the CP and subordinate elements. 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 elements, logistics and CHS facilities, and the CP are established IAW layout plan, OPORD, and TSOP. All new CP preparation tasks are accomplished as directed by the Security, Plans and Operations Section IAW TSOP and OPORD. At MOPP4 performance degradation factors increase time required to establish subordinate elements and unit HQ.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Operations Section monitors movement of advance/quartering parties.
a.
Maintains constant communications IAW movement order and TSOP, using appropriate BFACS.

b.
Coordinates support or emergency action requirements with appropriate element based on assistance required, using appropriate BFACS.

2. Headquarters Advance Staff Element performs CP functions.
a.
Supervises establishment of area IAW layout plan and TSOP.

b.
Establishes messenger runner system until wire communications have been established.

c.
Coordinates CSS operations from forward location (limited operations), using appropriate BFACS.

d.
Supervises the establishment of were communications within the CP area.

e.
Sets up situation map(s).

f.
Maintains situational awareness at all times using appropriate BFACS.

3. Security, Plans and Operations Section monitors positioning of subordinate units and HQs.
a.
Supervises positioning of elements as prescribed by the layout plan.

b.
Coordinates impact of position changes with other staff sections.

c.
Approves position changes of subordinate elements that are caused by terrain and/or tactical considerations.

d.
Posts situation map(s) and overlay(s) to reflect new positions.

5-15
DODDOA-008449
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Maintains situational awareness at all times using appropriate BFACS.

f.
Enforces safety measures.

g.
Provides establishment update to the commander and X0, using
appropriate BFACS.

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

071-329-1019 USE A MAP OVERLAY STP 21-24-SMCT 071-331-0820 ANALYZE TERRAIN STP 21-24-SMCT
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS
TASK: CONDUCT SNIPER OPERATIONS (63-OPFOR-1005)
CONDITION: OPFOR has assigned snipers, regular and/or irregular elements, in the enemy rear area along MSR and near support sites.
STANDARD: 1. Set up well-concealed location(s). 2. Engage vehicle drivers or personnel on foot with short bursts of semi-automatic fire. 3. Kill or wound selected target. 4. Prevent position from being discovered by enemy forces. 5. Evacuate the area without being spotted. 6. Report all specified PIR and other intelligence requirements to OPFOR HQ.
TASK: GATHER INTELLIGENCE (63-0PFOR-1008)
CONDITION: Small OPFOR elements, operating in the rear area, are planning attacks on enemy bases. Information is needed to complete plans.
STANDARD: 1. Identify all PIR and other intelligence requirements. 2. Pass through any outpost, defensive wire, or warning devices undetected. 3. Move to an OP that offers cover and concealment and is close enough to gather PIR and other intelligence requirements. 4. Gather all PIR and other intelligence requirements. 5. Withdraw from area undetected. 6. Report all information to OPFOR HQ.
5-16
ELEMENTS: SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR
TASK: Establish the Logistics Operations Center and Administrative Areas (ASG) (63-6-4019.63-0103)
(FM 101-5) (FM 54-40)
ITERATION:: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: :T P U (Circle)

CONDITIONS: The headquarters has analog and/or digital communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded to the commander's digital device. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The main body of the HQ has arrived at the new location. The Security, Plans and Operations Section 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 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 CSS and survival assets within time specified in the TSOP. At MOPP4, performance degradation factors increases the time required to establish LOC and administrative areas.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff Sections establish LOC.
a.
Identify staff working area that facilitates immediate access of staff personnel to all required information.

b.
Set up internal arrangement IAW XO and Security, Plans and Ops guidance.

c.
Set up maps, map overlays, and informational displays which show the current tactical situations of all friendly and threat forces affecting the mission.

d.
Set up status boards which display locations of CSS facilities and their _ capabilities and status of personnel and equipment.

e.
Establish analog and digital communications nets in order of priority specified in the TSOP and OPORD.

f.
Establish area for processing incoming and outgoing messages.

g.
Establish commander's briefing area.

h.
Prepare sleep plan that is consistent with phases of supported units' operations.

i.
Establish, policy file, records, staff journals, and branch workbooks.

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

k.
Maintains situational awareness at all times using appropriate BFACS, radio, wire or messenger.

2. Personnel and Admin and HQ Company Supply Sections establish administrative areas.
5-17
DODDOA-008451
TASK STEPS AND PERFORMANCE MEASURES a. Identify staff working areas that facilitate immediate staff access to all required information. b. Set up analog/digital maps and status boards displaying status of internal logistics, personnel, and equipment. c. Establish communications nets in the order of priority specified by the TSOP. d. Establish policy files, records, staff journals, and section workbooks. e. Coordinate generator electrical power with the Security, Plans and Ops. GO NO-GO
3. Communications Branch establishes analog and digital communications. NOTE: For staffs without a S6 Section, this task will be performed by the Communications Branch. a. Determines communications requirements. b. Establishes local area network. c. Issues passwords. d. Establishes wire communications. e. Operates HQ unit switchboard. f. Establishes analog and digital communications with higher, adjacent, and subordinate units.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: Command Section
SUPPORT OPNS DIR
SUPPLY & SERVICES BR
TRANS BRANCH
MAINTENANCE BRANCH
HNS LOGISTICS DIR
SCTY, PLANS & OPS DIR

TASK: Establish Support Operations Office (ASG) (63-6-4021.63-0104)
(FM 54-40) (FM 100-10) (FM 101-5)
(FM 3-19.30) (FM 3-4)

ITERATION:: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The unit HQ has analog and digital communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded to the commanders digital device. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The main body has crossed the RP and has arrived at the new site. The advance/quartering party is on-site at the new site. The advance/quartering party is on-site at the new AO and has prepared the site for occupation. The tentative layout plan and the communications plan are available. Additional communications and security requirements are necessary. The LOC is operational at the new site and a basic communications net has been established. This task may be performed in a field or MOUT environment. SCPE is on hand, or field-expedient and natural shelters are available, whichever applies. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: The Support Operations Section is set up and operational within the time limits established in the TSOP. At MOPP4, performance degradation factors increase supervisory, managerial, administrative, and coordination completion times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Director, Support Operations coordinates Support Operations Directorate set up within the LOC.

a.
Establishes internal operating procedures IAW the TSOP.

b.
Implements the area layout plan..

c.
Implements the communication plan.

d.
Implements the security plan.

e.
Coordinates with the CSS-AMO for CSSCS network management support.

f.
Coordinates with the Communicatins Branch for additional communications
support, as needed.

g.
Supervises positioning of Support Operations Section subelements into the
LOC.

h.
Reports operational status to the HQ commander, Plans and Ops Branch
and the Higher G4, using appropriate BFACS, radio, or wire.

i.
Maintains situational awareness at all times using appropriate BFACS.

j.
Establishes communications with supported and supporting logistics and
CHS organizations.

*
2. Director, Support Operations Section supervises establishment of the Support Operations Directorate.

5-19
DODDOA-008453
TASK STEPS AND PERFORMANCE MEASURES a. Establishes a Support Operations Directorate Supply and Services Branch to include Host Nation Support Branch. b. Establishes CSS Automation Management Office. c. Establishes General Supply Section to include Class I Branch, II and IV Branch, Ill and Water Branch, Class V Branch, Class IX Branch, and Property Book-Class VII Office. d. Establishes Transportation Branch. e. Establishes Maintenance Branch to include Armament-Combat Vehicle section, Automotive and, Ground Support Equipment section, Communications-Electronic section, Aviation section, and Missile section. GO NO-GO
3. Support Operations Directorate establishes physical security. a. Implements security measures IAW the TSOP and the units defense plan. b. Coordinates Support Operations security plan requirements with the Plans and Ops Branch and the HQ company commander. c. Implements ADP area access control measures IAW the security plan and the TSOP.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-20
DODDOA-008454
ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Direct Deployment Alert Activities (ASG) (63-6-4850.63-0105)
(FM 55-65) (FM 100-17) (FM 101-5)
(FM 54-40)
ITERATION:: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The command receives a WARNO to go to an increased deployability posture in preparation for overseas deployment. The movement plan/order, recall plan, security plan, and RSOP are available. The command's subordinate units are deploying as part of the command deployment. The command HQ communicates with subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Alert notification activities are performed day or night under all environmental conditions IAW the Recall Plan and the EOC is staffed IAW RSOP.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. Security, Plans and Ops section/Staff Duty Officer executes alert notification procedures.
a.
Authenticates deployment warning order IAW RSOP.

b.
Notifies commander and Security, Plans and Ops that the unit has received
a deployment warning order.

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

*
2. Commander and Security, Plans and Ops 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 RSOP and
commander's guidance.

d.
Monitor recall progress for compliance with RSOP.

e.
Identify present-for-duty status by reviewing recall status reports from
subordinate units.

f.
Calculate recall percentages lAW recall plan.

g.
Monitor implementation of physical security of unit HQ and subordinate unit
areas by inspection and/or review of recall status reports.

h.
Brief commander and Security, Plans and Ops on progress of recall.

3. Security, Plans and Ops Section monitors progress of recall
a.
Identifies time-phased present-for-duty requirements by reviewing recall
plans.

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 unit HQ and subordinate unit
areas by inspection and/or review of recall status reports.

e.
Briefs commander and Security, Plans and Ops on progress of recall.

4. Staff sections perform alert functions.
a.
Designates personnel to staff EOC IAW RSOP.

b.
Briefs staff officer/section chiefs on status of recall, as required.

5-21
DODDOA-008455
-
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
5. Security, Plans and Ops Section performs deployment alert activities. a. Coordinates with higher HQ staff element for guidance concerning deployment requirements. b. Issues SOls, authentication tables, operations codes, frequency and call signs to subordinate units. c. Directs units to initiate OPSEC procedures. d. Activities guard mount to control access to restricted areas, as designated. e. Sends request to HO supply section for maps, if needed. f. Establishes secure communications with higher HQ staff elements and/or installation EOC. g. Identifies liaison to higher HQ, as required.
TASK PERFORMANCE; EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" M TOTAL •
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-008456
ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Establish the Emergency Operations Center (AGS) (63-6-4851.63-0106)
FM 101-5) (AR 530.1) (FM 3-19.30)
(FM 54-40)
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 command's subordinate units have been notified. Personnel and equipment required to establish the EOC are available. The location of 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 day or night under all environmental conditions JAW the RSOP and commander's guidance and within the time specified by the XO or Security, Plans and Ops.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO or Security, Plans and Ops supervises establishment of the EOC.

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

b.
Directs Security, Plans and Ops Section to set up EOC IAW RSOP and commander's guidance.

c.
Assigns EOC work areas to staff elements as prescribed by RSOP and XO or Security, Plans and Ops guidance.

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

2. Security, Plans and Ops Section sets up EOC.
a.
Identifies work areas that facilitate immediate access of personnel to all required information.

b.
Sets up internal arrangement of EOC IAW XO or Security, Plans and Ops 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 XO or Security, Plans and Ops 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.
Sets up briefing area for daily situation briefings.

5-23
DODDOA-008457
TASK STEPS AND PERFORMANCE MEASURES e. Briefs XO or Security, Plans and Ops when EOC is operational. GO NO-GO
TASK PERFORMANCE I EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Operate the Emergency Operations Center (ASG) (63-6-4852.63-0107) (FM 101-5) (AR 530-1) (FM 100-10) (FM 100-5) (FM 54-40)
ITERATION:: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: The command deployment activities have commenced. Staff journals, workbooks, current maps, overlays, the RSOP, movement plan/order, movement directive, and physical security plan are available. The operation of the EOC is required to coordinate the command's deployment activities. Subordinate units' wheeled vehicles and equipment move to the A/SPOE by convoy or rail. The EOC communicates with the installation EOC, ITO, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Command deployment activities and information dissemination are performed IAW the RSOP and commander's guidance.
_:. TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO or Security, Plans and Ops 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 RSOP.

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

2. EOC performs EOC deployment support duties.
a.
Maintains staff journal(s) and entries IAW current command policy and
RSOP.

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 JAW RSOP and commander's guidance, as required.

3. EOC monitors movement of subordinate units' equipment to A/SPOE.
a.
Monitors rail loading and convoy staging activities for compliance with the
movement order.

b.
Maintains communications with each subordinate unit IAW movement order
and RSOP.

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, route adjustments).

5-25
DODDOA-008459
TASK STEPS AND PERFORMANCE MEASURES 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 Security, Plans and Ops 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 TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: PERS & ADMIN DIR Command Section TRANS BRANCH MAINTENANCE BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Supervise Deployment/Redeployment Activities (ASG) (63-6-4853.63-0108)
( FM 100-17) (DOD 4500.32-R VOL 1) (FM 101-5) (AR 700-93) (DOD 4500.32-R, VOL 2) (FM 54-40) (DOD 4500.32-R) (FM 100-17-3)
ITERATION:: 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT::T P U (Circle)
CONDITIONS: Command deployment/redeployment activities have commenced. The command is located in the home station UAA or RAA and the EOC/CP is established. The gaining overseas command has provided a deployment on message indicating ultimate destination and deployability criteria. The RSOP, movement plan/order, and TSOP are available. The command HQ communicates with the installation EOC, ITO, the appropriate HQ, supporting organizations, subordinate units, and rear detachment by radio, telephone, electronic means, and courier. Some iterations of this task should be performed 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 CONPLANs.

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

c.
Directs Personnel and Admin section to coordinate SRP processing.

d.
Directs personnel and equipment cross-leveling actions.

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

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

g.
Directs Security, Plans and Ops to issue deployment/redeployment WARNO 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.

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.
Identifies liaison to higher I-10, as required.

' 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.

5-27
DODDOA-008461
.
TASK STEPS AND PERFORMANCE MEASURES
c.
Directs staff sections to provide personnel for deployment/redeployment teams, e.g. advance party, MSTs, 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, RSOP, 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 Directs Security, Plans and Ops Section for the update of plans, orders, and commander's overseas orientation, as required.

e.
Provide personnel for deployment/redeployment teams, as required.

f.
Forward deployment/redeployment status reports to appropriate HQ and addressees, as required.

g.
Forward personnel and logistics reports IAW higher HO guidance.

4. Command Section supervises activities of subordinate units.
a.
Monitors performance of subordinate elements to ensure required level of proficiency as prescribed in RSOP, plans, policies, directives, and the TSOP.

b.
Monitors external support to determine overall effectiveness, IAW RSOP.

c.
Assigns specific tasks to subordinate units, as required.

d.
Monitors implementation of decisions, directives, and instructions to determine subordinate units' compliance.

e.
Issues FRAGOs to implement. changes to the movement plan/order and annexes, as required.

*
5. Commander and/or XO with Rear Detachment Section 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.

6. Personnel and Admin Section performs deployment activities.
a.
Coordinates PAO briefings for deploying units.

b.
Verifies appropriate SIDPERS transactions are input for all deploying soldiers once soldiers have completed SRP processing.

c.
Coordinates with legal representatives on pending legal actions for deploying soldiers.

d.
Completes legal actions, as directed by commander.

7. Staff sections perform readiness activities.
a. Identify readiness shortfalls of subordinate units based on current USRs.
GO NO-GO
DODDOA-008462

TASK STEPS AND PERFORMANCE MEASURES b. Evaluate subordinate unit's ability to perform mission requirements based on USRs and other status reports required by higher HQ, such as the PERSTAT and 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 commander on readiness activities and status of subordinate units. 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.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-008463
ELEMENTS: PERS & ADMIN DIR Command Section TRANS BRANCH
TASK: Update Movement Plan/Order (ASG) (63-6-4854.63-0109) (FM 55-65). (FM 100-17) (FM 101-5) (FM 55-1)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: 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 Security, Plans and Ops section 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 staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The movement plan/order is updated IAW FM 55-65, FM 101-5, the RSOP, movement directive, and commanders guidance and within the time prescribed by the commander or XO.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO and Security, Plans and Ops section 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. Security, Plans and Ops 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
subordinate elements and installation deployment support organizations.

e.
Update appropriate staff portions of the movement plan/order, as required.

f.
Provide updated movement plan/order input to Security, Plans and Ops
Section.

5-30
DODDOA-008464
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
4. Security, Plans and Ops 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.


TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-008465
ELEMENTS: PERS & ADMIN DIR Command Section
TASK: Coordinate Soldier Readiness Program Processing Support (ASG) (63-6-4855.63-0110)
(AR 220-10). (AR 27-10). (AR 600-8-104)
(AR 614-185). (AR 614-200). (FM 100-17)
(FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Commander has directed SRP processing to be conducted and the overseas orientation be prepared. All subordinate units are deploying as part of the command deployment. The movement directive, deployment message, RSOP, and movement plan/order are available. The staff continuously receives messages from the installation EOC, ITO, installation deployment support organizations, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: SRP processing support is coordinated JAW RSOP, commander's guidance, AR 220-10 and a SRP processing schedule is distributed.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
" 1. Personnel and Admin section supervises SRP processing.
a.
Identifies deployability criteria by reviewing the deployment message.

b.
Approves SRP processing schedule.

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

d.
Coordinates adjustments to the processing schedule with the PROC CS
and appropriate subordinate unit.

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

2. Personnel and Admin section coordinates SRP processing support.
a.
Identifies SRP processing requirements by reviewing RSOP, movement
directive and commander's guidance.

b.
Requests command 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 RSOP.

3. Personnel and Admin 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 Personnel and Admin section 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 .
5-32
DODDOA-008466
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Identify mission support requirements by reviewing movement directive,
deployment information message, commander's guidance, and appropriate
CONPLAN/OPLANs.

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

c.
Provide commander's overseas orientation input to Security, Plans and Ops
Section.

5. Personnel and Admin 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 o: 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: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-33
DODDOA-008467
ELEMENTS: Command Section PERS & ADMIN DIR
TASK: Provide Deployment Personnel and Administrative Services Support (ASG) (63-6-4856.63­0111)
(FM 12-6). (AR 215-1). (AR 220-1)
(AR 220-10). (AR 25-400-2). (AR 27-10)
(AR 614-185). (AR 614-200). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Adjustments to unit strengths and coordination for administrative support are required prior to the command's deployment to an overseas site. All subordinate units are deploying as part of the command deployment. SRP processing has been completed. The movement directive, deployment information message, RSOP, and movement plan/order are available. The Personnel and Admin Section continuously receives messages from the installation EOC, ITO, and deployment support organizations, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed 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. Personnel and Admin Section supervises personnel readiness actions.

a.
Directs personnel screening.

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 TDY, attending school, and in authorized leave
status IAW commander's guidance.

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

e.
Coordinates personnel replacement and disposition of excess and non­deployable personnel with higher echelon G1.

f.
Directs disposition of excess and non-deployable personnel IAW higher
echelon G1 instructions.

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

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

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

c.
Reports all unfilled school quotas to higher echelon 01.

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
.Personnel and Admin.

h.
Briefs Personnel and Admin Section on deployment personnel status.

3. Personnel and Admin Section performs cross-leveling of personnel.
5-34
DODDOA-008468
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 Personnel and Admin
Section and commanders guidance.

d.
Transfers non-deployment 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. Personnel and Admin 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 G1 Section.

c.
Reassigns excess and non-deployable personnel IAW higher echelon G1
Section instructions.

d.
Clears unavailable, non-deployable personnel IAW higher echelon G1
Section instructions.

5. Personnel and Admin Section performs personnel replacement functions.
a.
Submits officer requisitions IAW AR 614-185.

b.
Submits enlisted requisitions JAW AR 614-200.

c.
Assigns filler personnel IAW AR 614-185, AR 614-200, and Personnel and
Adm in Section guidance.

6. Personnel and Admin 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
G1, as required.

c.
Coordinates postal support with supporting AG.

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

e.
Coordinates Red Cross support with the local 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 POV and storage of personal property with PMO.

i.
Appoints subordinate unit Class A agents on the command's orders, as
required.

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

k.
Provides personnel services input for the movement plan/order to the
Security, Plans and Ops Section.

7. Personnel and Admin 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
Security, Plans and Ops Section.

DODDOA-008469
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-008470
ELEMENTS: PERS & ADMIN DIR Command Section
TASK: Coordinate Family Assistance Support (ASG) (63-6-4857.63-0112) (AR 608-18). (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 command deployment. The family assistance plan, RSOP, and movement plan/order are available. The command staff continuously receives messages from the ITO and installation support organizations, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. 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. Personnel and Admin Section supervises family assistance support activities.

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. Personnel and Admin 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., ACS, AER, SJA, and Red
Cross, with installation agencies.

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

f.
Briefs the Personnel and Admin Section on family assistance requirements
and available support.

3. Personnel and Admin 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 Personnel and Admin Section for approval or
modification.

d.
Distributes updated family assistance plan IAW RSOP.

4. Personnel and Admin 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.

DODDOA-008471

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
5. Unit Ministry Team representatives perform family assistance activities. a. Communicate with all unit level representatives at least once a week during deployment... b. Conduct 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 TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-38
DODDOA-008472
ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH PERS & ADMIN DIR
TASK: Coordinate Deployment Training Support (ASG) (63-6-4858.63-0113) (FM 25-101). (AR 220-1). (AR 350-1) (FM 100-17). (FM 25-100). (FM 54-40) (TC 25-20)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Training deficiencies exist within the command. Training is required before the command deploys to an overseas site. Training status reports are being received from subordinate units. The movement directive, RSOP, movement plan/order, deployment OPLAN/OPORD, and deployment information message are available. The command staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Coordination for deployment training support is accomplished JAW RSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Security, Plans and Ops section supervises deployment training.

a.
Identifies training requirements by reviewing RSOP, movement directive,
deployment OPLAN/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. Security, Plans and Ops section publishes deployment training schedule.
a.
Coordinates for training support command staff and subordinate units, as
required.

b.
Submits training support requests to appropriate installation support
agencies IAW RSOP and Security, Plans and Ops section's guidance.

c.
Prepares training schedule for subordinate units based on coordination with
supporting organizations.

d.
Submits training schedule to Security, Plans and Ops section for approval
or modification.

e.
Distributes training schedule to appropriate staff sections and subordinate
units.

5-39

DODDOA-008473

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-40
DODDOA-008474
ELEMENTS: Command Section PLANS & OPNS BRANCH SCTY, PLANS & OPS DIR
TASK: Perform Deployment Intelligence Support Functions (ASG) (63-6-4859.63-0114) (FM 34-130). (AR 380-5). (FM 34-3) (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has received a deployment WARNO and the commander has issued his guidance. All subordinate units are deploying as part of the command deployment. The OPSEC Plan, Physical Security Plan, SOI/SSI, movement directive, RSOP, deployment OPLAN/OPORD, and deployment information message are available: The command staff continuously receives messages from the installation EOC, ITO, the appropriate HO, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Intelligence is disseminated to subordinate units and intelligence support functions are accomplished IAW higher echelon G2 instructions, RSOP, and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Ops Section implements physical security procedures.
a.
Designates 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.• Security, Plans and Ops Section implements commander's OPSEC program.
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 command HQ and subordinate units

-
.with installation MI detachment.

g.
Conducts OPSEC briefings, as required.

3. Security, Plans and Ops Section provides classified documents and map
services.

a.
Identifies classified documents and map requirements by reviewing
requests from subordinate units, RSOP, deployment OPLAN/OPORD, and
commander's guidance.

b.
Submits requisitions for classified documents and maps through appropriate
channels.

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

d.
Requests disposition instructions for classified documents not required from
higher echelon G2.

5-41
DODDOA-008475
TASK STEPS AND PERFORMANCE MEASURES
e.
Publishes policies and procedures for transfer of classified documents IAW higher echelon G2 instructions.

f.
Maintains accountability of classified documents IAW AR 380-5.

4. Security, Plans and Ops 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 G2.

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

5. Security, Plans and Ops Section, along with the Communications Section implements SIGSEC procedures.
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 Security, Plans and Ops Director on SIGSEC activities.

6. Security, Plans and Ops Section provides intelligence briefings on theater of operations.
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 G2.

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 Security, Plans and Ops Section for approval or modification.

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

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

5-42

GO NO-GO


M TOTAL
ELEMENTS: SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH Command Section SUPPORT OPNS DIR
TASK: Provide Deployment Logistics Support (ASG) (63-6-4860.63-0115) ( FM 100-17). (AR 220-1). (AR 710-2) (FM 100-10). (FM 4-30.3). (FM 54-40) (FM 55-65)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has received a deployment warning order and the commander has issued his guidance. All subordinate units are deploying as part of the command deployment. Equipment status reports are being received from subordinate units. The movement directive, movement plan/order, deployment message, RSOP, port call messages, subordinate unit AUELs, and OPLAN/CONPLAN are available. The command staff continuously receives messages from the installation EOC, ITO, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Deployment logistics support is provided to subordinate units and coordination for cross-leveling of vehicles and equipment is accomplished IAW RSOP and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Support Operations Directorate and subordinate elements, along with Headquarters Company Supply Section, 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 to commander cross-leveling actions.

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

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

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

f.
Submits request to higher staff element for activation of additional 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,
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.

2. Support Operations Directorate and subordinate elements, along with
Headquarters Company Supply Section provides supply and services support.

a. Identifies special equipment and/or clothing requirements by reviewing
movement directive, deployment message, and OPLAN/ CONPLAN.

5-43
DODDOA-008477
.
TASK STEPS AND PERFORMANCE MEASURES
b.
Coordinates issue of special equipment and/or clothing with higher echelon G4, installation DOL, and appropriate supporting agencies.

c.
Coordinates emergency calibration of deploying equipment.

d.
Updates supply requisitions with correct FAD, deployment UlCs, and deployment ship to address, as needed.

e.
Verifies requisitions have been either canceled or updated with a deployment address ten days prior unit deployment.

f.
Coordinates disposition of excess equipment and clothing with higher echelon G4 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 supply support 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 G4 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 XO, as required.

3. Support Operations Directorate and subordinate elements, along with Headquarters Company Supply Section coordinates cross-leveling of vehicles, equipment, and supplies.
a.
Identifies shortages and overages by reviewing subordinate unit's vehicle, equipment, and supply status reports.

b.
Reallocates vehicles, equipment and supplies within the command IAW commander's guidance.

c.
Submits requisitions for vehicles, equipment, and supplies to higher echelon G4 Section.

d.
Requests disposition instructions for excess vehicles, equipment, and supplies from higher echelon G4 Section.

e.
Verifies 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 XO, as required.

4. Support Operations Directorate and subordinate elements, along with Headquarters Company Supply Section provides maintenance support.
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 MST, 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 A/SPOE MA with supporting installation.

f.
Submits vehicles and equipment to support maintenance JAW internal support SOP instructions.

g.
Coordinates maintenance support for movement to A/SPOE with higher echelon G4 or installation DOL

5-44
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
h. Briefs XO, as required.
5. Support Operations Directorate and subordinate elements, along with
Headquarters Company Supply Section provides movement support.

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
UMC and reviewing DEL.

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

d.
Requests scales and MHE support from DOL, as required.

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
ICUMC, as required.

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

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

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

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

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

I.
Briefs XO, as required.

*
6. Support Operations Directorate and subordinate elements, along with Headquarters Company Supply Section, in coordination with the IC-UMO coordinates SPOE MA activities.

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 commander as required.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
5-45
DODDOA-008479
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-46
DODDOA-008480
ELEMENTS: Command Section PLANS & OPNS BRANCH MAINTENANCE BRANCH SCTY, PLANS & OPS DIR PERS & ADMIN DIR
TASK: Perform Deployment Advance Party Activities (ASG) (63-6-4861.63-0116) (FM 100-17). (FM 100-17-3)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command 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 command staff continuously receives messages from the appropriate HQ and subordinate units by radio, telephone, electronic means, and courier. CONUS logistics and movement support is provided to the advance party by the supporting installation and MTMC, respectively. Theater logistics support is provided to the advance party by the combatant commander's designated support organization. Some iterations of this task should be performed 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. Security, Plans and Ops Section plans advance party operations.
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 pre-deployment activities.

a.
Identifies advance party support requirements by reviewing advance party
plan, movement plan/order, RSOP, and Security, Plans and Ops Section
and commander's guidance.

b.
Coordinates advance party logistics and transportation support with HQ Co
Supply Section.

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

d.
Identifies unit 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 Security,
Plans and Ops Section.

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.

DODDOA-008481
ARTEP 63-622L-MTP
TASK STEPS AND PERFORMANCE MEASURES c. Performs APOD activities for deployment. GO NO-GO
4. Advance party coordinates reception of main body. a. Coordinates for arrival schedule and reception of the main body with AACG. b. Coordinates for movement of personnel to the MA with PMCT. c. Coordinate for ship arrival schedule and movement of equipment to TSB with PSA. d. Provides personnel to port commander for movement of equipment from PSA to MA, as required. e. Provides command organization, movement configuration, movement schedule, and ultimate destination to TMCA/MCT. f. Coordinates main body logistics and maintenance support requirements with designated supporting organization. g. Briefs commander, staff, and subordinate unit commanders or reception and onward movement plans, as required.
5. Advance party coordinates mission operations. a. Provides command 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 Security, Plans and Ops Section. c. Identifies preliminary liaison requirements with supporting and supported activities. d. Briefs commander, staff, and subordinate unit commanders on operational and tactical situation, as required. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
— indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: Command Section TRANS BRANCH MAINTENANCE BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH PERS & ADMIN DIR
TASK: Coordinate Onward Movement (ASG) (63-6-4862.63-0116) (FM 100-17). (FM 100-17-3). (FM 54-40)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)

CONDITIONS: The command 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 MA. The PSA moves the units's vehicles and equipment from the SPOD to the MA. Administrative and logistics support is provided by an organization designated by the combatant commander. TMCA or MCT provides movement instructions from the TSB to the TM. The RSOP and TSOP are available. TMCA/MCT monitors unit's movement to the TM. The staff continuously receives messages from the appropriate HQ and subordinate units by radio, telephone, electronic means, and courier. This task is always performed in MOPP4.
TASK STANDARDS: The main body arrives in the TM IAW TMCA/MCT instructions and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Command Section supervises intransit 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. Security, Plans and Ops Section supervises preparation and movement to TM.
a.
Consolidates staff input for intransit support and movement instructions.

b.
Issues movement order/FRAGO, maps, and SOI/SSIs 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
TMCA/MCT.

f.
Reports arrival in TM to higher echelon Security, Plans and Ops Section.

3. Personnel and Admin 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.

5-49
DODDOA-008483
-
-
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
4. Support Operations Directorate and subordinate elements coordinates MA
logistics support.

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 TAA.

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

*
5. Support Operations Directorate and subordinate elements coordinates movement to TM.

a.
Coordinates for detailed movement instructions with TMCA/MCT.

b.
Provides movement instructions to Security, Plans and Ops Section.

c.
Monitors supporting units AUEL updates for compliance with movement
order and RSOP.

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 TMCA/MCT instructions.

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

.
movement, as required.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ELEMENTS: Command Section ENGINEER BRANCH REAR OPERATIONS BR SCTY, PLANS & OPS DIR PERS & ADMIN DIR
TASK: Coordinate Rear Detachment Support ( ASG) (63-6-4863.63-0117) (FM 10017). (FM 54-40)
-
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Rear detachment support is required. All subordinate units are deploying/redeploying as part of the command deployment/redeployment. The rear detachment plan, RSOP, and deployment/redeployment movement plan/order are available. The command staff continuously receives messages from the installation or theater support organizations, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed 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. Personnel and Admin Section, along with the Rear Detachment Ops Branch,
coordinate 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 G1 Section or installation/theater support organizations, as
required.

e.
Provides personnel and administrative services support input for the rear
detachment plan update to the Rear Detachment Ops Branch and Security,
Plans and Ops Section.

f.
Coordinates family support group assistance with higher echelon personnel
section.

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

2. HQ Company Supply Section, along with the Rear Detachment Ops Branch,
coordinates for rear detachment logistics support.

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 G4 Section or
installation/theater support organizations.

c.
Provides copies of property book, document register, and related
documentation to the rear detachment commander, as required.

5-51
DODDOA-008485
TASK STEPS AND PERFORMANCE MEASURES d. Provides logistics support input for the rear detachment plan update to the Rear Detachment Ops Branch and Security, Plans and Ops Section. e. Briefs the commander, XO, and rear detachment commander on rear detachment logistics support, as required. GO NO-GO
3. Security, Plans and Operations Section, along with the Rear Detachment Ops Branch, updates rear detachment plan. a. Verifies staff input for completeness and compliance with commander's guidance. b. Prepares updated copy of rear detachment plan. c. Forwards draft copy to commander or XO for approval or modification. d. Distributes rear detachment plan update IAW RSOP.
4. Rear Detachment Ops Branch provides rear detachment support. a. Requests new classified document access roster and safe access listing for the rear detachment from higher staff elements. b. Coordinates changing of combinations for safes and arms room for the rear detachment with higher staff element. c. Assists rear detachment to ensure all classified material not deployed with unit is properly stored, transferred or destroyed.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-52
DODDOA-008486
ELEMENTS: ENGINEER BRANCH REAR OPERATIONS BR Command Section PERS & ADMIN DIR
TASK: Perform Home Station Rear Detachment Activities (ASG) (63-6-4864.63-0118) (FM 100-17). (AR 220-10). (AR 710-2) (FM 12-6). (FM 54-40). (FM 55.65)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command and subordinate units' main bodies are preparing to depart home station. Initial coordination for personnel and administrative services and logistics support was accomplished by command 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 telephone and electronic means. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Rear detachment activities are performed IAW the rear detachment plan and commander's guidance.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Rear detachment commander supervises rear detachment activities.

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 form deploying units.

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

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

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

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

g.
Briefs rear detachment personnel on available personnel and administrative
services 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.

2. Rear detachment provides administrative and logistics support.
a.
Coordinates SRP processing of late arrivals and/or replacement personnel
with DPCA.

b.
Provides administrative and logistics support to late arrivals and/or
replacement personnel the installation AG.

c.
Redirects mail IAW rear detachment plan.

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

5-53
DODDOA-008487
ARTEP 63-622L-MTP
TASK STEPS AND PERFORMANCE MEASURES e. Provides assistance to families IAW the family assistance plan, as required. f. Publishes family support chain of command roster for family members. 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. GO NO-GO
3. Rear detachment commander coordinates reception at home station. a. Identifies reception requirements by reviewing the RSOP and Security, Plans and Ops 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 Security, Plans and Ops Section information on transportation, intransit support, and welcoming ceremonies.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: PERS & ADMIN DIR MAINTENANCE BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR
TASK: Coordinate Reconstitution for Redeployment (ASG) (63-6-4865.63-0119) (FM 100 17). (FM 55-65)
-
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has received a redeployment WARNO and the commander has issued redeployment guidance. The command and subordinate units are located in the designated 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 command staff continuously receives messages from the appropriate HQ and subordinate units by radio, telephone, electronic means, and courier. The RSOP and redeployment warning order are available. Some iterations of this task should be performed 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. Personnel and Admin Section coordinates reconstitution of personnel. .
a. Identifies personnel shortages and overages by grade and MOS by
reviewing subordinate unit's status reports.
b. Reassigns personnel within the command IAW commander's guidance.
c. Recalculates personnel shortages and overages by grade and MOS.
d. Submits personnel requisitions to higher echelon 01 Section.
e. Requests disposition instructions for excess personnel from higher echelon
G1 Section.
f. Assigns filler personnel IAW S1 guidance.
g. Reassigns excess personnel IAW higher 01 Section instructions.
h. Updates SIDPERS records, as required.
i. Briefs commander and XO on personnel status, as required.
2. Support Operation Section, along with the HQ Company Supply Section,
coordinates reconstitution of vehicles, equipment, and supplies.
a. Identifies shortages and overages by reviewing subordinate unit's vehicle,
equipment, and supply status reports.
b. Reallocates vehicles, equipment and supplies within the command IAW
commander's guidance.
c. Recalculates shortages and overages.
d. Submits requisitions for vehicles, equipment, and supplies to higher echelon
G4 Section.
e. Requests disposition instructions for excess vehicles, equipment, and
supplies from higher echelon Support Operations Office.
f. Issues vehicles, equipment, and supplies IAW commander and S4's
guidance.

5-55
DODDOA-008489
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. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" "*" indicates a leader task step. M TOTAL
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-56
DODDOA-008490
ELEMENTS: PERS & ADMIN DIR Command Section TRANS BRANCH
TASK: Prepare Redeployment Movement Plan/Order (ASG) (63-6-4866.63-0120) (FM 100-17). (FM 101-5). (FM 54-40) (FM 55-1). (FM 55-65)
ITERATION:. 1.2 3 4 5.
M.(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 Plans and Ops Branch, along with the Security Plans and Ops Section, have staff responsibility for consolidation, publication, and distribution of the redeployment movement plan/order. Movement plan becomes movement order upon implementation. The command and subordinate units are located in the TAA. Trained UMOs have been designated and briefed by the HQ Company Supply and/or ICUMO. The home station rear detachment commander provides information on reception arrangements. The RSOP, TSOP, and higher echelon redeployment movement order are available. The command staff continuously receives messages from the appropriate HQ and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Redeployment movement plan/order is prepared and distributed lAW FM 101-5, the RSOP and commander's guidance and within the time prescribed by the commander or XO.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff sections provide input to the redeployment movement plan/order.
a.
Identify redeployment requirements by reviewing redeployment movement
order, RSOPs, and commander's guidance.

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

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

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

e.
Forward redeployment movement plan/order input information to the Plans
and Ops Branch, along with the Security Plans and Ops Section.

2. The Plans and Ops Branch, along with the Security Plans and Ops 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. The Plans and Ops Branch, along with the Security Plans and Ops 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 G2/G3 or
supporting logistics support organization.

5-57
DODDOA-008491
TASK STEPS AND PERFORMANCE MEASURES c. Coordinates physical security requirements with subordinate units. d. Incorporates TAA and RAA physical security instructions into movement plan/order. GO NO-GO
4. The Plans and Ops Branch, along with the Security Plans and Ops 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. The Plans and Ops Branch, along with the Security Plans and Ops 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 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-58
DODDOA-008492
ELEMENTS: MAINTENANCE BRANCH PERS & ADMIN DIR Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR
TASK: Provide Redeployment Support (ASG) (63-6-4867.63-0121) (FM 100-17). (AR 220-10). (AR 710-2) (FM 4-30.3). (FM 54-40). (FM 701-58)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has received a redeployment movement order. The command and subordinate units are located in the TAA and trained UMOs have been designated and briefed by the HQ Company Supply. The commander has issued redeployment guidance. The command and higher headquarters' redeployment movement orders, RSOP, and TSOP are available. The command staff continuously receives messages from the appropriate HQ and subordinate units by radio, telephone, electronic means, and courier. This task is always performed in MOPP4.
TASK STANDARDS: Redeployment support is provided to subordinate units and coordination for movement of personnel, vehicles, and equipment to the RAA and/or A/SPOE is accomplished IAW higher echelon redeployment movement order, TSOP, and commander's guidance.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistics and support activities. In this section, the term "theater rear detachment" is used to define the rear detachment remaining in the theater area of operations after the main body redeploys. 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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Personnel and Admin Section provides personnel and administrative services
support.

a.
Identifies personnel and administrative requirements by reviewing higher
echelon redeployment movement order and commanders guidance.

b.
Establishes redeployment personnel processing procedures IAW higher
echelon guidance.

_c. Coordinates reassignment of personnel redeploying as individuals with
higher echelon G1.

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 units' records.

g.
Verifies line of duty investigations are complete prior to redeployment.

h.
Processes personnel actions, to include evaluation reports and decorations
and awards.

i.
Coordinates rear detachment personnel and administrative services support
with higher echelon G1.

2. Security, Plans and Ops Section coordinates training requirements.
5-59

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 HQ redeployment movement order, subordinate unit requests for training support, and commander's guidance.

b.
Coordinates redeployment training support with higher echelon G2/03.

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. HQ Company Supply Section and Support Operations Section coordinates supply and services support.
a.
Identifies supply and services support requirements.

b.
Identifies quantities of supplies on-hand by reviewing subordinate unit supply status reports.

c.
Identifies supplies due-in by reviewing document registers.

d.
Identifies excess supplies due-in by comparing supply requirements with quantities on-hand and due-in.

e.
Cancels requisitions for quantities determined to be excess.

f.
Identifies required supplies arriving after unit is packed for redeployment by coordinating with DS supply organization.

g.
Verifies requisitions have been either canceled or updated with a redeployment address by reviewing requisitions ten days prior to unit redeployment.

h.
Submits request to redirect supplies due-in after unit is packed, to higher echelon supply support 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 G4.

4. Support Operations Maintenance 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 units' maintenance status reports.

c.
Identifies vehicles available for redeployment by coordinating with command and DS maintenance organizations.

d.
Requests disposition instructions for vehicles-and equipment not available for redeployment from G4.

e.
Tasks subordinate units' maintenance sections 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 subordinate units' capability with G4 or supporting logistics support organization.

h.
Coordinates vehicle cleaning and support with G4 or supporting logistics support organization.

'.* 5. Support Operations Trans Section coordinates redeployment movement.
a. Identifies redeployment movement requirements by reviewing higher echelon redeployment movement order and commander's guidance.
5-60
GO NO-GO
DODDOA-008494

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Verifies UMD and movement schedules, routes, and location of RAA and
staging areas by coordinating with TMCA/MCT.

c.
Develops milestones for planning, packing, loading, and movement
operations IAW higher echelon redeployment movement order and
commander's guidance.

d.
Coordinates customs and USDA inspection support with G4.

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.._

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-008495
ELEMENTS: PERS & ADMIN DIR TRANS BRANCH MAINTENANCE BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Perform Reployment Advance Party Activities (ASG) (63-6-4868.63-0122) (FM 100-17). (FM 54-40). (FM 55-65)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has received a redeployment movement order. All subordinate units are redeploying as part of the command redeployment. The movement plan/order, RSOP, and TSOP are available. The command staff continuously receives messages from the redeploying support organizations, the appropriate HQ, and subordinate units by radio, telephone, electronic means, and courier. CONUS logistics support is provided to the advance party by the supporting installation. Some iterations of this task should be performed 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. Plans and Ops Branch, along with the Security, Plans and Ops Branch, plans
advance party operations.

a.
Identifies advance party requirements by reviewing movement order,
RSOP, TSOP, and commander's guidance.

b.
Prepares advance party plan IAW commanders 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.

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

b.
Coordinates advance party logistics and transportation support with the HQ
Company Supply and Support Ops Section.

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

d.
Identifies command 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 Security,
Plans and Ops.

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.
Redeploys IAW movement order.

c.
Performs APOD activities for redeployment.

5-62
DODDOA-008496
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
4. Advance party coordinates reception of main body.
a.
Coordinates main body arrival schedule and reception with AACG.

b.
Coordinates inspection and processing procedures with USCS and USDA
officials.

c.
Coordinates for movement of personnel to home station with MTMC,
supporting ITO, and/or movement control element representatives.

d.
Provides command 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 M TOTAL
TOTAL TASK STEPS EVALUATED •
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-63
DODDOA-008497
ELEMENTS: REAR OPERATIONS BR Command Section PERS & ADMIN DIR
TASK: Perform Theater Rear Detachment Activities (ASG) (63-6-4869.63-0123) (FM 100-17). (DOD 4500.32-R VOL 1).(DOD 4500.32-R, VOL 2) (DOD DIR 4500.9).(FM 54-40). (FM 55-65)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command and subordinate units main bodies have redeployed. The (theater) rear detachment is located in the RAA with the command's vehicles and equipment. Vehicles and equipment are prepared for strategic sea movement and are waiting to be called forward to PSA SA. HQ Company Supply has provided copies of the property book, document register, and related documents. TMCA/MCT provides call forward instructions to the A/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 command HQ by radio, telephone, electronic means, and courier. Some iterations of this task should be performed 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.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistics and support activities. In this section, the term "theater rear detachment" is used to define the rear detachment remaining in the theater AO after the main body redeploys. 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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. (Theater) Rear detachment commander supervises rear detachment activities.

a.
Identifies operational and support requirements by reviewing (theater) rear
detachment plan; redeployment movement order; and Personnel and Admin
Section, Support Ops, and commander's guidance.

b.
Verifies availability of personnel services, administrative services, and
logistics support by coordinating with supporting organizations.

c.
Develops an inspection and maintenance schedule IAW rear detachment
plan.

d.
Monitors levels of personnel, administrative, 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 command HQ, as
required.

h.
Briefs commander and/or staff of supporting logistics support organization
on (theater) rear detachment activities, as required.

2. (Theater) Rear detachment coordinates logistics support.
5-64
DODDOA-008498
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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 TMCA/PMCT and PSA.

b.
Coordinates redeployment of personnel and processing procedures with
TMCA/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 sea lift.

e.
Processes vehicles and equipment for movement to the SPOE.

f.
Redeploys personnel IAW TMCA/PMCT and DACG instructions.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-65
DODDOA-008499
ELEMENTS: PERS & ADMIN DIR REAR OPERATIONS BR Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH ENGINEER BRANCH
TASK: Coordinate Home Station Activities (ASG) (63-6-4870.63-0124) (FM 100-17). (FM 54-40). (FM 55-65)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command has arrived at home station. Main body arrives at home station prior to equipment arrival at SPOD. The command receives notification of ship and rear detachment arrival from the ITO. The maintenance SOP and RSOP are available. Movement instructions and convoy clearances are provided by the ITO. Intransit logistics support is provided by the supporting installation. The command staff continuously receives messages from the installation agencies and subordinate units by radio, telephone, electronic means, and courier. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Home station activities are accomplished IAW commander's guidance.
NOTE: The term "rear detachment" in Army publications is used to refer to a group of soldiers remaining behind the main body to perform logistics and support activities. In this section, the term "theater rear detachment" is used to define the rear detachment remaining in the theater AO after the main body redeploys. 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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs post deployment activities.

a.
Directs preparation of after-action reports.

b.
Directs inventory and cleaning of vehicles, equipment, and weapons.

c.
Directs turn-in of hand-receipted and float equipment.

d.
Approves after-action report.

e.
Briefs appropriate HQ commander and staff on operations in theater of
operations.

2. Personnel and Admin section performs post deployment activities.
a.
Coordinates personal affairs briefings, such as family and stress briefings.

b.
Retrieves records stored prior to deployment.

c.
Verifies records have been updated with deployment information and
appropriate personnel actions by reviewing records of deployed soldiers.

d.
Processes SIDPERS transactions for redeploying soldiers, if required.

e.
Coordinates Welcome Home activities for (theater) rear detachment
personnel.

3. Transportation Branch coordinates reception of rear detachment.
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.

5-66
DODDOA-008500
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
d. Briefs commander and XO on status of (theater) rear detachment reception.
4. Transportation Branch coordinates reception of equipment at SPOE.
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 command personnel to the SPOD
with the UMC.

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

*
5. Transportation Branch coordinates SPOD MA activities.

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 non-operational vehicles with supporting
installation personnel.

d.
Reports SPOD status by telephone or radio to Security, Plans and Ops
Section, as appropriate.

e.
Provides SP crossing report by telephone or radio to Security, Plans and
Ops Section, as appropriate.

6. Transportation Branch on monitors stand-down of vehicles, equipment, and
weapons.

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 Transportation Branch instructions.

d.
Briefs commander and XO on status of vehicles, equipment, and weapons.

7. Security, Plans and Ops 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.

DODDOA-008501
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number. Task Title. References

63-1-4863 Coordinate Rear Detachment Support ARTEP 10-426-MTP ARTEP 12-426-MTP ARTEP 42-446A-MTP ARTEP 42-446-MTP ARTEP 55-406-MTP ARTEP 55-716-MTP ARTEP 55-816-MTP ARTEP 55-916-MTP ARTEP 63-006-MTP ARTEP 63-065H-MTP ARTEP 63-116A-MTP ARTEP 63-116-MTP ARTEP 63-125A-MTP ARTEP 63-136-MTP ARTEP 63-226L-MTP ARTEP 63-236-MTP ARTEP 63-385-MTP ARTEP 63-426L-MTP ARTEP 63-NJT-MTP ARTEP 9-527-MTP
63-1-4863.63-4863.Coordinate Rear Detachment Support .ARTEP 63-412-75-MTP
63-1-4864.Perform Home Station Rear Detachment .ARTEP 10-426-MTP Activities ARTEP 12-426-MTP ARTEP 42-446A-MTP ARTEP 42-446-MTP ARTEP 55-406-MTP ARTEP 55-716-MTP ARTEP 55-816-MTP ARTEP 55-916-MTP ARTEP 63-006-MTP ARTEP 63-065H-MTP ARTEP 63-116A-MTP ARTEP 63-116-MTP ARTEP 63-125A-MTP ARTEP 63-136-MTP ARTEP 63-226L-MTP ARTEP 63-236-MTP ARTEP 63-385-MTP
5-68

-
-
ELEMENTS: Command Section PLANS & OPNS BRANCH SCTY, PLANS & OPS DIR PERS & ADMIN DIR
TASK: Direct Integration Activities (ASG) (63-6-4871.63-0125) (FM 100-17-3). (FM 100-17) (FM 54-40) (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 POD, moved through the designated staging site, and has closed in the TM. 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 communications link-up into gaining command net.

c.
Directs command to integrate unit security plan into gaining command's
operational force protection measure.

d.
Directs command HQ to integrate into the gaining command's CSS system.

e.
Directs command 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 command readiness report to higher HQ.
2. Security, Plans and Ops Section completes integration actions.
a.
Enters tactical communication net.

b.
Establishes command 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. Personnel and Admin Section performs integration activities.
a.
Submits consolidated personnel status report to higher HQ.

b.
Monitors status of soldiers with a special status, such as sick or injured.

c.
Requests replacements, as needed.

d.
Coordinates medical, personnel, religious, MWR, and finance support.

4. Support Operation Directorate performs integration activities.
5-70
DODDOA-008504
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
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.

5. Communications Branch performs communications integration activities.
a.
Establishes direct support relationship with gaining command for COMSEC
and CCI activities.

b.
Installs, operates, and maintains communications equipment.

c.
Establishes and operates battalion NCS.

d.
Ensures 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
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-71
DODDOA-008505
ELEMENTS: Command Section PLANS & OPNS BRANCH SCTY, PLANS & OPS DIR PERS & ADMIN DIR
TASK: Plan Command Deployment in a Peacetime Environment (ASG) (63-6-4872.63-0126) (FM 55-65). (AR 220-10). (DOD 4500.32-R VOL 1) (DOD 4500.32-R, VOL 2) .(DOD DIR 4500.9).(FM 100-17) (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command is operating in a normal peacetime environment at a normal state of readiness. The unit has a wartime mission with a corresponding OPLAN on file. Unit is conducting operational mission and METL training. The unit MOBPLAN (RC), movement plan, recall plan, RSOP, TSOP, security plan, unit access rosters, and current maps are available. The OPLAN calls for subordinate units to deploy as part of the higher HQ deployment. Command communicates with subordinate units by radio, telephone, electronic means, and courier. Peacetime deployment planning activities are performed day or night under all environmental conditions, except NBC. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: MOBPLAN (RC) and movement plan are completed IAW governing regulations and higher HQ directions.
NOTE: MOBPLANs are required only for RC units. RC-specific task steps and performance measures are annotated ("RC)".
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Command Section directs deployment planning.
a.
Provides planning guidance to staff and subordinate units.

b.
Directs OPLAN update.

c.
Directs MOBPLAN (RC) validation.

d.
Directs staff to validate subordinate units' movement plans.

e.
Directs Security Plan update.

f.
Directs RSOP and TSOP update.

g.
Directs SRP activities verification.

*
2. XO coordinates staff planning.

a.
Implements commander's directives in staff planning and policy making.

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

c.
Monitors all staff actions for conformity to commander's guidance.

d.
Coordinates deployment mission with subordinate unit commanders.

e.
Coordinates update of RSOP and TSOP.

f.
Consolidates input from staff sections for commander's briefing.

3. Plans and Ops Branch 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 Personnel and Admin Director for personnel analysis of
mission.

e.
Coordinates with Support Ops and Trans Branch for logistics and
movement analysis of missions

5-72
DODDOA-008506
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Updates command HQ OPLAN. g. Maintains current maps and overlays for all missions for subordinate units. h. Approves MOBPLANs (RC) for subordinate units. i. Briefs commander and staff on deployment mission.
4. Staff conducts readiness review of subordinate units. a. Performs 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 command RSOP and TSOP. g. Coordinates with supporting active duty readiness organization for support (RC).
5. Plans and Ops Branch validates MOBPLAN (RC). a. Verifies mission is current. b. Updates MOBPLAN. c. Confirms annex information is correct. d. Coordinates with Support Operations for review of logistics portions of plan. NOTE: MOBPLAN is updates annually, or whenever a change occurs in unit mission or structure.. .
6. Support Operations and Trans Branch validates deployment plans. a. Maintains movement plans for all modes of transportation for the dcommand. b. Validates equipment status. c. Validates AUEL for subordinate units. d. Coordinates for Plans and Operations to review of subordinate units and command 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 Plans and Operations for the update of plans, orders, and commander's brief, as required. d. Identify section requirements for deployment verification checklist.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

OPFOR TASKS AND STANDARDS: NONE
5-74
DODDOA-008508
ELEMENTS: Cominand Section SUPPORT OPNS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Plan Area Tactical Operations (ASG) (63-6-4011.63-0127) (FM 100-5). (FM 101-5). (FM 3-100) (FM 34-130). (FM 44-8). (FM 54-40) (FM 63-3)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays, and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. The Theater and Corps analyses of the AO and unit TSOPs, including higher and lower, are available. The commander has provided his concept of operations. Higher OPLAN with annexes is available. The headquarters is collocated with the area RCPOC. Coordination has been established with the RCPOC for required assistance, if needed. Tentative locations of subordinate units support facilities have been designated. The threat has the capability of intelligence gathering and launching NBC attacks into the area. The Security, Plans and Operations Directorate continuously receives messages from higher, adjacent, and lower echelons by automated means, radio, telephone, and courier. SCPE is on hand, or field-expedient and natural shelter 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. This task is always performed in MOPP4.
TASK STANDARDS: NBC defense, OPSEC, and deception plans support the commander's guidance
and concept of operations, and provide procedures and measures to overcome or minimize the NBC and
information collection threat. At MOPP4, performance degradation factors increases planning completion
times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Operations Directorate analyzes tactical NBC information.
a.
Identifies established policies and procedures located in TSOP.

b.
Identifies NBC threat capabilities and recommended countermeasures by

reviewing the unit NBC vulnerability analysis.
_c. Identifies potential targets in the area for NBC weapons.

2. Security, Plans and Operations Directorate prepares the NBC defense plan.
a.
Establishes procedures and measures that reduce unit vulnerability through
terrain shielding and increased protective measures.

b.
Provides recommendations on positioning of subordinate elements to
accomplish the support mission.

c.
Specifies levels of protection that correspond with the NBC threat, including
MOPP levels.

d.
Establishes procedures for receiving and submitting reports on threat use of
NBC weapons, if different from those in the TSOP.

e.
Develops monitoring and survey plans that establish policies and
procedures for subordinate elements' survey, monitor, and decontamination
teams' operations.

5-75
DODDOA-008509
-
-
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f. Develops personnel, equipment, and CSS site decontamination plan that establishes priorities for decontamination in coordination with the Support Operations Directorate and RCPOC. g. Establishes coordination procedures for requesting additional support. h. Provides commander's radiation exposure guidance. 1. Establishes nuclear and chemical medical evacuation and treatment support procedures in coordination with the Distribution Management personnel. j. Establishes alternate methods and levels of CSS in coordination with the Distribution Management personnel. k. Consolidates NBC information into appropriate format IAW the TSOP. I. Forwards the NBC defense plan to the Security, Plans and Operations Directorate for approval or modification. m. Disseminates the NBC defense plan to all appropriate staff sections and subordinate units, using appropriate BFACS.
3. Security, Plans and Operations Directorate prepares the OPSEC Plan. a. Identifies established policies and procedures in the TSOP. b. Identifies threat intelligence collection capabilities. c. Identifies EEFI indicators that affect or compromise intelligence information. d. Identifies all countermeasures and deception requirements, including defense against DE devices. e. Transcribes required information from unit OPSEC annexes to the OPLAN. f. Consolidates OPSEC information into appropriate format IAW the TSOP. g. Forwards draft OPSEC plan to the Security, Plans and Operations Directorate for approval or modification. h. Disseminates OPSEC plan to all staff sections and subordinate elements, using appropriate BFACS.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Plan Rear Operations (ASG) (63-6-4013.63-0128)
(FM 100-10). (FM 100-15) (FM 101-5)
(FM 101-5-1). (FM 3-4) (FM 54-40)
(FM 63-3)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (SPT) is available for review. Unit TSOPs, including higher and lower are available. OPLAN is available with annexes. The commander can be the base cluster commander for assigned area. The XO assigns responsibilities for the preparation of rear operations annex to Security, Plans and Ops and Support Operation Directorates. The Plans and Ops Branch and the Rear Operations Branch has staff responsibility for consolidation, publication, and distribution of the rear operations annex. The RCPOC has been established and has provided input in the participation and integration into rear operations. The supporting RAOC and its location have been identified. The Security, Plans and Ops Directorate continuously receives messages from higher, adjacent, and lower echelons by automation, radio, telephone, and courier. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Rear operations annex is formatted JAW FM 105-5 and TSOP and conforms to the commander's and RCPOC's guidance. At MOPP4, performance degradation factors increase rear operations plan completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Ops Section develops direct and indirect fire plan.
a.
Identifies boundaries as assigned by the RCPOC.

b.
Identifies probable threat avenues of approach and their effects on the area
of responsibility.

c.
Assigns boundaries to all subordinate units and separate elements, using

appropriate BFACS. NOTE: Boundaries should be based on number of personnel assigned, type of weapon systems, and mission of unit.
d.
Identifies weapon systems that are available in coordination with the
RCPOC.

e.
Identifies probable engagement areas in coordination with RCPOC.

f.
Selects target reference points in coordination with the RCPOC and
designated fire support element.

g.
Prioritizes defense of CSS facilities in coordination with the RCPOC.

h.
Develops fire support request and coordination measures in coordination
with the RCPOC and designated fire support element.

i.
Maintains situational awareness at all times using appropriate BFACS.

2. Plans and Ops develops mobility and counter-mobility plan.
a.
Identifies all obstacle constraints and restrictions in the RCPOC plan.

b.
Identifies all possible obstacles by location and type.

5-77
DODD0A-008511
.
TASK STEPS AND PERFORMANCE MEASURES
c.
Identifies all available obstacle assets.

d.
Coordinates additional support requirements with RCPOC, Support Operations Section, and supporting engineer element, using appropriate BFACS.

3. Security, Plans and Ops develops air defense plan.
a.
Identifies all established air defense policies and procedures in the OPLAN and the TSOP.

b.
Identifies probable air avenues of approach in coordination with the RCPOC.

c.
Establishes air defense priorities for designated areas and facilities in coordination with RCPOC and air defense elements.

d.
Establishes air defense assistance coordination measures, using appropriate BFACS.

e.
Establishes air defense warning signals, if different than those set forth in TSOP.

4. Security, Plans and Ops develops base cluster response force plan.
a.
Identifies response force composition and requirements in the TSOP.

b.
Revises response force structure and subordinate elements' taskings as dictated by current tactical situation.

c.
Identifies assembly point location(s).

d.
Coordinates additional equipment/supply requirements with the Support Operations Section.

e.
Develops response force training plan.

f.
Tasks subordinate elements to provide required personnel and equipment for response force based on present for duty strength and current mission.

g.
Maintains situational awareness at all times using appropriate BFACS.

5. Communication Branch develops analog and digital communications plan. NOTE: If there is no S6, this subtask will be performed by the Communications Branch.
a.
Develops intrabase cluster communications plan that encompasses all units located within the area of responsibility.

b.
Develops external communications plan that interfaces with RCPOC, higher command, and fire and air support elements.

c.
Designates rear operations call signs, frequencies, and procedures.

d.
Coordinates overall communications plan with supporting signal element and RCPOC, using appropriate BFACS.

e.
Establishes a messenger system with runner as a backup communications system.

6. Support Operations and Personnel and Admin Sections develop logistics plan.
a.
Calculate tentative logistics requirements for response force and external reaction forces.

b.
Designates responsibility for resupply of equipment and supplies (including Class VIII) to specific subordinate elements.

c.
Coordinates medical treatment and evacuation plan with the medical support elements, using appropriate BFACS.

7. Plans and Ops, along with the Rear Operations Branch coordinates rear
operations for command elements in other areas of responsibility.

a.
Coordinates subordinate units' responsibilities with the rear operations element responsible for that area, using appropriate BFACS, radio, or wire.

b.
Coordinates rear operations policies, procedures, and reports for units outside command's area of responsibilities.

5-78
GO NO-GO
DODDOA-008512

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
8. Plans and Ops and Support Operations develop ADC plan.
a.
Identify all established policies and procedures in OPLAN and the TSOP.

b.
Calculate probable ADC requirements in the area of responsibility.

c.
Identify current ADC assets within the command in coordination with the
RCPOC.

d.
Coordinate additional support requirements with the G4 Section, using
appropriate BFACS, radio, or wire.

e.
Assign specific functions to all subordinate elements IAW TSOP.

f.
Coordinate ADC plans and procedures with the RCPOC and supporting MP
unit, using appropriate BFACS, radio, or wire.

g.
Coordinate ADC priorities with the RCPOC and G3 and G4 Sections, using
appropriate BFACS, radio, or wire.

h.
Identify alternate operational sites or alert sites in coordination with the
RCPOC.

i.
Establish warning or alert system, if different from TSOP.

j.
Develop ADC training and rehearsal plan.

9. Plans and Ops, along with the Rear Operations Branch prepares rear operations
annex.

a.
Consolidates input into appropriate format IAW FM 101-5 and TSOP.

b.
Coordinates draft rear operations annex with all other staff sections.

c.
Forwards draft rear operations annex to XO for approval or modification.

d.
Distributes annex to all appropriate staff sections, subordinate units, and the
RCPOC, using appropriate BFACS.

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

061-283-1002 LOCATE A TARGET BY GRID STP 21-24-SMCT COORDINATES 061-283-6003 ADJUST INDIRECT FIRE STP 21-24-SMCT
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-79
DODDOA-008513
-
-
ELEMENTS: Command Section SUPPLY & SERVICES BR MAINTENANCE BRANCH HNS LOGISTICS DIR TRANS BRANCH SUPPORT OPNS DIR
TASK: Operate the Logistics Support Area of the Logistics Operations Center (ASG) (63-6-4020.63­
0129) (FM 100-10). (FM 101-5). (FM 3-4) (FM 54-40). (FM 701-58). (FM 8-10)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. Supported units' operations have commenced. Logistics requirements are generated by the supported units. The LOC is divided into two major areas, the logistics and the tactical support areas. Staff officers and NCO are at their assigned duty stations. The commander and deputy commander have specified the composition of the LOC. Subordinate units are deployed and operational. Tactical and logistics information are continuously received by digital, radio, telephone, and messenger. 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: Continuous logistics support is provided to sustain operations on a 24-hour basis. At MOPP4, performance degradation factors increase supervisory, managerial, administrative, and coordination completion times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Support Operations Officer supervises external logistics support operations.

a.
Develops two shift schedules that maintain 24-hour operations.

b.
Conducts detailed shift change briefings.

c.
Coordinates logistics policies and mission changes among subordinate
units with staff and supported units, using appropriate BFACS, radio, or
wire.

d.
Monitors subordinate units' operational stockage levels by reviewing
CSSCS reports to ensure assets do not exceed requirements.

e.
Directs, redirects, cross-levels or masses logistics assets as driven by
changing requirements and priorities in support of operations using BFACS,
wire, or radio.

f.
Directs redistribution of logistics workloads as driven by changing
requirements and priorities in support of operations using BFACS, radio, or
wire.

g.
Directs revision of customer lists as driven by changing requirements,
workloads, and priorities using BFACS, radio, or wire.

h.
Supervises coordination of weapons system replacement missions as
directed by the G4.

5-80
DODDOA-008514
.
TASK STEPS AND PERFORMANCE MEASURES
i.
Monitors in transit visibility of sustainment resources in and outbound using BFACS and movement tracking systems, to ensure efficient response to supported command's directions.

j.
Supervises maintenance of the logistics analog/digital situation map(s).

k.
Supervises preparation and submission of subordinate units' terrain requirement data to the RCPOC using BFACS, radio, or wire.

I.
Monitors operations of the logistics area of the LOC to ensure compliance with service support annex and commander's guidance.

m.
Supervises logistics contingency planning.

n.
Assigns liaison personnel to supported units, as required.

o.
Provides operational briefings to the commander, as required, that provide actual status of logistics support to the supported units.

p.
Maintains situational awareness at all times using appropriate BFACS.

q.
Identify critical logistics items or services for inclusion into the Commander's Tracked Items List.

r.
Coordinates additional logistics support from EAD as required.

2. Support Operation Office coordinates logistics support within area of responsibility.
a.
Maintains current analog/digital situation map(s) with all unit and facility locations posted within 50 meters.

b.
Maintains current customer list that reflects changing requirements, workloads, and priorities of tactical operations.

c.
Maintains current logistics support overlay that shows locations of logistics facilities and their hours of operations.

d.
Monitors CSSCS reports from subordinate units to determine if
requirements exceeds capabilities.

e.
Coordinates redistribution of stock and/or assets to accommodate changing requirements and priorities.

f.
Coordinates stock status projections with Support Operations Section commodity managers.

g.
Disseminates logistics mission changes to subordinate units, using appropriate BFACS.

h.
Maintains a current mission essential item chart which reflects short supply items, command controlled items, and current equipment combat losses.

i.
Coordinates reorganization requirements with G3 Section and supported units.

j.
Maintains total asset and in transit visibility of the distribution pipeline at all times using appropriate BFACS, logistics and CHS STAMIS, radio, or wire.

k.
Monitors status of all items on the Commander's Tracked Items List.

3. Support Operations Office supervises weapons system replacement missions assigned by supported command.
a.
Coordinates weapon system replacement linkup at the designated
subordinate unit(s).

b.
Coordinates crew replacement with the replacement regulating element based on replacement requirements identified in SIDPERS reports, using appropriate BFACS, radio or wire.

4. Support Operations Office prepares FRAGO to service support order.
a.
Prepares the operational changes as specified by the Director, Support Operations based on supplemental information.

b.
Completes the message form format IAW TSOP within the time specified by commander's or Security Plans and Ops' guidance.

GO NO-GO
DODDOA-008515

TASK STEPS AND PERFORMANCE MEASURES
c.
Forwards draft FRAGO to the Director, Support Operations for review and approval.

d.
Forwards approved FRAGO to Plans and Ops Section for publication.

e.
Distributes FRAGO to all affected elements, using appropriate BFACS.

5. Support Operations Office maintains branch and section workbooks.
a.
Annotates information from incoming messages and reports under appropriate heading and cross-reference.

b.
Annotates in "Remarks" informal evaluation of the information, as required.

c.
Deletes all obsolete information from workbook.

d.
Formats workbook IAW TSOP.

6. Support Operations Office maintains branch and section daily staff journal and journal files.
a.
Posts all entries as prescribed by FM 101-5 and TSOP.

b.
Posts data immediately upon receipt or dispatch or occurrences of events.

c.
Describes accurately and concisely information or event(s) that have occurred.

d.
Specifies actions taken upon receipt or dispatch of information.

e.
Maintains current file that contains material necessary to support entries in the daily staff journal.

7. Support Operations Office coordinates internal logistics system support with Personnel and Admin Branch and HQ Co Supply Section.
a.
Maintains current status of subordinate units' personnel strengths that directly affect the support mission.

b.
Maintains current status of subordinate units' supplies and equipment operational readiness that directly affect the support mission.

8. Support Operations Office monitors tactical situation.
a.
Monitors tactical situations for indications that have or may affect logistics mission accomplishment.

b.
Identifies base locations for repositioning based on tactical situation in coordination with Security, Plans and Ops Section aid RCPOC.

c.
Monitors NBC implications on current operations.

d.
Maintains situational awareness at all times using appropriate BFACS, radio, or wire.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
5-82

GO NO-GO
-
M TOTAL
DODDOA-008516

OPFOR TASKS AND STANDARDS: NONE
5-83
DODDOA-008517
ELEMENTS: Command Section SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH SUPPORT OPNS DIR
TASK: Operate the Tactical Support Area of the Logistics Operations Center (ASG) (63-6-4035.63­0130)
.
(FM 54-40). (FM 100-10) (FM 101-5)
(FM 101-5-1). (FM 3-4)

ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The Theater OPLAN, Corps and division OPORDs, with all annexes, status reports, maps, overlays and other required documents have been forwarded. The unit, higher and lower TSOPs are available. Corps and Division tactical operations have begun. HQ elements are currently coordinating logistics in the corps and division area. The LOC is divided into two major areas: the logistics and the tactical support areas. Staff officers and NCO are at their assigned duty stations. Subordinate units are positioned and operational. Threat has the capability to employ units into rear areas to disrupt support to fighting units and to use EW to disrupt communications. The operation of the LOC is required to coordinate tactical activities. 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. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All tactical information relative to force protection is disseminated to all subordinate and attached units. At MOPP 4, performance factors minimally degrade the efficiency of LOC tactical operations.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Security, Plans and Ops, along with the Plans and Ops Branch, supervises the tactical support area operations.

a.
Inspects entry and exit procedures for compliance with the TSOP.

b.
Assigns specific areas of responsibility and work shifts to all assigned staff
members for 24-hour operation.

c.
Enforces sleep plans that are consistent with phases of the operations.

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

e.
Provides briefing on current tactical situation to the commander and/or XO.

2. Communication Branch maintains analog and digital communications systems. NOTE: In some TO&Es, this subtask will be performed by the Communications Branch.
a.
Monitors all radio networks in order of priority as specified in the OPORD
and TSOP.

b.
Operates command NCS IAW TSOP, OPORD, and SOL

c.
Develops alternate communications plan for implementation when
established methods are disrupted or failed.

5-84
DODDOA-008518
TASK STEPS AND PERFORMANCE MEASURES
d.
Maintains local area networks.

e.
Issues passwords.

f.
Installs software.

g.
Installs anti virus.

3. Security, Plans and Ops, along with the Plans and Ops Branch, disseminates intelligence and weather information.
a.
Inspects intelligence summaries and reports for pertinence to operations and security.

b.
Inspects weather reports for data that could have significant effects on the command's security.

c.
Forwards pertinent intelligence and weather information to all subordinate elements using BFACS, radio, or wire.

4. Security, Plans and Ops, along with the Plans and Ops Branch, supervises
command's participation in the higher headquarters OPSEC plan.

a.
Disseminates higher countermeasure requirements to all subordinate units and to corps and higher logistics elements operating in the AO using BFACS, radio or wire.

b.
Supervises implementation of countermeasures to overcome threat capabilities in signal and human intelligence and imagery collection.

c.
Inspects unit subordinate units' positions for OPSEC effectiveness.

d.
Provides feedback reports to the higher G3 or G4 on activities that affect OPSEC measures.

5. Security, Plans and Ops, along with the Plans and Ops Branch, coordinates NBC defense activities.
a.
Disseminates higher NBC data that pertains to unit operations to all unit and corps units in the Corps and higher Areas using BFACS, radio, or wire.

b.
Supervises unit NBC defense preparations as directed by the higher G3 or unit commander.

6. Security, Plans and Ops, along with the Plans and Ops Branch, performs tactical support area duties.
a.
Maintains current staff journal(s) and entries IAW current command policy and the TSOP.

b.
Maintains current analog and digital operational maps and overlays

depicting all friendly and threat locations that affect the unit's operations. NOTE: All entries are posted within 50 meters of actual location.
c.
Maintains section workbook(s) that contain incoming messages and reports under the appropriate heading and cross-references.

d.
Maintains current journal files that contain material necessary to support all daily staff journal entries.

e.
Maintains current NBC situation maps and overlays.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
-
"*" indicates a leader task step.

GO NO-GO

M TOTAL
SUPPORTING INDIVIDUAL TASKS Task Number. Task Title. References
031-503-3008.IMPLEMENT MISSION-ORIENTED .STP 21-24-SMCT PROTECTIVE POSTURE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-86
ELEMENTS: Command Section PLANS & OPNS BRANCH SCTY. PLANS & OPS DIR SUPPORT OPNS DIR
TASK: Supervise Operations Security Program (ASG) (63-6-4036.63-0131) (AR 530-1). (AR 380-19). (AR 380-19-1) (AR 380-40). (FM 34-1). (FM 11-72) (FM 24-16). (FM 3-19.30). (FM 3-4) (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays, and other required documents have been forwarded. The unit higher and lower TSOPs are available. Tactical operations have begun. CSS operations have commenced. 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 RTOC coordinates OPSEC activity throughout the rear area. 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 HQ or RCPOC. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The OPSEC program is planned and implemented IAW OPORD and TSOP. At MOPP 4, performance degradation factors increase OPSEC planning and implementation time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO I
1. Security Plans and Ops, along with the Plans and Ops Section plans OPSEC
program for current operations.

a.
Identifies established policies and procedures by reviewing TSOP.

b.
Lists threat intelligence collection capabilities by extracting information from
the OPSEC estimates or order.

c.
Lists EEFI from higher OPSEC estimate or order.

d.
Lists indicators which affect or may compromise the EEFI.

e.
Lists all countermeasure requirements by reviewing the OPSEC estimate or
order and the operations profile.

f.
Prepares OPSEC plan.

g.
Disseminates OPSEC plan to all subordinate elements.

2. Security, Plans and Ops, along with the Plans and Ops Section implements
OPSEC plan.

a.
Implements OPSEC policies and procedures to overcome or neutralize the
threat's collective threat in the areas of communication, intelligence,
logistics, and administrative actions.

b.
Enforces COMSEC measures to deny friendly information to the enemy by
telecommunication means.

c.
Enforces ELSEC measures to protect electromagnetic transmissions from
threat identification or location.

d.
Enforces TEMPEST controls to render enemy detection devices ineffective.

5-87
DODDOA-008521
ARTEP 63-622L-MTP
TASK STEPS AND PERFORMANCE MEASURES e. Enforces ECCM to ensure the receipt and transmission of information essential to mission accomplishment is not disrupted. f. Enforces information security measures to prevent compromise of classified and nonclassified information. g. Enforces physical security measures to prevent espionage, sabotage, or theft at command and control or support facilities. GO NO-GO
3. Security Plans and Ops, along with the Plans and Ops Section provides feedback on status of OPSEC program. a. Inspects subordinate units' positions for OPSEC effectiveness. b. Inspects camouflage and concealment measures for compliance with TSOP, OPORD, and current tactical situation. c. Identifies OPSEC weakness and recommended corrections by continuously reviewing OPSEC updates. d. Coordinates additional support requirements with the G2 and RCPOC using BFACS. e. Provides feedback report to commander, staff, and subordinate elements on activities that affect OPSEC measures using BFACS, radio, or wire. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED M TOTAL
TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"a" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: Command Section SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH SUPPORT OPNS DIR
TASK: Supervise Nuclear, Biological, and Chemical Defense Operations (ASG) (63-6-4037.63-0132) (FM 3-100). (FM 100-10). (FM 100-5) (FM 3-3). (FM 3-4). (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. The unit, higher, and lower TSOPs are available. Support operations have commenced. Subordinate units have been deployed. Threat forces have the capability to launch NBC attacks. The commander and staff require updated NBC data for current operations and future planning. The Security, Plans and Ops Directorate is required to provide command and control to subordinate units during NBC intrusions. Isolated NBC incidents have occurred. Some operational areas have reported contamination. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Logistics 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 NBC defense operations planning completion and implementation times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Ops Directorate, along with the Plans and Ops Branch,
develops NBC defense plan.

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 vulnerability analysis and assessment.

c.
Prepares an NBC defense requirement forecast.

d.
Coordinates alternate methods of conducting the logistics mission with the
unit's Support Operations Section.

e.
Coordinates alternate lines of communications with Communications
Branch.

f.
Coordinates NBC decontamination team support with higher RCPOC.

g.
Coordinates additional augmenters and decontamination support with the
higher G3 or ACofS G3, to include smoke and NBC decontamination
support.

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 elements using BFACS,
radio, or wire.

2. Security, Plans and Ops Directorate directs preparation for NBC defense.
a. Identifies backup command and control procedures.
5-89
DODDOA-008523
.
TASK STEPS AND PERFORMANCE MEASURES
b.
Alerts all NBC defense teams and subordinate elements of impending or actual attack using BFACS, radio, or wire.

c.
Maintains NBC analog and digital situation map(s) to include potential enemy NBC targets, decontamination site overlays, and predicted contamination overlay.

d.
Directs periodic monitoring by subordinate elements of their assigned areas..•

e.
Directs appropriate MOPP level.

f.
Directs preparation for receiving NBC decontamination augmentations.

g.
Directs redeployment elements and facilities.

3. Security, Plans and Ops Directorate directs response to initial effects of NBC attack.
a.
Revises MOPP level as necessary. .•

b.
Alerts higher, lower, adjacent units of imminent attack using BFACS, radio, or wire.

c.
Reestablishes chains of command and communication, as required.

d.
Assesses damage to equipment and facilities by analyzing reports from subordinate elements for forwarding to RCPOC and higher main CP.

e.
Coordinates assistance for subordinate elements with higher G3 and RCPOC using BFACS, radio, or wire.

f.
Alerts mortuary affairs and EPW collection points and aid stations of NBC hazards using BFACS, radio, or wire.

g.
Forwards NBC 1 and subsequent NBC 1 reports to the higher G3 and RCPOC using BFACS, radio, or wire.

h.
Computes yield and ground zero location.

i.
Prepares downwind hazard prediction.

j.
Prepares simplified fallout prediction.

k.
Forwards NBC 6 report to higher G3 and RCPOC, as appropriate.

I.
Provides current status of augmented chemical unit employment, protective measures, and MOPP and OEG implementation to the higher staff.

4. Security, Plans and Ops Directorate directs response to residual effects of NBC attack.
a.
Plots NBC 4 report on digital and analog situation maps.

b.
Forwards NBC 4 report to higher G3, RCPOC, using BFACS, radio, or wire.

c.
Maintains radiation exposure status.

d.
Prepares contamination overlay(s).

e.
Predicts contamination duration period.

f.
Plots NBC 3 report on situation map.

g.
Briefs NBC implications to unit commander and staff.

h.
Lists restoration decontamination requirements.

i.
Recommends survey requirements to Security, Plans and Ops and higher NBC element.

j.
Coordinates for replacement of chemical personnel and mass casualty handling procedures with the personnel and Admin Section.

k.
Coordinates clearing of obstacles with the higher engineer and the RCPOC.

I.
Directs appropriate MOPP level.

m.
Coordinates acquisition, storage, and issue of NBC equipment and supplies with the S4 Section.

n.
Develops NBC defense contingency plan.

o.
Provides current status of augmented chemical unit employment, protective measures, and MOPP and OEG implementation to the higher staff.

5. Security, Plans and Ops Directorate directs preparation for a friendly NBC strike.
5-90
GO NO-GO
DODDOA-008524

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Disseminates STRIKEWARN message to all subordinate elements using
BFACS, radio, or wire.

b.
Provides current situation briefing to unit commander.

c.
Implement NBC defense protective measures.

6. Security, Plans and Ops Directorate directs radiological and chemical surveys.
a.
Selects survey techniques IAW FM 3-4.

b.
Tasks units to provide team(s).

c.
Formulates turn back 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 Security, Plans and Ops after analyzing survey
team(s) data.

g.
Lists decontamination requirements.

7. Security, Plans and Ops Directorate directs radiological and chemical
decontamination.

a.
Identifies degree and extent of hazard(s).

b.
Establishes an acceptable level of decontamination lAW commander's
guidance.

c.
Directs MOPP gear exchange.

d.
Identifies areas and facilities for. sustainment decontamination.

e.
Supervises marking of contaminated runoff areas.

f.
Updates HQ and subordinate units' radiation status.

g.
Requests replenishment of NBC decontamination equipment and supplies
from S4 Section.

8. Security, Plans and Ops Directorate coordinates operational 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 G3 and RCPOC using BFACS, radio, or wire.

9. Security, Plans and Ops Directorate coordinates for thorough decontamination.
a.
Coordinates with Support Operations Section for decontamination priorities
of logistics and other CSS facilities.

b.
Coordinates additional support with higher G3 and RCPOC using BFACS,
radio, or wire.

c.
Directs NBC augmentations to designated area.

d.
Monitors decontamination operations to ensure priority guidance is being
followed.

e.
Provides decontamination status updates to the unit commander and
RCPOC.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
5-91
DODDOA-008525
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5-92
ELEMENTS: SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Operate Rear Tactical Operations Center ASG) (63-6-4047.63-0133) (FM 100-5). (FM 100-10). (FM 101-5) (FM 3-4). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Tactical operations are on-going. The rear operations order and TSOP are available. Threat units have been spotted in the support area. Initial reports indicate the threat potential is Level II or Ill. During Level II and Ill threats, the tactical portion of the LOC assumes the duties of a rear tactical operations center (RTOC). The threat has capabilities to employ units into the rear areas to disrupt support to forward areas. Threat information is provided by the G3 or the RAOC. The operation of the RTOC is required to coordinate defensive measures in the assigned area. The RTOC is manned by rear command post and personnel; SCPE is on hand or field-expedient and natural shelters are available, whichever applies. 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: Defensive reactions and survival techniques are coordinated and orchestrated by • the BCOC and RTOC lAW rear operations plan and the TSOP. At MOPP4, performance degradation factors minimally decrease RTOC operational efficiency.
NOTE: If command does not have a S6, these subtasks will be performed by Security, Plans and Ops.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Communications Branch establishes rear operations communications network.
a.
Maintains wire communications with all BDOCs in the AO.

b.
Establishes digital communications with the RTOC.

c.
Establishes radio communications with the higher G3 and RTOC.

d.
Develops alternate communications plan which is implemented when
established methods are disrupted or fail.

2. Security, Plans and Ops coordinates RTOC and base cluster defensive activities.
a.
Consolidates base defensive plans into the overall defensive plan.

b.
Consolidates base ADC plans into the overall ADC plan.

c.
Prepares priority listing that identifies the support facilities which have the
greatest impact on the current operation.

d.
Conducts base assessment of each base and its defense measures to
ensure compliance with the rear operations plan.

e.
Forwards sectors tactical situation and status to the higher G3 and RTOC
using appropriate BFACS.

f.
Corrects all identified base defense weaknesses in coordination with base
commanders.

g.
Maintains current IPB as products are disseminated by headquarters and
the RTOC.

h.
Designates internal response force based on number of personnel, type
weapons, and current mission of each base in the AO.

5-93
DODDOA-008527
TASK STEPS AND PERFORMANCE MEASURES i. Establishes coordination with MP units and other available response forces to plan response to Level II or III threat. j. Coordinates with host-nation and allied elements for unit or personnel augmentees in support of rear operations, as required. k. Coordinates NBC defense operations with the higher G3 and RTOC. I. Provides input to the commander and XO on positioning newly arriving units in the AO. GO NO-GO
3. Security, Plans and Ops coordinates pre-engagement preparation measures. a. Plots location(s) of threat force on the situation map(s) as SPOTREPs are received. b. Disseminates current threat size and location to all subordinate units using appropriate BFACS. c. Forwards all SPOTREPs to the G3 and RTOC using appropriate BFACS. d. Implements defense condition level consistent with threat size and equipment. e. Directs redeployment of all isolated support teams and supply points to closest BCOC or BDOC in coordination with the RTOC. f. Directs preliminary loading of all nonessential equipment and supplies, and positioning of vehicles for immediate exit by all subordinate units. g. Briefs commander and XO on current tactical situation to include redeployment recommendations •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

ELEMENTS: SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Direct Response to Threat Actions (ASG) (63-6-4049.63-0134) (FM 100-5). (FM 101-5). (FM 3-4) (FM 3-5). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. The unit higher and lower TSOPs are available. Threat elements have been sighted in the AO. Reports indicate the threat potential at Level II or hl. The RTOC is operational. Bases in the cluster have reported Level I attacks. The rear operations annex and TSOP are available. Subordinate unit or elements are providing current SITREPs. Threat information is provided by the G2 and RACO. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The threat is repelled and/or delayed until relieved by MP elements or a TCF. The pre-established degradation of logistics support are maintained. At MOPP4, performance degradation factors minimally decrease rear operations activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Security, Plans and Ops makes appropriate response determination.
a.
Verifies threat level(s) reports.

b.
Identifies capability of base(s) being threatened.

c.
Identifies base(s) priority as established by the defense plan.

2. Security, Plans and Ops reports threat location and size.
a.
Maintains map surveillance of threat force as information is received in
subordinate units' SPOTREPs.

b.
Forwards SPOTREP to the higher G3 and RAOC using appropriate
BFACS, radio, or wire.

c.
Disseminates current threat information to all subordinate elements using
appropriate BFACS, radio or wire.

d.
Maintain situational awareness at all times using appropriate BFACS, radio,
or wire.

3. Security, Plans and Ops coordinates base cluster response.
a.
Establishes security level consistent with threat size and equipment.

b.
Forwards SITREP to the higher G3 and RACO as situation changes using
appropriate BFACS, radio, or wire.

c.
Reports current situation to subordinate units as soon as situation changes
using appropriate BFACS, radio, or wire.

d.
Recalls isolated support elements to predetermined defensive positions
within the base cluster.

e.
Assembles internal response forces at pre-designated rally points as
prescribed by defense plan.

5-95
DODDOA-008529
TASK STEPS AND PERFORMANCE MEASURES
f.
Coordinates internal response force commitment with the higher G3 and RACO using appropriate BFACS, radio, or wire.

g.
Directs internal response force maneuvers to delay and deny the threat penetration into established lines.

h.
Coordinates MP, CAS, and preplanned indirect fire support with the higher G3 and RACO using appropriate BFACS, radio, or wire.

i.
Identifies projected degradation levels within the unit in coordination with the higher G4 and all major customer units.

j.
Forwards identified degradation levels to the higher G4 Section using appropriate BFACS, radio, or wire.

k.
Maintains current situation maps showing current locations of all friendly and threat forces.

I.
Coordinates additional security requirements for movement of logistics and CHS through affected areas with the higher G3 and RACO using appropriate BFACS, radio or wire.

m.
Coordinates threat NBC activities with the higher G3 and RAOC using appropriate BFACS, radio, or wire.

n.
Makes recommendations to the higher commander on partial or total suspension of all logistics functions until threat is driven from the AO or units are relieved by the MPs or TCF.

o.
Directs repositioning of units in base cluster(s) for better defensive position that is consistent with the tactical situation.

p.
Downgrades security level as the threat is driven from area or defeated.

4. Security, Plans and Ops supervises reorganization of base cluster defense.
a.
Performs damage assessment of area of responsibility by reviewing SITR EPs from cluster sub-elements.

b.
Directs cluster defense plan adjustments, as required.

c.
Coordinates base cluster resupply plan with the unit , higher Support Operations Office, and RAOC.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
GO NO-GO .
M TOTAL
DODDOA-008530
ELEMENTS: Command Section CJA SECTION
TASK: Provide Legal Services Support (63-6-0425.63-0169) (FM 27-100). (AR 27-1) (AR 27-10) (AR 27-3). (FM 101-5) (FM 27-1) (FM 3-4). (FM 3-5)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: Operations have commenced with subordinate elements conducting various activities as part of the overall operations. Legal service activities have increased. The higher headquarters and unit TSOPs and service support orders are available. CJA Section monitors and conducts operations by radio, telephone, automation, and messenger. SPCE is on hand, or field-expedient and natural shelters are available, whichever applies. Some iterations should be done in MOPP 4. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All CJA support coordination are completed IAW the TSOP and service support order. At MOPP 4, pre-designated support degradation levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. CJA Section administers the command legal services program.
a.
Provides legal advice to commander on matters that affect the unit's
effectiveness, good order and discipline and the morale and welfare of its
soldiers.

b.
Implements commander's decisions on administrative and punitive actions.

c.
Implements commander's policies for legal services provided to command
and soldiers.

*
2. CJA Section advises the commander and command group on international law and operational law matters, including:

a.
U.S. law and policy, memoranda of agreement entered into by U.S. and
treaties and protocols entered into by allied, friendly, potentially hostile or
enemy countries, countries in the contingency area, or the U.S.

b.
Broad environmental policies established by strategic or theater operational
levels and environmental compliance criteria specific to each country in the
contingency area.

c.
The disposition of criminal and civil law matters under status of forces
agreement (SOFA) or other requirement.

d.
Procedures for handling and caring of EPWs, detained persons, and
noncombatants, including those suspected of criminal offenses.

e.
U.S. policy on conducting business with foreign military commanders,
foreign civilian government leaders, and international committees.

f.
Advice on and coordinating the reporting, documenting, and investigating
allegations of violations of the law of war.

g.
Advice on the development of rules of engagement.

h.
Coordination with CA on staff procedures for handling and caring for EPWs,
detained persons, and noncombatants, and disposition of legal matters
raised under SOFA or other requirements.

i.
Identification of requirements for and initiation of the appointment of
required military commissions.

5-97
DODDOA-008531
TASK STEPS AND PERFORMANCE MEASURES j. Review of OPLANs/OPORDs and warning orders to ensure compliance with treaties, established international protocols, applicable laws and regulations, and the commander's instructions. GO NO-GO
3. CJA Section advises commander on criminal law matters, including: a. Military justice matters that affect the unit or as required with Article 6, UCMJ (10 U.S.C. 806. b. Civilian criminal matters that affect the unit or as required under applicable U.S. laws and regulations and international agreements. c. The administration of non-judicial punishment proceedings under Article 15, UCMJ. d. Disposition of criminal law matters.
4.--CJA Section . advises the commander on administrative and contract law matters, including: a. The disposition of administrative actions that effect the command. b. The requirements for and appointment of investigating officers and board of officers UP AR 15-6 and other regulations and directives. c. Operational orders to ensure designation thereir•of responsibility and authority for procuring, contracting for, and disbursing offshore and locally acquired supplies and services. d. The DA policy for war trophies and war trophy firearms. e. The procedures for the disposition of captured military and public property. f. Operational orders to ensure procedures are established to requisition goods and services, and to capture, take, care for, and use public, private and enemy military property. q. Identification and reporting of potential ex gratis claims. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5-98
DODDOA-008532
ELEMENTS: SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR
TASK: Provide Assistance for Supported Command's Logistics Planning (ASG) (63-6-4012.63-0135) (FM 100-10). (FM 101-5). (FM 101-5-1) (FM 3-4). (FM 54-40). (FM 63-3) (FM 701-58). (FM 8-55)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics-Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The supported commander's commander has provided his restated mission to his staff. The Support Operations officer has staff responsibility for consolidation and forwarding input to the supported command's G4 for incorporation into the service support plan (which becomes the service support order upon implementation). The OPLAN, with annexes is available. 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. This task is always performed in MOPP4.
TASK STANDARDS: The logistics input conforms to the commander's concept of operations and
supports the supported command's OPLAN. At MOPP4, performance degradation factors increase input
times.
NOTE: Combat Health Services subtasks and performance measures apply to the DISCOM only.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section provides input into supported command's logistics
and combat health service support plans.

a.
Coordinates types and amounts of logistics assets dedicated to support the
supported command with its G4 and Support Operations Section element
using appropriate communications and information systems.

b.
Identifies supported command's priorities for supplies and services,
maintenance, and transportation.

c.
Provides current status of all dead-lined missile systems, weapons systems,
and other key items of equipment and vehicles.

d.
Provides contact team availability for current on-site repairs in coordination
with the supported command's maintenance staff element.

e.
Provides known logistics shortfalls and recommended solutions.

f.
Requests identification of probable "slice" elements to be located in the
supported command's AO with higher G3.

g.
Develops logistics support distribution plan to support supported
command's tactical operations.

5-99
DODDOA-008533
TASK STEPS AND PERFORMANCE MEASURES
2. Support Operation Section commodity managers provide planning assistance for supply support.
a.
Coordinates supply support using appropriate logistics STAMIS, BFACS, wire, or radio.

b.
Coordinates supply priorities with the supported command's G4 using BFACS, radio, or wire.

c.
Coordinates supply sustainment controls with the supported command's G4, and higher headquarters' Support Operations Section using appropriate BFACS, wire, or radio.

d.
Provides instructions for request, storage, and distribution of supplies.

e.
Identifies supported command's policies and procedures for participation in weapon system replacement.

f.
Develops night and reduced visibility resupply plans.

g.
Coordinates locations of all forward supply points with the supported command's G4, and the CSS operator using BFACS, radio, or wire.

h.
Identifies foreign nation or local procurement channels for additional supply requirements.

i.
Provides supply support input to the supported command's distribution managers for inclusion into the distribution plan.

3. Support Operations Section provides planning assistance for maintenance support.
a.
Coordinates maintenance priorities with the supported command's G4, using appropriate communications and information systems.

b.
Provides instructions for request, disposition, and repair of equipment.

c.
Coordinates cannibalization and controlled exchange policies with the supported command's G4, using appropriate communications and information systems.

d.
Provides instructions for emergency destruction of equipment and supplies.

e.
Identifies command maintenance participation in weapon system replacements in coordination with property Book and Class VII elements.

f.
Develops a back-haul plan for the evacuation of equipment and supplies from forward locations.

g.
Maintains locations of all maintenance collection points.

h.
Provides maintenance support input to the supported command for

inclusion into the distribution plan.
.

4. Support Operations Section provides planning assistance for transportation and movement control support.
a.
Coordinates motor transportation priorities with the supported command and the higher headquarters movement control elements, using appropriate communications and information systems.

b.
Provides instructions for transportation requests.

c.
Coordinates aerial resupply plan with the supported command's G4, and higher headquarters' Support Operations Section, using appropriate communications and information systems.

d.
Identifies transportation assets required for mass casualty contingencies.

e.
Coordinates additional transportation requirements with the movement control and distribution elements, using appropriate BFACS, DAMMS-R, radio, or wire.

f.
Develops plans to establish in transit visibility of transportation assets.

g.
Provides transportation support input to the supported command's for inclusion into the distribution plan.

GO NO-GO

.
5 - 100

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
5. Support Operations Section provides planning assistance for Field Services support.
a.
Coordinates procedures for requesting field services support with supported
command's G4, higher headquarters' Support Operations Section or with
field service support units operating in the AO, using appropriate BFACS,
radio, or wire.

b.
Coordinates clothing exchange and shower support with supported
command's G4 and higher headquarters Support Operations Section, using
appropriate BFACS, radio, or wire.

c.
Coordinates bakery support with supported command's G4 and higher
headquarters Support Operations Section, using appropriate BFACS.

d.
Coordinates locations of MA collection points with the supported
command's G4 and higher headquarters' Support Operations Section,
using appropriate BFACS, radio, or wire.

e.
Provides instructions for the evacuation of remains to collection points.

f.
Provides Field Services support input to the supported command's G4 for
inclusion into the distribution plan.

6. Support Operations Section provides coordination input into the higher medical support plan.
a.
Identifies requirements, resources, policies, and procedures to be
incorporated in higher CHS plan by reviewing higher CHS estimate.

b.
Identifies specified and implied tasks by following higher OPLAN and
service support plan.

c.
Reviews for coordination planning of the CHS plan IAW FM 8-55.

d.
Reviews and acknowledges completed plan of higher medical support
using appropriate BFACS.

e.
Briefs plan to the Support Operations Officer and unit commander for
approval and future coordination.

f.
Provides CHS plan to the Security, Plans and Ops section for cross
coordination as either the CHS plan or as CHS annex to the unit's OPORD,
using appropriate BFACS.

7. Support Operations Section plans support of offensive operations.
a.
Develops increased consumption plans for all support due to increased
maneuver activity.

b.
Plans forward positioning of ammunition, POL, and maintenance elements
as lines of support increase.

c.
Plans use of preplanned or pre-configured push packages, if
communications break down.

d.
Plans increased use of aircraft or airdrop for resupply.

e.
Plans for uploading as much supplies as possible.

8. Support Operations Section plans support of defensive operations.
a.
Develops plan for stockpiling limited amounts of ammunition and POL in
centrally located battle positions in coordination with the supporting
command's G4, using appropriate BFACS.

b.
Plans positioning of support elements in depth throughout defensive area.

c.
Plans resupply using infiltration during periods of limited visibility to reduce
chances of threat interference.

d.
Develops plans for increased demands for Class IV items and
transportation assets to haul supplies.

e.
Develops plan for increased patient loads in health facilities and greater
patient transportation requirements.

5 - 101
DODDOA-008535
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
9. Support Operations Section supports retrograde operations. a. Plans positioning of logistics elements in depth and echelon rearward in coordination with the supported command's G4 and higher headquarters' Support Operations Section. b. Develops plans to limit forward movement of supplies in coordination with the supported command's G4 and higher headquarters' Support Operations Section. c. Plans evacuation of supplies and equipment to planned fallback points in coordination with the supported command's G4 and higher headquarters' Support Operations Section. d. Develops plans for increased expenditure of ammunition and fuel consumption. e. Develops supplies and equipment to destruction plans (except medical) in coordination with the higher headquarters G4. f. Coordinate with higher plans to relocate medical units and alternate means of evacuation in coordination with the higher Medical Operations Branch. g. Performs unit and logistics coordination using appropriate communications and information systems.
10. Support Operations Section provides input into the higher service support plan. a. Provides supply status information (Materiel and Services). b. Provide transportation status information (Materiel and Services). c. Provides services information, e.g., field services, and MA (Materiel and Services). d. Provides plan for publication as a separate annex or paragraph 5 of the service support plan. e. Consolidates logistics input to format a draft service support plan. f. Forwards draft log plan to the commander for approval or modification. g. Provides command's approved log plan to the supported command's G4.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 102
DODDOA-008536
ELEMENTS: Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Prepare Continuity of Operations Plan (ASG) (63-6-4022.63-0136) (DA PAM 710-2-2) (AR 710-2) (FM 3-3) (FM 3-4) (FM 54-40)
ITERATION: 1 2 3 4.
5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The commander has provided his concept of operations. The Security, Plans and Ops, in coordination with the Support Ops Section, is preparing the Service Support Annex. The unit's OPLAN and TSOP are • available. Current status of the logistics support communications and information systems are available. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: 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.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. CSS AMO provides procedures for backup data storage.
a.
Coordinates with the higher headquarters' automation office/systems to
determine specific elements providing backup ADP equipment support for
operations under the COOP.

b.
Provides instructions for storing magnetic backup media at a location other
than the current operational site.

2. CSS AMO provides short-term 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. CSS AMO provides long-term outage measures.
a.
Provides instructions for processing 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 710-
2-2.

DODDOA-008537

ARTEP 63-622L-MTP
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES
4. CSS AMO coordinates user-level assistance, using appropriate communications
and information systems.
Coordinates troubleshooting subordinate unit equipment with supporting
a.
automation support element to determine problem areas and solutions.

b.
Coordinates request for software replacement with higher headquarters'
automation support office.

c.
Coordinates limited maintenance hardware support with higher
headquarters' automation support office.

d.
Coordinates user-level sustainment training with higher headquarters'
automation support office.

e.
Integrates data bases for new units.

f.
Coordinates assistance for staffs and units for property book, transportation
supply, and maintenance management STAMIS.

5. CSS AMO provides for continuity of ADP operations.
Identifies ADP back-up unit for subordinate units in coordination with higher

a.
headquarters' automation support office.
b.
Coordinates instructions for operators in back-up procedures.
Provides COOP to all subordinate units.

c.

d.
Provides COOP assistance to all subordinate and attached units.

e.
Monitors execution of subordinate units' COOPs for compliance with
command's COOP.

f.
Provides current status of automated systems to commander.

6. CSS AMO formats COOP.
a.
Consolidates COOP information into the proper format.

b.
Forwards COOP to the Support Operations Officer for approval or
modification.

Forwards approved COOP to all subordinate units, using appropriate
c.
BFACS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 5 M TOTAL
3 4
1 2
ITERATION
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
ARTEP 63-622L-MTP

ELEMENTS: Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH
Coordinate Internal Logistics (ASG) (63-6-4023.63-0136)
TASK:
FM 54-40)2 (AR 220-1)2 (AR 710-2)
(FM 4-30.3)

(DA PAM 710-2-2)2 (FM 3-4)2
5 M (Circle)
ITERATION: 1 2 3 4 T P U (Circle)
COMMANDER/LEADER ASSESSMENT:
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ. The OPORD and TSOP are available. The CP area has been established. Support operations have commenced, and logistics requirements are being generated within the Corps. Although SCPE is on
hand, the HQ Company Supply Section operates from field-expedient or natural shelters under reduced manpower conditions. 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.
Internal supply, maintenance, field services, and transportation operations are
TASK STANDARDS:
coordinated IAW the TSOP and OPORD by HQ Company Supply Section. At MOPP4, performance
degradation factors increase operational completion times.

GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES
1. HQ Company Supply Section coordinates internal maintenance operations.
a.
Consolidates subordinate units' maintenance reports to analyze overall
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 appropriate BFACS.

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 elements' equipment, using
appropriate BFACS.

g.
Monitors controlled substitution program within to ensure compliance with
guidance and priorities established by the commander.

h.
Coordinates priority of maintenance efforts and repair time guidelines with
the Security, Plans and Ops, Support Ops Maintenance Office and
subordinate units, using appropriate BFACS.

i.
Provides current material readiness briefing to commander and XO, as
required.

2. HQ Company Supply Section coordinates subordinate unit supply activities.
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.

ARTEP 63-622L-MTP

TASK STEPS AND PERFORMANCE MEASURES
d. Monitors Class V resupply activities of subordinate units to ensure
compliance with established issue controls.
Monitors Class III resupply activities to ensure compliance with established

e.

issue controls.

f.
Coordinates schedules and methods of distribution between subordinate

and supporting units, using appropriate BFACS.
Coordinates receipt and disposition of captured enemy equipment with

g.
Security, Plans and Ops Section using BFACS.
h.
Maintains property book records of subordinate elements and any separate elements operating in the area of responsibility.

i.
Records adjustments, issues, turn-ins, property losses, and status reports using SPBS-R programs.

j.
Calculates consumption rates for MOPP gear and decontamination supplies.

k.
Maintains commander's critical items list.

3. HQ Company Supply Section coordinates services.Coordinates with Food Service Section for master menu and feeding plan.
a.

b.
Forwards field feeding plan to all organic and attached elements, using appropriate BFACS.

c.
Inspects subordinate units' field fielding operations and ration storage areas to ensure compliance with feeding plan and sanitation regulations.

d.
Coordinates field service requirements for all subordinate units with G4 or supporting field services element, using appropriate BFACS.

e.
Coordinates water requirements for all subordinate units with G4 or supporting water element, using appropriate BFACS.

f.
Designates salvage collection points. Controls evacuation of salvage IAW TSOP, OPORD, and commander's

g.

directives.

h.
Submits requests for mortuary items to G4 or supporting mortuary affairs element, using appropriate BFACS.

i.
Provides food service and field services status briefing to the commander, as required.

4. HQ Company Supply Section coordinates transportation requirements.
a.
Consolidates transportation requirements for all subordinate units.

b.
Coordinates administrative transportation requirements with movement elements using appropriate BFACS.

c.
Requests road clearances for movement of supplies, equipment, or personnel from supporting movement element.

d.
Coordinates transportation for EPW evacuation with the supporting MP

element in coordination with Support Ops Trans section, using appropriate BFACS.
e. Coordinates transportation assets for evacuation and hospitalization of
casualties resulting from NBC warfare with supporting medical and movement elements.
f. Updates load plans for the HQ in coordination with the HQ company commander.
Inspects subordinate elements' load plans to ensure compliance with TSOP
g.

and commander's directives.

h.
Provides internal transportation status report to commander and XO, as

required.
GO NO-GO
5 - 106

TASK PERFORMANCE /EVALUATION SUMMARY BLOCK

ITERATION 1 2 3 4
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 Task Number. Task Title.
63-1-1009
63-1-1025
PREPARE OPERATIONS PLAN/OPERATIONS ORDER AND ANNEXES
5 M TOTAL

References
ARTEP 10-416-MTP
ARTEP 10-466-MTP ARTEP 10-602-MTP ARTEP 42-26-MTP ARTEP 42-466-MTP ARTEP 43-056-MTP ARTEP 43-146-MTP ARTEP 43-436-30-MTP ARTEP 55-916-MTP ARTEP 63-022-MTP ARTEP 63-065-MTP ARTEP 63-085-MTP ARTEP 63-125A1-MTP ARTEP 63-125-MTP ARTEP 63-146-MTP ARTEP 63-216-MTP ARTEP 63-222-MTP ARTEP 63-426-MTP ARTEP 63-999-MTP ARTEP 9-062-MTP ARTEP 9-066-MTP ARTEP 9-686-MTP
COORDINATE INTERNAL LOGISTICS ARTEP 10-416-MTP ARTEP 10-466-MTP ARTEP 10-602-MTP ARTEP 42-26-MTP ARTEP 42-466-MTP ARTEP 43-056-MTP ARTEP 43-146-MTP ARTEP 43-436-MTP ARTEP 55-916-MTP ARTEP 63-022-MTP ARTEP 63-065-MTP ARTEP 63-085-MTP ARTEP 63-125A1-MTP ARTEP 63-125-MTP ARTEP 63-146-MTP
5 - 107

DODDOA-008541

SUPPORTING COLLECTIVE TASKS

Task Number Task Title References
ARTEP 63-216-MTP
ARTEP 63-222-MTP
ARTEP 63-426-MTP
ARTEP 63-999-MTP
ARTEP 9-062-MTP
ARTEP 9-066-MTP
ARTEP 9-686-MTP
63-1-2034 Complete the Internal Logistics Plan ARTEP 63-116A-MTP
63-1-4009 Prepare Operations Plan/Operations Order ARTEP 10-426-MTP
and Annexes
ARTEP 12-426-MTP
ARTEP 42-446A-MTP
ARTEP 42-446-MTP
ARTEP 55-816-MTP
ARTEP 63-006-MTP
ARTEP 63-065H-MTP
ARTEP 63-116-MTP
ARTEP 63-125A-MTP
ARTEP 63-136-MTP
ARTEP 63-1-MTP
ARTEP 63-226L-MTP
ARTEP 63-236-MTP
ARTEP 63-385-MTP
ARTEP 63-426L-MTP
ARTEP 63-NJT-MTP
ARTEP 9-527-MTP
63-1-4009.63-2009 Prepare Operations Plan/Operations Order ARTEP 63-412-75-MTP
and Annexes
63-1-4025 Coordinate Internal Logistics ARTEP 12-426-MTP
ARTEP 42-446A-MTP
ARTEP 42-446-MTP
ARTEP 55-81G-MTP
ARTEP 63-006-MTP
ARTEP 63-065H-MTP
ARTEP 63-116A-MTP
ARTEP 63-116-MTP
ARTEP 63-125A-MTP
ARTEP 63-136-MTP
ARTEP 63-1-MTP
ARTEP 63-226L-MTP
ARTEP 63-236-MTP
ARTEP 63-385-MTP
ARTEP 63-426L-MTP
ARTEP 63-NJT-MTP
ARTEP 9-527-MTP
63-1-4025.63-2025 Coordinate Internal Logistics ARTEP 63-412-75-MTP
63-1-5009 Prepare Operations Plan/Operations Order ARTEP 63-106-MTP
and Annexes

OPFOR TASKS AND STANDARDS: NONE

DODDOA-008542

ELEMENTS: SUPPLY & SERVICES BR HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR
TASK: Coordinate Bulk Class III Support (ASG) (63-6-4024.63-0137)
(FM 100-10) (FM 10-67) (FM 10-67-1)
(FM 10-67-2) (FM 3-4) (FM 54-40)
ITERATION:. 1 2 3 4 5 M (Circle)

COMMANDER/LEADER ASSESSMENT:.T P U (Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. Tactical operations have begun. Class III requirements are generated by maneuver units engaged in combat operations. Operations are occurring with units dispersed and conducting various functions. Support command and higher headquarters service support orders are available. Class III sustainment controls and priorities are established. Supply methods and procedures are dictated by the type of combat operation. Corps and divisional "slice" elements are operational throughout the AO. Support Operations Section monitors operations by automated means, telephone, radio and messenger. This task may be performed under all environmental conditions, both day and night. Reorder points have been reached and stockage levels must be maintained. The status of all requisitions or requests is not known. Stockage level imbalances exist. Task steps within this task are performed simultaneously. SCPE is on hand or field-expedient natural shelters are available, whichever applies. 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 III support is continuous from the outset of the operations at levels that sustain the operational momentum IAW the higher headquarters and supported command support.order. At MOPP4, pre-designated degradation supply levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations Section monitors Class III distribution system.
a.
Identifies all sustainment controls and priorities in the Service Support Order.

b.
Maintains current location(s) of Class Ill distribution points in supported command's AO and at higher echelon.

c.
Monitors daily consumption reports from the supported command to forecast future requirements.

d.
Develops bulk fuel forecast.

e.
Maintains records of current distribution capabilities of the supported command.

f.
Monitors supported command's basic load status in coordination with the G4.

g.
Coordinates resolution of actual and anticipated Class III shortfalls with the G4, using appropriate communications and information systems.

h.
Directs, redirects, cross-levels or masses Class III distribution at critical points based on guidance from the supported command or higher headquarters.

i.
Maintains in transit visibility Class III distribution resources from point of origin to point of destination.

j.
Manages the petroleum quality assurance program.

5 - 109
DODDOA-008543
TASK STEPS AND PERFORMANCE MEASURES
2. Support Operations Section coordinates Class III distribution activities.
a.
Coordinates Class III distribution schedules with the supported command.

b.
Monitors Class III requisitions and issues from distribution points to receiving organizations to ensure compliance with sustainment controls.

c.
Coordinates Class III throughput by command transportation assets to receiving organizations with the receiving organization, using appropriate communications and information systems.

d.
Monitors Class III distribution point(s) daily stock status reports to track current bulk III levels.

e.
Coordinates fuel diversions or "redirects" to meet unexpected surge requirements with the supported command and subordinate units using appropriate communications and information systems.

f.
Coordinates impact of threat capability to interdict distribution routes with Security, Plans and Ops Section and the RCPOC, using appropriate communications and information systems.

g.
Provides Class III information status updates to the supported command G4 Section.

3. Support Operations Section coordinates Class III support during offensive operations.
a.
Identifies all sustainment controls and priorities in the service support order.

b.
Implements increased consumption plan in coordination with the supported command's G4.

c.
Recommends adjustments to bulk fuel forecasts to reflect increased fuel requirements to the Support Operations Officer.

d.
Coordinates relocation of petroleum supply points to forward locations with the supported command as the attack develops, using appropriate communications and information systems.

e.
Forwards revisions to customer support lists to reflect changing operational requirements and priorities to supported command's G4.

f.
Coordinates throughput of bulk fuel and fog oil distribution with the

. supported command's distribution managers using appropriate
communications and information systems.

g. Coordinates bulk fuel airdrop or sling-load resupply with the supported command's G4, using appropriate communications and information systems.
4. Support Operations Section coordinates Class III support during defensive operations.
a.
Coordinates stockpiling of petroleum products in centrally located positions as directed by the supported command's G4 and higher headquarter, using communications and information systems.

b.
Coordinates with supported command's distribution managers for regularly scheduled POL push-packages to receiving organizations using communications and information systems.

c.
Relocates Class III assets by echelon to the rear in coordination with supported command's G4 and higher headquarters.

d.
Directs command units to upload as much Class Ill as possible, using appropriate communications and information systems.

5. Support Operations Section coordinates Class III support during retrograde operations.
a. Coordinates limiting the flow of petroleum products forward with the supported command's G4.
5 - 110
GO NO-GO

DODDOA-008544

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Coordinates evacuation of petroleum products to planned fallback points as
directed by higher headquarters with the supported commands G4, using
appropriate communications and information systems.

c.
Coordinates for destruction of petroleum products with the supported
command's G4 and subordinate units, using appropriate communications
and information systems.

d.
Coordinates security requirements with the command Security, Plans and
Ops and RCPOC.

e.
Coordinates the evacuation of supplies and equipment at night and other
periods of limited visibility with the supported command's G4, RCPOC, and
subordinate units, using appropriate communications and information
systems.

6. Support Operations Section coordinates Class Ill support in an NBC
environment.

a.
Monitors location, type, and amount of contaminated petroleum products
within the supported command, using appropriate communications and
information systems.

b.
Directs issuance of contaminated petroleum products in coordination with
higher headquarters and the supported command's G4.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS .
Task Number. Task Title References
63-1-1013 Provide Assistance in Planning Logistics ARTEP 63-022-MTP
and Combat Health Services ARTEP 63-146-MTP ARTEP 63-216-MTP ARTEP 63-426-MTP ARTEP 63-999-MTP
OPFOR TASKS AND STANDARDS: NONE
-
ELEMENTS: SUPPLY & SERVICES BR HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR
TASK: Coordinate Class V Support (ASG) (63-6-4025.63-0138)
(FM 9-6) (FM 3-4) (FM 4-30.13)
(FM 54-40) (FM 9-15)
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)

CONDITIONS: The headquarters has digital and/or analog communications with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. Logistics requirements are being generated by units engaged in tactical operations. Class V supply requirements are being generated by maneuver battalions conducting combat operations. The higher headquarters and supported command's service support orders are available. Class V sustainment controls and priorities are established. Supply methods and procedures are dictated by the type of combat operations. "Slice" elements are operational in the area of responsibility. Communication methods include automation, telephone, messenger, and radio. Although SCPE is on hand, the Security, Plans and Ops and Support Operations Section are operating in field-expedient shelters under reduced manpower conditions. 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 service support orders. Basic loads for elements inarea of responsibility are maintained at a level directed by the supported command. At MOPP4, Class V pre­designated degradation supply levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Supply and Services Branch of Support Operations Directorate monitors status of Class V sustainment system.
a.
Identifies all sustainment controls and priorities in the higher service support order.

b.
Maintains current locations of all ATPs, Theater and corps ASPs, and other stockpiles in the lower echelon ASA, BSAs, and DSA, using appropriate BFACS, radio, or wire.

c.
Maintains current Class V stockage level of all lower echelon units.

d.
Coordinates resolutions of actual or anticipated Class V problems with the higher and lower G4s. .

e.
Maintains intransit visibility of Class V from point of origin to point of destination.

f.
Directs, redirects, cross-levels or masses Class V at critical points based on METT-TC and the commander's guidance.

g.
Monitors the locations of all ammunition flat-racks.

h.
Coordinates with the Transportation Branch to ensure empty flat-racks are expeditiously returned to the ammunition distribution system.

2. Supply and Services Branch of Support Operations Directorate coordinates Class V activities.
5 - 112
DODDOA-008546
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a. Monitors Class V supplies pickup schedules to ensure compliance with
service support order.
b. Monitors Class V requisitions and issues from ATPs to maneuver battalions
to ensure compliance with established sustainment controls by the higher
G3 and G4.
c. Monitors Class V deliveries from theater and corps to ASB, DSB, and FSBs
using BFACS, MTS, radio, or wire.
d. Monitors lower echelon ATP daily stockage reports to identify probable
Class V shortages.
e. Provides recommendations to the higher G4 concerning Class V cross­
leveling and changes to support procedures as dictated by priorities and
changing tactical situation.
f. Coordinates Class V diversions or "redirect " to meet unexpected surge
requirements with the higher G4.
g. Coordinates ammunition supply quality assurance, EOD and
inspection/malfunction investigations with the higher G4.
h. Monitors ammunition levels by reviewing ATP daily stockage reports.
I. Monitors status of chemical munitions when they are stored within the lower
echelon's DSA, ASA, and BSAs.
j. Coordinates EOD mission requirements in the lower echelon's DSA, ASA,
and BSAs with the higher G3.
k. Provides Class V status updates to the higher staff, as required.
3. Supply and Services Branch of Support Operations Directorate coordinates
Class V Support during offensive operations.
a. Identifies all sustainment controls and priorities given by the service support
order or the higher G4.
b. Coordinates stockpiling of ammunition at pre-designated points with the .
higher G4 using BFACS, radio, or wire.
c. Maintains location(s) and amounts of all stockpiled ammunition in the higher
echelon's area.
d. Coordinates additional transportation requirements for movement of
ammunition with the Transportation Branch using BFACS, radio or wire.
e. Monitors lower echelon's movement of the ATP as far forward as possible
to decrease ammunition pick-up and delivery time with the higher G4, and
lower echelon's ASB, DSB, and FSBs.
f. Coordinates movement of preplanned/pre-configured push-packages with
the higher G4, and lower echelon's DSB, ASB, and FSBs using BFACS,
radio, or wire.
g. Coordinates Class V airdrop or sling-load resupply with the higher G4.
h. Coordinates the adjustments and redistribution of ammunition stocks as the
tactical situation changes with the higher G4, in support of lower echelon's
DSB, ASB, and FSBs using BFACS, radio, or wire.
4. Supply and Services Branch of Support Operations Directorate coordinates
Class V support during defensive operations.
a. Coordinates stockpiling of limited amounts of ammunition in centrally
located positions in the higher echelon's AO with the higher G4, in support
of lower echelon's DSB, ASB, and FSBs, using appropriate BFACS, radio,
or wire.
b. Coordinates "push" packages of critical ammunition on a scheduled basis
with the higher G4, in support of lower echelon's ASB, DSB, and FSBs,
using appropriate BFACS, radio, or wire.
c. Coordinates adjustment of basic loads to allow maneuver battalions to stock
increased amounts of ammunition.

5 - 113
DODDOA-008547
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
d. Monitors relocation of lower echelon's ATPs by echelon to the rear. e. Directs lower echelon's ATPs to upload as much Class V supplies as possible for rapid displacement, using appropriate BFACS. f. Coordinates replenishment, reallocation and redistribution of ammunition stocks with the higher G4, using appropriate BFACS, radio, or wire.
5. Supply and Services Branch of Support Operations Directorate coordinates Class V support during retrograde operations. a. Identifies status of all maneuver battalions' basic loads. b. Coordinates limiting the flow of ammunition with the higher G4, for lower echelon's DSB, ASB, and FSBs, using apptopriate BFACS, radio, or wire. c. Provides instructions for destruction of ammunition to units JAW TSOP. d. Coordinates for storage of ammunition on mobile tractor trailers with the higher G4. __ e. Coordinates evacuation of Class V supplies to planned fallback points as directed by the higher G4. f. Directs evacuation of Class V at night and during periods of limited visibility. g. Coordinates security requirements for movement or storing of Class V supplies with the higher echelon's RCPOC and G4, using appropriate BFACS, radio, or wire.
6. Supply and Services Branch of Support Operations Directorate coordinates Class V support in an NBC environment. a. Maintains location, type and amount of contaminated ammunition located in the higher echelon's area. b. Coordinates movement of contaminated stocks with the Class V Branch and Movement Control Office, using appropriate BFACS, radio or wire. c. Coordinates routes for transporting contaminated stock with higher G3, G4, and lower echelon's DSB, ASB, and FSBs, using appropriate BFACS, radio, or wire. d. Coordinates issue of contaminated stock with the higher G4, in support of lower echelon's DSB, ASB, and FSBs, using appropriate BFACS, radio, or wire. e. Maintains situational awareness at all times using appropriate BFACS, radio, or wire.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE

5 - 114
DODDOA-008548
OPFOR TASKS AND STANDARDS: NONE
5 - 115
DODDOA-008549
ELEMENTS: Command Section SUPPORT OPNS DIR MAINTENANCE BRANCH HNS LOGISTICS DIR
TASK: Coordinate Maintenance Support (ASG) (63-6-4026.63-0139)
( FM 4-30.3) (AR 750-1) (FM 3-4)
(FM 54-40)
ITERATION: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)

CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ.
Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. Tactical operations have commenced. Maintenance requirements are generated by the supported elements. The supported command's service support order is available. Maintenance sustainment controls and priorities have been established. Corps "slice" elements are operational in the area of responsibility. Maintenance operational methods are dictated by the type of current operation. The command supports operations by telephone, messenger, radio, and by automated means. Although SCPE is on hand, the Security, Plans and Ops Section and Support Operation are operating in field­expedient natural shelters under reduced manpower conditions. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: Maintenance support is continuous from the outset of operations at levels that sustain operational momentum IAW the higher headquarters and supported command's service support order. At MOPP4, pre-designated degradation maintenance and supply levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operation Maintenance Branch monitors status of maintenance sustainment system.
a.
Identifies all sustainment controls and priorities in the maintenance branch.

b.
Maintains a list of current location(s) of all maintenance elements in the area of responsibility.

c.
Monitors current status of the supported command's PLL.

d.
Maintains status of the supported command's maintenance capabilities, to include equipment and personnel.

e.
Provide maintenance sustainment system updates to supported command's staff, as required.

f.
Monitors operational readiness of supported command's subordinate units.

g.
Identifies items for inclusion in the Commander's Tracked Items List.

h.
Coordinates Class IX activities in support of maintenance with the Supply and Service Branch.

i.
Coordinates additional maintenance capability from higher headquarters when requirements exceed capabilities.

2. Support Operation Maintenance Branch coordinates maintenance support activities.
a. Monitors the BDAR efforts of maintenance elements to ensure focus is on critical equipment and weapons systems.
TASK STEPS AND PERFORMANCE MEASURES
b.
Coordinates vehicular recovery of equipment to MCPs with the supported command's CSS operators, using the appropriate communications and information systems.

c.
Coordinates repair time guidelines with the supported command's G4, using appropriate communications and information systems.

d.
Monitors cannibalization activities at MCP to ensure compliance with higher headquarters disposition instructions.

e.
Provides controlled exchange instructions to ensure compliance with higher headquarters directives.

f.
Coordinates lateral shifting of evacuation requirements with supported command's G4 to relieve backlogs in the maneuver elements, using the appropriate communications and information systems.

g.
Verifies that damaged or destroyed equipment is on evacuation listings.

h.
Verifies that all required maintenance efforts in the area of responsibility are accomplished before evacuation.

i.
Coordinates evacuation of equipment with the supported command's G4 using the appropriate communications and information systems.

j.
Monitors repair parts supply system for compliance with issue controls and priorities as directed by higher headquarters and supported command's G4.

k.
Monitors automated maintenance management system output data to assist in forecasting requirements, scheduling workloads, reducing backlogs, and analyzing performance indicators.

I.
Provides maintenance system report updates to supported command's G4.

3. Support Operation Maintenance Branch coordinates maintenance support during offensive operations.
a.
Provides instructions that direct emphasis on repair of critical items as far forward as possible and at the lowest level.

b.
Provides instructions requiring the report of unserviceable repairable items only.

.
c.
Provides alert of increased pass-back and increased backup support requirements to the higher G4.

d.
Direct recovery operations using all available recovery and evacuation assets in coordination with the higher headquarters Support Operations.

e.
Coordinates the uploading of combat-essential ASL and PLL stocks by supported command elements with the Maintenance Branch for quick redeployment forward.

f.
Maintains situational awareness at all times using appropriate
communications and information systems.

4. Support Operation Maintenance Branch coordinates maintenance support during defensive operations.
a.
Coordinates maintenance repair parts portion of push-packages with the Maintenance Branch and supported command CSS operators.

b.
Directs consolidated operations of MSTs consistent with the tactical situation.

c.
Provides instructions for the forward deployment of MSTs consistent with the tactical situation.

d.
Directs maintenance efforts to ensure the returning critical repairable weapons systems to the supported command's elements in the least time possible.

e.
Monitors the echelon to the rear of maintenance elements not organic to the MSTs.

GO NO-GO
5 - 117

DODDOA-008551

-
-
TASK STEPS AND PERFORMANCE MEASURES
f.
Coordinates security requirements for maintenance operations with the Plans and Ops Branch and RCPOC using the appropriate communications and information systems.

g.
Maintains situational awareness at all times using appropriate communications and information systems.

5. Support Operation Maintenance Branch coordinates maintenance support during retrograde operations.
a.
Identifies all units within the area of responsibility that have recovery capabilities.

b.
Coordinates limiting the flow of repair parts and replacement components forward with the Maintenance Branch and supported command's CSS operators using the appropriate communications and information systems.

c.
Coordinates additional transportation requirements needed to deploy maintenance elements and critical repairable equipment to the Transportation Branch and supported command's movement control element.

d.
Directs evacuation of maintenance elements that have critical repairable to fallback points as directed by the higher headquarters Support Operations using the appropriate communications and information systems.

e.
Directs cannibalization for the repair of as many weapons systems and equipment as possible, as an exception to policy.

f.
Directs destruction of critical non-repairable and non-critical equipment that are not repairable within the established timeframe in coordination with the higher headquarters Support Operations.

g.
Directs evacuation of supplies and equipment at night and during other periods of limited visibility, if tactical situation permits.

h.
Coordinates security requirements for maintenance operations with the Security, Plans and Ops Section and RCPOC using the appropriate communications and information systems.

i.
Maintains situational awareness at all times using appropriate communications and information systems.

6. Support Operation Maintenance Branch coordinates maintenance support in an NBC environment.
a.
Maintains current locations of amount and type of contamination effecting maintenance elements in coordination with higher headquarters and supported command.

b.
Provides instructions on priority of contaminated equipment for repairs, recovery, and evacuation in coordination with the higher headquarters Support Operations.

c.
Coordinates requirements for decontamination teams with the supported command using appropriate communications and information systems.

d.
Maintains situational awareness at all times using appropriate communications and information systems.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAININGSTATUS "GO"/"NO-GO"
"*" indicates a leader task step.
5 - 118
GO NO-GO


TOTAL
DODDOA-008552

SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS

Task Number. Task Title. References
63-1-1013 Provide Assistance in Planning Logistics ARTEP 63-022-MTP
and Combat Health Services
ARTEP 63-146-MTP
ARTEP 63-216-MTP
ARTEP 63-426-MTP
ARTEP 63-999-MTP

OPFOR TASKS AND STANDARDS: NONE

5 - 119

DODDOA-008553
ELEMENTS: SUPPLY & SERVICES BR HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR
TASK: Coordinate Class II, Ill (PKG), IV, VII, and IX Support (ASG) (63-6-4027.63-0140)
AR 710-2) (AR 725-50) (FM 100-10)
(FM 10-15) (FM 3-4) (FM 54-40)
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)

CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower are available. The unit, higher and lower TSOPs are available. Tactical operations have commenced. Class II, IV, VII, and IX requirements are generated by supported command's elements engaged in combat. Class II, IV, VII, and IX requirements are initiated by battle loss reports or unit requisition only. Sustainment controls have been established by the higher headquarters and supported command's service support order. The command conducts support operations by radio, telephone, digital, and messenger. The threat has NBC, ground, and air attack capabilities. Threat intelligence gathering and attacks have increased. Although SCPE is on hand, the Support Operations Office is operating in field­expedient or natural shelters, under reduced manpower conditions. 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 headquarters and supported command's service support order. At MOPP4 performance degradation factors increases time required to coordinate class II, IV, VII, and IX activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations, Supply and Service Branch coordinates Class II support.
a.
Monitors requisitions and issues between supported units and materiel managers to ensure prescribed controls are being maintained.

b.
Coordinates resolution of Class II supply problems with the receiving and issuing units, using STAMIS, appropriate communications, or information systems.

c.
Coordinates throughput of Class II from the EAD to receiving organizations, using STAMIS, communications, or information systems.

d.
Coordinate emergency or air resupply during.NBC intrusions with supported command's Support Operations.

e.
Maintains intransit visibility of Class II items in the distribution system.

f.
Directs, redirects, cross-levels or masses Class II at critical points based on METT-TC and the commander's guidance.

g.
Ensures empty flat-racks are returned to the distribution system.

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

2. Support Operations, Supply and Service Branch coordinates Class IV support.
a. Monitors requisitions and issues between supported units and materiel managers for compliance with the higher headquarters and supported command's service support order.
5 - 120
DODDOA-008554
-
-
TASK STEPS AND PERFORMANCE MEASURES
b.
Coordinates resolution of Class IV supply problems with the receiving and issuing units.

c.
Coordinates delivery schedules with the higher headquarters and supported command's Support Operations, using appropriate communications and information systems.

d.
Coordinates increased demands during defensive operations with the higher headquarters and supported command's Support Operations, using appropriate communications and information systems.

e.
Maintains intransit visibility of Class IV items in the distribution system.

f.
Directs, redirects, cross-levels or masses Class IV at critical points based on METT-TC and the commander's guidance.

g.
Ensures empty flat-racks are returned to the distribution system.

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

3. Support Operations, Supply and Service Branch coordinates Class VII support.
a.
Monitors battle loss reports to identify Class VII replacement requirements.

b.
Coordinate assembly of end items, crew, and ammunition, if notified that weapon systems replacement is to be conducted in forward areas.

c.
Coordinates Class VII deliveries with the supported command, using STAMIS, appropriate communications, or information systems.

d.
Coordinates weapon system replacement status with the distribution managers using appropriate communications and information systems.

e.
Maintains intransit visibility of Class VII items in the distribution system.

f.
Directs, redirects, cross-levels or masses Class VII at critical points based on METT-TC and the commander's guidance.

g.
Ensures empty flat-racks are returned to the distribution system.

h.
Monitors Class VII items contained on the Commander's Tracked Items List.

4. Support Operations, Supply and Service Branch coordinates Class IX support.
a.
Monitors requisitions and issues between supported and issuing units.

b.
Coordinates resolution of Class IX supply conflicts with higher HQ and issuing units.

c.
Coordinates deliveries with distribution managers, higher HQ and issuing units.

d.
Coordinates emergency or air resupply with higher HQ, supported units and issuing units. .

e.
Monitors readiness reports to identify Class IX items impacting repair cycle time.

f.
Coordinates using STAMIS, BFACS, radio, or wire.

g.
Maintains intransit visibility of Class IX items in the distribution system.

h.
Directs, redirects, cross-levels or masses Class IX at critical points based on METT-TC and the commander's guidance.

i.
Ensures empty flat-racks are returned to the distribution system.

j.
Monitors Class IX items contained on the Commander's Tracked Items List.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
GO NO-GO
M TOTAL
DODDOA-008555

SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 122
DODDOA-008556
ARTEP 63-622L-MTP

ELEMENTS: SUPPLY & SERVICES BR HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR
Coordinate Class I, VI, and Water Support (ASG) (63-6-4028.63-0140)
TASK:
(FM 10-27) (FM 10-23) (FM 10-115) (FM 3-4) (FM 10-15) (FM 54-40)
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)

The headquarters has digital and/or analog communication with higher and lower HQ.
CONDITIONS:
Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. Tactical operations have commenced. Class I and VI requirements are generated by personnel reports. Water requirements are generated by normal usage. The higher headquarters and supported command's service support orders are available. The command conducts support operations by radio, telephone, automation, and messengers. Although SCPE is on hand, the Security, Plans and Ops and Support Operations Office are operating in field-expedient natural shelters under reduced manpower conditions. 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.
Class I, VI, and water support is continuous from the outset of the operation at
TASK STANDARDS:
levels that sustain the momentum of combat operation IAW the higher headquarters and supported command's service support order. At MOPP4, predetermined degradation support levels are maintained.
GO NO-GOTASK STEPS AND PERFORMANCE MEASURES
1. Support Operations, Supply and Service Branch coordinates Class I support, using appropriate BFACS, radio, or wire.
a.
Coordinates Class I supply point operations schedule with lower echelon units using the appropriate BFACS, radio, or wire.

b.
Coordinates Class I throughput from higher to the lower echelon units using the appropriate BFACS, radio, or wire.

c.
Coordinates resolution of Class I problems with the Support operations

Director and lower echelon units using the appropriate BFACS, radio, or
wire.
Prepare higher -menu plan.

e.
Coordinates food service inspections with the higher veterinarian.

f.
Coordinates current sanitary requirements with the higher veterinarian services, using the appropriate BFACS, radio, or wire.

g.
Coordinates Class I air resupply operations with the higher G4 and Transportation branch using the appropriate BFACS, radio, or wire.

h.
Maintains situational awareness at all times using appropriate BFACS, radio, or wire.

i.
Maintains intransit visibility of Class I supplies coming from EAD.

j.
Directs, redirects, cross-levels or masses Class I at critical points based on METT-TC and the commander's guidance.

k.
Ensures empty flat-racks are returned to the distribution system.

2. Support Operations, Supply and Service Branch coordinates water support, using appropriate BFACS, radio, or wire.
TASK STEPS AND PERFORMANCE MEASURES a. Maintains current locations of all water distribution points in the lower echelon units. b. Maintains situational awareness at all times using appropriate BFACS, radio, and wire. c. Forwards current water distribution point(s) operations hours to subordinate units, to include all theater and corps "slice" elements operating in the lower echelon units' AO, to the EAD G4 using the appropriate BFACS, radio, or wire. d. Coordinates resolution of water supply problems with the EAD G4, Support Operations Directorate and lower echelon units. e. Provides water support status updates to the higher G4 and lower echelon units using the appropriate BFACS, radio, or wire. f. Coordinates positioning of EAD water purification units in the lower echelon units' AO and the supporting water production units. g. Maintains intransit visibility of water transport systems distributing water using radio or MTS. GO NO-GO •
3. Support Operations, Supply and Service Branch coordinates for Class VI support, using appropriate BFACS, radio, or wire. a. Coordinates requests for sundry items with higher G4 using the appropriate BFACS, radio, or wire. b. Coordinates for exchange services with higher G4 and Support Operations Directorate using the appropriate BFACS, radio, or wire.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-008558
ELEMENTS: HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR TRANS BRANCH
TASK: Coordinate Transportation Support (ASG) (63-6-4030.63-0141)
(FM 55-1) (FM 100.10) (FM 3-4)
(FM 54-40) (FM 55­10) (FM 55-30)
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)

CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays, and other required documents have been forwarded. Combat operations have commenced. Transportation requirements are dictated by the tactical situation. The service support orders are available. Theater and corps "slice" elements are operational in the area of responsibility. Transportation operational methods are dictated by type of current operation. The command conducts operations by telephone, messenger, automation devices, and radio. Although SCPE is on hand, the staff sections are operating in field-expedient and natural shelters under reduced manpower conditions. 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: Transportation support is continuous from the outset, at levels that sustain the momentum of combat operations IAW the service support order. At MOPP4, predetermined degradation support levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations, Transportation Branch coordinates ground transportation support.
a.
Maintains current status of all command transportation assets.

b.
Coordinates delivery of supplies within the area of responsibility with the supported command's CSS operators.

c.
Coordinates resolutions for transportation delays or problems with all supported elements, using DAMMS-R, appropriate BFACS, radio, or wire.

d.
Establish transportation priorities, task organization and highway regulation within the area of responsibility.

e.
Monitors transportation operations to ensure assets are committed IAW established priorities.

f.
Directs cross-leveling to equalize workload throughout the area of • responsibility and to support changing priorities.

g.
Establishes delivery schedules of logistics resources.

h.
Forwards requests for additional transportation to higher headquarters Support Operations Section.

i.
Provides status updates of ground transportation assets to higher headquarters Support Operations, as required.

j.
Maintains situational awareness at all times using appropriate BFACS, radio, DAMMS-R, or wire.

k.
Coordinates the expeditious return of empty flat-racks located in the area of responsibility to the distribution sMem.

I.
Maintains intransit visibility of sustainment resources within the area of responsibility using DAMMS-R, appropriate BFACS, MTS, wire, or radio.

DODDOA-008559

TASK STEPS AND PERFORMANCE MEASURES m. Directs, redirects, cross-levels or masses transportation assets at critical points based on METT-TC and the commander's guidance. GO NO-GO
2. Support Operations, Transportation Branch coordinates air transportation support. a. Monitors preplanned airlift resupply request to ensure validation. b. Forwards airlift resupply requests to movement control element for processing. c. Coordinates delivery times and locations with the supported and higher command's movement control elements, using the appropriate BFACS, radio, or wire. d. Coordinates ground support and local transportation requirements for all deliveries in the area of responsibility using the appropriate BFACS, radio, or wire. e. Provides air transportation support status update to the supported and higher headquarters G4 and movement control elements, as required.
3. Support Operations, Transportation Branch coordinates transportation support in an NBC environment, using appropriate BFACS, radio, or wire. a. Forecasts the impact of NBC attacks on support operations in coordination with the supported command's G4. b. Coordinates delivery of contaminated cargo with the supported command's G4 and movement control elements. c. Requests information on contaminated routes and highway reconnaissance data from subordinate units, RCPOC, supported command's G4 and G3 and movement control elements. d. Disseminates information on contaminated routes to all subordinate and higher headquarters using the appropriate BFACS, radio, or wire. e. Coordinates deliberate decontamination of transfer points with the supported and higher command's G3 using the appropriate BFACS, radio, or wire.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS
TASK: DISRUPT ENEMY MOVEMENT AND OPERATIONS USING PERSISTENT AND NON-PERSISTENT CHEMICAL WEAPONS (63-OPFOR-1001)

CONDITION: OPFOR units deliver chemical agents by means of conventional artillery weapons or aircraft along selected routes and key bases in the rear area.
STANDARD: 1. Deliver chemical agents in low lying and/or densely wooded areas. 2. Delay movement of enemy supplies and equipment to forward areas by disrupting C2 system. 3. Restrict enemy units movement in rear area. 4. Channel movement into pre-designated ambush areas. 5. Contaminate enemy supplies and equipment. 6. Inflict casualties on enemy forces.
5 - 127
DODD0A-008561
ELEMENTS: Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR HNS LOGISTICS DIR
TASK: Coordinate Field Services Support (ASG) (63-6-4031.63-0142) (FM 10-16). (FM 10-27-2). (FM 10-450-3) (FM 10-500-1). (FM 10-500-2). (FM 10-500-7) (FM 10-64). (FM 3-4). (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Tactical operations have commenced. MA operations are required as fatalities are evacuated to collection point(s) in the area of responsibility. Other field services are dictated by the tactical situation. Elements are operational in the area of responsibility. The service support orders are available. Although SCPE is on hand, the staff is operating in fieldexpedient natural shelters under reduced manpower conditions. 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 the supported headquarters and directed by the service support order. At MOPP4, higher HQ predetermined degradation support levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations, Supply and Services Branch coordinates MA support in the
area of responsibility.

a. Monitors operations at collection point(s) to ensure compliance to directed
policies and procedures.


.b. Coordinates additional evacuation requirements with supported command's,
higher AC of S Support Operations Section.

c.
Maintains current locations of MA collection points and MA unit
augmentations.

d.
Monitors MA records and reports for compliance with regulations, TSOP,
and service support order.

e.
Provides MA status update to the supported command.

f.
Coordinates additional MA support requirements with the AG Casualty
Section, chaplain, civil affairs teams, and the higher ACofS, Support
Operations Section using the appropriate BFACS, radio, or wire.

2. Support Operations, Supply and Services Branch coordinates clothing exchange
and shower, laundry, salvage, and textile renovation support activities.

a.
Coordinates with supported command for specific field services support
requirements, using the appropriate BFACS, radio, or wire.

b.
Coordinates clothing exchange and shower sites with the RCPOC and
corps RAOC and supported command using the appropriate BFACS, radio,
or wire.

c.
Coordinates laundry and textile renovation unit sites with the RCPOC and
corps RAOC and supported command using the appropriate BFACS, radio,
or wire.

d.
Coordinates back-haul of all salvage equipment with the supported
command using the appropriate BFACS, radio, or wire.

5 - 128
DODDOA-008562
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Coordinates for availability of FNS with the CMO office/G5.

f.
Coordinates additional clothing exchange and shower, laundry and textile
renovation support with the supported command using the appropriate
BFACS, radio, or wire.

g.
Requests additional support from the higher ACofS, Support Operations
Section.

h.
Provides times, locations and schedules for clothing exchange and shower,
laundry and textile renovation support to the supported command.

i.
Provides status update briefing to the Support Operations Officer, as
required.

j.
Provides status report to the supported command, as required by the TSOP
and service support order.

3. Support Operations, Supply and Services Branch coordinates airdrop services.
a.
Coordinates airdrop service policies and procedures with the supported
command's aviation higher G3 Section, and movement control element
using the appropriate BFACS, radio, or wire.

b.
Provides airdrop service policies and procedures to supported and attached
units.

c.
Coordinates airdrop rigging and maintenance of airdrop equipment training
for subordinate and attached units with the supported command's aviation
brigade and movement control element.

d.
Processes airdrop support requests with the supported command's aviation
brigade and the movement control element, as applicable.

e.
Provides status update to the Support Operations Officer, as required.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-008563
ELEMENTS: SUPPLY & SERVICES BR MAINTENANCE BRANCH HNS LOGISTICS DIR Command Section TRANS BRANCH SUPPORT OPNS DIR
TASK: Provide Foreign Nation Support Coordination (ASG) (63-6-4032.63-0142) (FM 41-10). (FM 100-10). (FM 100-10-2) (FM 14-100). (FM 3-4). (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Combat operations have commenced with subordinate elements conducting various activities as part of the overall operations. Tactical elements are deployed in the corps, division, and brigade areas. There are various type units deployed in the area of responsibility. Foreign military or government activities may augment logistics support missions. TSOPs and service support order are available. Support Operations monitors and conducts operations by radio, telephone, automation, and messenger. SCPE is on hand or field­expedient and natural shelters are available, whichever applies. 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: Host Nation Support Logistics support coordination are completed IAW the TSOP and higher service support order. At MOPP4, pre-designated degradation levels are maintained.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operations, Host Nation Support Logistics Branch identifies available
FNS.

a.
Maintains designation and locations of FNS activities in coordination with
the higher ACofS, Support Operations Section, External Support Branch,
and supporting Civil Affairs teams.

b.
Provides listing and capabilities of available FNS to staff sections.

c.
Coordinates with supported command's distribution management and
commodity and service managers to incorporate FNS into the distribution
system.

d.
Coordinates with subordinate commands to ensure FNS procurement plans
and policies are carried out IAW the commander's concepts.

e.
Provide technical advice to the commander, his staff, and to subordinate
units on procuring FNS resources.

2. Support Operations, Host Nation Support Logistics Branch coordinates foreign
nation sustainment activities.

a.
Calculates FNS requirements from data received from other staff sections.

b.
Coordinates FNS requirements with appropriate legal, contractual, financial,
and civil affairs activities.

c.
Coordinates FNS agreements with appropriate foreign nation authorities
and US legal support elements.

d.
Monitors FNS contract performance to ensure compliance with contract
agreements.

5 - 130
DODDOA-008564
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e.
Forwards production reports on the amount and type of support provided by
FNS contractors to the higher ACofS, Support Operations Section and
External Support Branch.

f.
Coordinates FNS integration of sustainment resources into the distribution
system with supported command's CSS operators, and subordinate and or
receiving units.

g.
Coordinates inspection and quality control of FNS products and services
with the appropriate inspection element.

h.
Coordinates delivery of FNS supplies and services with the appropriate staff
section or supported command's subordinate units using the appropriate
BFACS, radio, or wire.

i.
Provides FNS status updates to the commander and staff, as required.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 131
DODDOA-008565
-
ELEMENTS: MAINTENANCE BRANCH HNS LOGISTICS DIR Command Section SUPPORT OPNS DIR TRANS BRANCH
TASK: Perform Assessment and Recovery Operations (ASG) (63-6-4033.63-0143)
FM 100-9). (FM 12-6). (FM 3-4)
(FM 3-5). (FM 4-30.3). (FM 54-40)
(FM 8-10)

ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. The unit, higher, and lower TSOPs are available. The commander directs the dispatch of assessment and recovery personnel. Subordinate units have supported combat action against the threat's flank. The commander needs to know what combat effectiveness remains in an element to determine the level of regeneration required before it is ready for further battle. The Assessment and Recovery Team consist of personnel from the staff, technical personnel assigned to the staff and subordinate elements. The XO exercises supervision over the Assessment and Recovery Team. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environments 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: Assessment and Recovery Team provides accurate data on the status of major weapons systems, overall casualty situation and logistics requirements as directed by the commander or XO. At MOPP4, performance degradation factors increase assessment and recovery operations completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Security, Plans and Ops and Support Operations Directorate organize assessment and recovery team in coordination with the Section.

a.
Reorganizes staff personnel to maintain required logistics activities during
assessment and recovery operations.

b.
Provides personnel with expertise in supply, medical, field services, and
maintenance fields from the staff and corps "slice" elements in the area of
responsibility.

c.
Coordinates additional personnel requirements with the XO using the
appropriate communications and information systems.

d.
Inspects assessment and recovery personnel for compliance with
equipment and areas of expertise requirements as directed by the
commander/XO.

e.
Dispatches assessment and recovery personnel to location(s) designated
by the commander/ XO using the appropriate communications and
information systems.

2. Assessment and recovery personnel assess unit's combat effectiveness.
a.
Identify number of major weapon systems that have been destroyed.

b.
Identify number of major weapon systems that are damaged beyond repair
in the forward area.

5 - 132
DODDOA-008566
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c.
Identify number of major weapon systems that are damaged but can be
repaired in the forward area.

d.
Identify locations of forward and rear maintenance and salvage collecting
points.

e.
Calculate transportation requirements for equipment evacuation operations.

f.
Identify number of KIA.

g.
Identify number of casualties requiring emergency treatment or evacuation.

h.
Identify medical treatment and evacuation points in the area of
responsibility.

i.
Calculate ground ambulance and MEDEVAC requirements.

j.
Calculate Class III and V supply requirements to restore degraded
capabilities to basic load levels.

k.
Identify Class I and IX supplies, communication equipment, and other
critical supplies required, if time permits.

3. Assessment and recovery personnel provide initial assessment report.
a.
Consolidate logistics data into a format that provides an overall status of the
unit combat effectiveness from a logistics standpoint.

b.
Identify "quick fix" solutions that are available to the degraded unit to
increase its effectiveness.

c.
Identify capabilities to resupply unit and to repair or replace its damaged
weapons and equipment.

d.
Recommend to the commander the level of regeneration required from a
logistics viewpoint.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
DODDOA-008567
ELEMENTS: MAINTENANCE BRANCH HNS LOGISTICS DIR SUPPLY & SERVICES BR TRANS BRANCH Command Section PERS & ADMIN DIR SUPPORT OPNS DIR
TASK: Coordinate Support for Regeneration Activities (ASG) (63-6-4034.63-0144) (FM 100-9). (FM 100-10). (FM 10-64) (FM 12-6). (FM 3-4). (FM 4-30.3) (FM 54-40). (FM 8-10)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communications with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. Unit higher and lower TSOPs are available. The decision has been made to reorganize or regenerate a maneuver battalion. A site for regeneration is designated. Command personnel are part of the Assessment and Recovery Team. Logistics requirements are being generated by other maneuver elements during the reorganization/regeneration. The TSOP and Service Support Order are available. Personnel are trained to handle major end items and heavy equipment. The command also is tasked to provide support to the tactical task force during regeneration activities. SCPE is on hand or field­expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Reorganization/regeneration is completed within the time frame and in compliance with directives established by the higher commander's directive. At MOPP4, performance degradations factors increase regeneration activities completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
_
1. Support Operations Directorate coordinates support for reorganization.
a.
Identifies logistics requirements in coordination with the HQ Co Supply
Section.

b.
Coordinates additional logistics support requirements with the HQ Co
Supply Section using the appropriate communications and information
systems.

c.
Identifies reorganization methods, sites, and projected goals in coordination
with the RTOC, theater RAOC, HQ Co Supply Section and supported
command's G3 Section.

d.
Monitors subordinate units for compliance with higher reconstitution
directives and task force requests.

e.
Directs the Area Support maintenance company to make recoveries and
repairs IAW with directives and regeneration task force requests.

f.
Coordinates with Security Plans and Ops and Personnel and Admin branch
for local internal CHS using the appropriate communications and
information systems.

5 - 134

DODDOA-008568

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
g. Coordinates resolution of reorganization support problems with othewr staff
sections, corps regeneration task force, and supporting units involved using
the appropriate communications and information systems.

2. Support Operations Directorate provides assistance in regeneration operations.
a.
Identifies regeneration site[s], methods, and levels of effectiveness to which
the unit is to be restored.

b.
Identifies replacement priorities for personnel, equipment, and supplies as
established by the supported command's commander.

c.
Coordinates identified regeneration requirements with other staff sections
using the appropriate communications and information systems.

d.
Tasks subordinate units to provide assistance in proponent areas, as
required.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 135
DODDOA-008569
ELEMENTS: Command Section PERS & ADMIN DIR SUPPORT OPNS DIR
TASK: Provide Personnel Service Support (ASG) (63-6-4039.63-0145)
(FM 12-6). (AR 600-8-1). (AR 600-8-19)
(AR 600-8-22). (AR 638-2). (FM 54-40)
(FM 8-20)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays, and other required documents have been forwarded. The unit higher and lower TSOPs are available. Support operations have commenced. Subordinate battalions' battle rosters have been received. Casualties, transfers, and EPW cause personnel actions and adjustments. The higher and lower HQ OPORDs and service support orders are available. Although SCPE is on hand, the Personnel and Admin Directorate operates in field-expedient or natural shelters under reduced manpower conditions. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: PSS actions are processed at 95 percent accuracy within 24 hours of receiptof request. All PSS activities are conducted IAW TSOP and OPORD. At MOPP4, PSS is reduced to minimum actions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Personnel and Admin Directorate performs strength accounting using CSSCS.
a.
Consolidates subordinate elements' strength reports.

b.
Cross-checks casualty witness statements and MP straggler control point
reports to confirm status of individual soldiers.

c.
Updates Unit battle roster to reflect current status of all Unit 's soldier s.

d.
Prepares PSR IAW TSOP and FM 12-6.

e.
Briefs PSR to commander and staff.

f.
Forwards PSR-Part 1, Personnel Daily Summary through command
channels to Unit.Personnel and Admin Directorate Personnel Section.

g.
Forwards PSR-Part 2, Personnel Requirements Report through AG
channels to servicing agency.

h.
Prepares wartime SIDPERS transactions IAW DA Pam 600-8-1.

i.
Inspects SIDPERS personnel transaction registers to resolve strength
imbalances.

2. Personnel and Admin Directorate processes replacements.
a.
Establishes a replacement receiving point.

b.
Assigns replacements based on unit requirements, priority of requirements,
and MOS.

c.
Prepares arrival and data cards transactions.

d.
Briefs replacements on unit assignment and tactical situations.

e.
Updates Unit battle roster.

f.
Coordinates transportation for replacements to assigned units with the
subordinate elements and Trans Branch using the appropriate BFACS,
radio, or wire.

3. Personnel and Admin Directorate processes casualty feeder reports.
5 - 136
DODDOA-008570
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Verifies casualty feeder reports and witness statements from subordinate
units for accuracy and completeness.

b.
Corrects casualty status and identity data based on input from medical and
MA elements.

c.
Prepares SIDPERS deceased transaction and a SIDPERS organization
strength report change for all KIAs and MIAs (after 90 days).

d.
Forwards casualty data and transactions to the higher Gl.

4. Personnel and Admin Directorate prepares internal CHS plan.
a.
Coordinates with MOB for assistance in preparing the Unit CHS plan.

b.
Coordinates with MOB for normal evacuation, emergency evacuation and
hospitalization of sick or injured personnel.

c.
Coordinates with MOB for locations of medical and dental facilities.

d.
Coordinates with DMOS to determine procedures for requesting medical
evacuation support, and the transportation of RTD personnel to assigned
units.

e.
Coordinates probability and impact of NBC related casualties with Unit
NBC officer.

f.
Coordinates CHS for mass casualties or NBC attack with the MOB.

g.
Consolidates information into appropriate format IAW FM 8-20.

h.
Forwards internal CHS plan to XO for approval or modification.

i.
Disseminates internal CHS plan to all subordinate elements using the
appropriate BFACS.

5. Personnel and Admin Directorate coordinates for internal CHS..•
a.
Calculates probable internal CHS requirements.

b.
Coordinates schedules, locations, and capabilities with higher medical
personnel using the appropriate BFACS, radio, or wire.

c.
Monitors routine and emergency treatment and evacuation procedures to
ensure compliance with the Unit TSOP and instructions from the supporting
medical element.

d.
Monitors Unit preventive medicine measures to ensure compliance with the
TSOP.

e.
Develops battle stress management plan.

f.
Monitors implementation of battle stress management plan to ensure CHS is provided to subordinate units. •

6. Personnel and Admin Directorate administers EPW program.
a.
Identifies collection sites within the Unit and those operated by supporting
MP units in the AO.

b.
Coordinates evacuation with supporting MP units and the MOB.

c.
Forwards captured threat medical materiel to HQ Supply section.

d.
Coordinates CHS requirements with the MOB and the area support medical
company.

e.
Procures collection point(s) guards from subordinate units.

f.
Coordinates evacuation of EPW from the Unit area to MP collection
point(s) with the Security, Plans and Ops.

5 - 137
DODDOA-008571
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 138
ELEMENTS: Command Section PERS & ADMIN DIR SUPPORT OPNS DIR
TASK: Provide Administrative Service Support (ASG) (63-6-4040.63-0146) FM 12-6). (AR 25-400-2). (AR 27-10) (AR 600-8-1). (FM 54-40)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. The unit, higher and lower TSOPs are available. Support operations have stabilized. Administrative support activities have increased. Subordinate units are requesting morale, welfare, and recreation support. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All administrative actions are processed and forwarded IAW TSOP and OPORD within the time prescribed. All morale support resources are employed in a manner that enhances and sustains soldier morale within the command. At MOPP4 performance degradation factors increases the time required to provide administrative service support.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Personnel and Admin Directorate provides mail service.
a.
Maintains current locations of all subordinate units.

b.
Collects mail from supporting postal activity for all subordinate units.

c.
Sorts mail by unit and location.

d.
Delivers all mail to subordinate units.

e.
Returns all undelivered mail to supporting postal activity.

2. Personnel and Admin Directorate operates distribution center.
a.
Collects correspondence from all subordinate units.

b.
Forwards all correspondence to appropriate elements using the appropriate
BFACS.

c.
Secures classified materials IAW local directives, TSOP, and AR 190-13.

3. Personnel and Admin Directorate processes promotion recommendations.
a.
Forwards all promotion requests to the higher headquarters Gland
servicing personnel elements using the appropriate BFACS.

b.
Maintains suspense file on all forwarded promotion actions.

4. Personnel and Admin Directorate administers awards program.
a.
Inspects incoming award recommendations for accuracy and completeness.

b.
Forwards all recommendations to higher headquarters G1 and supporting
personnel elements using the appropriate BFACS.

c.
Maintains suspense file on all award recommendations.

5. Personnel and Admin Directorate processes UCMJ actions.
a.
°Prepares flagging actions requested by subordinate units.

b.
Processes flagging actions from subordinate units.

c.
Prepares judicial and non-judicial proceedings documents.

d.
Coordinates judicial acts with subordinate commanders.

5 - 139
DODDOA-008573
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
e. Forwards all documents to higher headquarters G1. f. Processes all appeals IAW AR 27-10.
6. Personnel and Admin Directorate processes personnel and finance actions and SIDPERS transactions. a. Verifies changes for accuracy and completeness. b. Prepares SIDPERS input data IAW DA PAMs 600-8-1 and 600-8-2. c. Forwards all completed actions to higher headquarters G1 and supporting personnel servicing element. d. Reports SIDPERS disposition to initiating unit(s).
7. Personnel and Admin Directorate performs administrative functions. a. Maintains leave control log. b. Maintains duty rosters. c. Prepares military correspondences. d. Maintains required functional files. e. Forwards all recurring reports to appropriate elements IAW TSOP and OPORD using the appropriate BFACS. f. Maintains required regulations, publications, and SOPs IAW TSOP. g. Provides reproduction services.
8. Personnel and Admin Directorate provides MWR support. a. Identifies subordinate MWR requirements. b. Identifies supporting MWR capabilities and resources allocated to the battalion. c. Provides recommendation to the commander on prioritization of MWR support to subordinate units. d. Coordinates MWR support deliveries IAW the commander's priorities.
9. Personnel and Admin Directorate Coordinates external MWR support. a. Coordinates for newspapers, books, magazines, and other publications with higher HQ personnel section using the appropriate BFACS. b. Coordinates for personal sundry items with HQ company and other elements using the appropriate BFACS. c. Coordinates for musical, tactical PX, rest, and recuperation support with higher headquarters' G1 using the appropriate BFACS. d. Coordinates motion pictures and other entertainment with higher headquarters' G1 using the appropriate BFACS. .
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
5 - 140
DODDOA-008574

OPFOR TASKS AND STANDARDS: NONE
5 - 141
DODDOA-008575
ELEMENTS: Command Section UNIT MINISTRY TEAM
TASK: Conduct Command Religious Support Program (ASG) (63-6-4041.63-0147)
(FM 16-1). (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: The headquarters has digital and/or analog communication with higher and lower HQ. • Higher HQ OPORDs, with all annexes, status reports, maps, overlay and other required documents have been forwarded. Unit, higher and lower TSOPs are available. Requests for religious support have been received. Support operations have commenced. Casualties have occurred. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Command and soldier religious support needs are met IAW the TSOP, OPORD, and command directives. At MOPP4, performance degradation factors increase time of religious support activities.
-..
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Unit Ministry Team develops a religious support plan.
a. Lists the religious needs of the battalion based on the commanders
guidance.
b. Establishes religious support priorities.
c. Coordinates direct and general religious support with higher ministry activity
using the appropriate BFACS, radio, or wire.
d. Provides staff sections with required input for plans and orders.
e. Consolidates input to the religious support plan from other staff sections
using the appropriate BFACS, radio, or wire.
f. Prepares the religious support plan.
g. Disseminates plan to all subordinate elements.
2. Unit Ministry Team provides religious support, to include rites and services.
a. Monitors casualty data to determine required religious services.
b. Provides worship services, memorial ceremonies, services for the dead,
sacraments, rites, and ordinances.
c. Conducts mass or emergency burials IAW current regulations and
directives.
d. Provides support to headquarters personnel.
e. Requests supplies and additional transportation requirements from HQ Co
Supply Section.
3. Unit Ministry Team provides pastoral care to soldiers.
a. Provides pastoral care that counters battlefield shock and trauma.
b. Conducts pastoral counseling that lessens stress and enhance morale.
c. Provides religious support for BF cases.
d. Conducts specialized counseling that enhances morale.
e. Provides routine pastoral care and counseling to all soldiers.
f. Conducts pastoral care to casualties at battle site(s).
* 4. Chaplain advises the commander on unit morale, moral climate, and religious
welfare.

5 - 142
DODDOA-008576
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
a.
Provides information on morale and moral climate of the headquarters that
has been personally verified.

b.
Briefs commander on moral and humanitarian aspects of policies and
procedures.

c.
Notifies commander immediately of policies perceived as unjust by soldiers.

d.
Notifies commander of disruptive and potential disruptive social patterns.

e.
Notifies commander of possible violations of the laws of war.

f.
Advises commander on policies or procedures affecting soldier rights to the
free exercise of religion.

*
5. Chaplain advises the commander on ethical issues.

a.
Advises the commander on specific methods of improving the ethical
climate within the command.

b.
Briefs commander on ethical aspects of policies and leadership.

c.
Briefs the commander on soldier training in ethical and moral decision
making.

d.
Emphasizes value of human life, justice, dignity, and truth through sermons,
pastoral counseling, and ethical or moral instruction.

e.
Performs duties as ethical advocate to the commander in the prevention of
dehumanizing treatment of friendly troops, EPW and civilians, the violation
of codes of morality, illegal acts, desecration of sacred places, and
disrespect for human life.

6. Unit Ministry Team provides information on indigenous religions.
a.
Advises the commander of the impact of indigenous religion(s) in the
command's mission.

b.
Advises the commander in developing friendly relations with local religious
bodies and civilians.

c.
Identifies human welfare needs caused by combat on indigenous
population.

d.
Coordinates alleviation of human welfare needs with foreign nation military
and civilians' religious institutions.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 143
DODDOA-008577
ELEMENTS: CSS AUTOMATION MGT OFC SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR
TASK: Provide Automation Support (ASG) (63-6-4043.63-0148) (AR 25-1). (FM 100-10) (FM 3-4)
ITERATION:. 1.2 3 4 5.
M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays, and other required documents have been forwarded. The unit higher and lower TSOPs are available. Subordinate and attached units and the Support Operations Section have requested ADP support. The OPORD with annexes and the service support order has been analyzed. This task may be performed in a field or MOUT environment. The STAMIS has been determined. Units have requested technical automation assistance. The tactical situation may require implementation of the automated supply system COOP. The unit supporting COOP has been designated. Task steps within this task are performed simultaneously. SCPE is on hand for field-expedient and natural shelter are available, whichever applies. 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: Automated logistics support operations are conducted IAW the automation assistance office SOP. At MOPP4, performance degradation factors seriously limit automation support activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. CSS AMO supports the SARSS.
a.
Coordinates SARSS data management operations with Support Operations
and subordinate units.

b.
Transfers data via communication links to higher and subordinate units.

c.
Identifies automated retail supply system support requirements by reviewing
SARSS ECP-S submitted by subordinate and attached units.

d.
Prepares SARSS ECP-S.

e.
Forwards SARSS ECP-S to higher AMO.

2. CSS AMO supports the SPBS-R.
a.
Transfers incoming property book data to SPBS-R.

b.
Distributes output to Property Book-Class VII Section.

c.
Coordinates with Property Book-Class VII Section for property book
documentation requirements.

d.
Identifies automated property book support requirements by reviewing
SPBS-R ECP-S submitted by subordinate and attached units.

e.
Prepares SPBS-R ECP-S.

f.
Forwards SPBS-R ECP-S to higher AMO.

3. CSS AMO supports SAMS.
a.
Transfers incoming maintenance data to SAMS.

b.
Coordinates with maintenance management branches on maintenance
documentation requirements.

c.
Distributes reports to maintenance management branches and subordinate
units.

5 - 144
DODDOA-008578
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
d. Identifies automated maintenance system support requirements by reviewing SAMS ECP-S submitted by subordinate and attached units. e. Prepares SAMS ECP-S. f. Forwards SAMS ECP-S to higher AMO. g. Coordinates SAMS data management operations with maintenance management branches and subordinate units.
4. CSS AMO implements the COOP. a. Coordinates COOP with Support Operations Officer. b. Coordinates COOP with designated supporting unit using the appropriate BFACS, radio, or wire. c. Provides copy of files to supporting command. d. Maintains duplicate files of SARRS supply data, as applicable. e. Provides supply documents to supporting unit for processing. f. Identifies supply management requirements by reviewing supply management documentation provided by supporting unit. g. Provides COOP status update to the commander.
5. CSS AMO manages the SCP program. a. Coordinates SCP implementation with supply and services staff, subordinate and attached units. b. Provides SCP technical assistance to subordinate and attached units. c. Programs SCP to CSS AMO hardware.
6. CSS AMO supports DAMMS-R. a. Transfers incoming transportation data to DAMMS-R. b. Coordinates with the MCO on transportation documentation requirements. c. Distributes reports to transportation managers and subordinate units. d. Identifies automated transportation system support requirements by reviewing DAMMS-R ECP-S submitted by transportation managers. e. Prepares DAMMS-R ECP-S. f. Forwards DAMMS-R ECP-S to higher AMO. g. Coordinates DAMMS-R data management operations with transportation managers and subordinate 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

SUPPORTING COLLECTIVE TASKS: NONE
DODDOA-008579
OPFOR TASKS AND STANDARDS: NONE
5 - 146
DODDOA-008580
ELEMENT:
TASK: Manage Replacement of Weapons Systems (63-6-4046.63-0149) (FM 100-9). (AR 710-2). (FM 100-10) (FM 3-4). (FM 3-5)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays, and other required documents have been forwarded. Unit higher and lower TSOPs are available. Requirements have been received to replace combat equipment and crews. The staff has analyzed the OPLAN/OPORD with annexes. Class VII items are intensively managed and command controlled. Class VII replacement(s) are based on combat losses reported through command channels to the supported command's G3 and G4 via CSSCS. Weapon system replacement-managed items have been identified. The Support Operations Section coordinates/directs appropriate actions within the supported command to ensure weapon systems are ready for issue. Weapons System Managers (WSMs) have been appointed. WSMs have the authority for direct coordination with the higher echelon's staff and subordinate units to conduct the replacement of weapon systems. Sufficient weapon system replacement items and crews are not presently available by the supported command to satisfy all battle losses. The priority of issue of replacement items has not been established. New crews may require training. Link-up points have not been established. The supported command's commander has requested a weapon system replacement status update. Task steps within this task are performed simultaneously. Although SCPE is on hand, the Support Operations Section is operating in field­expedient and natural shelters under reduced manpower conditions. This task may be performed in a field or MOUT environment. 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: Weapon systems are replaced within the time frames established in the service support annex and the TSOP. AT MOPP4, performance degradation factors increase weapon systems replacement management activities completion times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Support Operation Directorate manages Class VII weapon systems.
a.
Identifies weapons system replacement requirements by reviewing spot
battle loss reports and weapons systems status reports.

b.
Identifies number of weapon systems in DS maintenance.

c.
Identifies number of weapon systems replacement items available.

d.
Coordinates priority of issue of weapons system replacement items with
appointed WSM using the appropriate BFACS, radio, or wire.

e.
Coordinates replacement item transportation with supported command's G4
and MCO.

f.
Supervises issue based on established priorities.

g.
Verifies receipt of equipment by requesting unit.

h.
Provides weapon system replacement status update to WSM using the
appropriate BFACS, radio or wire.

*
2. Support Operations Directorate coordinates replacement of weapon systems.

a.
Coordinates weapons system crew replacements with the Personnel
Management Branch of higher echelon or higher Adjutant General's Office
and Property VII Branch.

b.
Coordinates weapon system replacement crew training with G3.

5 - 147
DODDOA-008581
TASK STEPS AND PERFORMANCE MEASURES GO c. Coordinates status of weapons system replacements with materiel managers. d. Coordinates repair status of replacement items with supported command's Maintenance Office. e. Coordinates supply status of replacement items with property book personnel. f. Designates points for weapons system and crew. g. Coordinates priority of issue of replacement items with higher echelon's subordinate unit WSM using the appropriate BFACS, radio, or wire. h. Coordinates priority of issue of replacement items with the G3 using the appropriate BFACS, wire, or radio. i. Monitors status of unified replacement requirements to determine problem areas and corrective actions. j. Provides replacement status update to supported command's commander. ._ NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 148
DODDOA-008582
ELEMENTS: SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Direct Area Damage Control Operations (ASG) (63-6-4050.63-0150) (FM 100-14). (FM 100-10). (FM 3-4) (FM 5-103)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The higher HQ OPORDs, with all annexes, status reports, maps, overlays and other required documents have been forwarded to the commander's digital device. The unit higher and lower TSOPs are available. Threat attacks have caused destruction to units and facilities in the AC. Limited logistics support operations are reinstated. Complete restoration of logistics operations is required for sustainment of combat operations. OPORD, rear operations annex is available. ADC teams are designated. The commander has established ADC priorities. Limited assistance is provided by the higher headquarters. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and appointed a liaison officer to coordinate C2 functions between himself and the staff. The task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Restoration activities are conducted and additional requirements are coordinated IAW commander's priorities and guidance, OPORD, and TSOP. At MOPP4, performance degradation factors minimally decrease ADC activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. RTOC and HQ Co Supply Section establish Control and Assessment CP.
a.
Identify personnel requirements for Control and Assessment CP.

b.
Identify established policies and procedures by reviewing the rear
operations order and the TSOP.

c.
Set up ADC situation maps.

2. RTOC and HQ Co Supply Section coordinates base cluster restoration activities.
a.
Identify requirements and taskings by reviewing ADC plan and TSOP.

b.
Alert Control and Assessment Teams.

c.
Establish ADC communications to transmit all required communications.

d.
Coordinate ADC operations with the higher G3 and RAOC using the
appropriate BFACS, radio, or wire.

e.
Maintain ADC situation maps.

f.
Establish control of affected subordinate units.

g.
Calculate logistics and CHS effectiveness of subordinate units.

h.
Release operational subordinate units to commanders for continuance of
support mission.

i.
Forward unit effectiveness reports to the higher G3 and RAOC using the
appropriate BFACS, radio, or wire.

j.
Provide ADC operational update to commander using the appropriate
BFACS, radio, or wire.

3. RTOC and HQ Co Supply Section direct recovery activities.
a. Establish priorities for affected facilities.
5 - 149
DODDOA-008583
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Task subordinate elements for rescue and decontamination teams, as
required using the appropriate BFACS, radio, or wire.

c.
Provide locations of decontamination sites to subordinate units using the
appropriate BFACS, radio, or wire.

d.
Identify locations of emergency food, clothing, water, and shelter.

e.
Coordinate emergency treatment and evacuation with the MOB using the
appropriate BFACS, radio, or wire.

4. RTOC and HO Co Supply Section coordinate additional support requirements.
Coordinate engineer support with the RAOC using the appropriate BFACS,
radio, or wire.

b.
Coordinate MP support with the RAOC using the appropriate BFACS, radio,
or wire.. .

c.
Coordinate EOD support with the RAOC using the appropriate BFACS,
radio, or wire.

d.
Coordinate labor support with the RAOC using the appropriate BFACS,
radio, or wire.

e.
Coordinate additional ADC requirements with the higher G3 and next higher
G3 Section using the appropriate BFACS, radio, or wire.

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

031-503-3004.SUPERVISE THE CROSSING OF A .STP 21-24-SMCT CONTAMINATED AREA
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 150
DODDOA-008584
ELEMENTS: Command Section SUPPORT OPNS DIR HNS LOGISTICS DIR
TASK: Manage Distribution Systems (ASG) (63-6-4060.63-0151) (FM 54-40). (FM 100-9) (FM 10-1) (FM 4-30.3). (FM 55-1) (FM 55-10) (FM 55-60)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has analog and/or digital communication with higher and lower HQ. The higher HQ OPORD with all annexes, status reports, maps, overlays, and other required documents are continuously updated using BFACS, STAMIS, and movement tracking devices. Unit higher and lower TSOPs are available. The Support Operations Section provides total asset and in transit visibility (TAV/ITV) of: commodities, movements, units within, units assigned, units in or units out bound from the area of responsibility. The Support Operations Section maintains total distribution pipeline information by collecting, collating, and analyzing horizontal and vertical TAV/ITV information. Support Operations Section has authority to direct, redirect, cross-level, or mass logistics resources at critical points within the area of responsibility. Logistics requirements are generated by the supported command and attached units. Sustainment controls have been established by the service support order. Although SCPE is on hand, the Support Operations operates from field expedient and/or natural shelters under reduced manpower conditions, both day and night. The unit is subject to air, NBC, and Level I ground attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The distribution systems are managed with TAV/ITV of all commodities, movements, and units within, assigned, in or out bound to the area of responsibility IAW command directives. At MOPP4 performance degradation factors increase time required to manage distribution systems.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. The Support Operations Directorate's subordinate branch elements performs
distribution pipeline management functions.

a.
Exercises staff supervision over functional, commodity, and service
managers within the Support Operations Directorate.

b.
Directs, redirects, cross-levels, or masses logistics at critical points in the
area of responsibility based on METT-TC and the commander's guidance.

c.
Operates logistics information fusion center on behalf of higher echelon.

d.
Coordinates with Communications Branch and CSS AMO to maintain
visibility of analog and digital communications and automation networks that
support the echelon's distribution system.

e.
Maintains continuous analog and digital communications with subordinate
units.

f.
Maintains continuous analog and digital communications with higher
echelon's materiel and movement management centers.

g.
Develops support plans for current and future operations.

h.
Coordinates with subordinate units to establish TAV/ITV of lower echelon's
unit resources during reception, staging, onward movement, and integration
operations.

i.
Coordinates with Support Operations Directorate's subordinate elements to
establish and maintain TAV/ITV of in-transit sustainment resources in or out
bound to the area of operations.

5 - 151
DODDOA-008585
.
TASK STEPS AND PERFORMANCE MEASURES
j. Coordinates with Support Operations Directorate to establish and maintain TAV/ITV of sustainment resources at or passing through higher echelon's distribution terminals within the AO to subordinate units.
2. Support Operations Directorate develops future distribution plans for providing logistics to support higher headquarters' up coming missions.
a.
Analyzes projected sustainment resource requirements and capabilities of subordinate units to identify problem areas.

b.
Collects TAV/ITV distribution information.

c.
Analyzes TAV/ITV distribution information.

d.
Develops the higher battlefield distribution scheme in concert with EAD supporting units.

e.
Recommends tactical disposition of logistics assets to Support Operations Director.

f.
Prepares plans and annexes.

3. Support Operations Directorate exercises directive authority over subordinate units and sustainment resources during the performance of higher support operations.
.a. Coordinates with Plans and Ops Branch to make changes to subordinate element's task organizations to meet changing tactical requirements.
b.
Directs cross-leveling of sustainment resources with subordinate elements to meet tactical requirements.

c.
Redirects the flow of sustainment resources in the distribution pipeline to meet high priority requirements within subordinate elements.

d.
Redirects the flow of sustainment resources in the unit's distribution pipeline to shift unit level work load among subordinate element, as required.

e.
Directs retrograde of excess sustainment resources to EAD.

4. Support Operations Directorate manages unit's distribution system to optimize sustainment resource flow throughout the supported tactical area of responsibility.
a.
Manages distribution terminal operations within subordinate elements.

b.
Coordinates internally to manage distribution pipeline volume, flow rates, and contents in or out bound to subordinate elements.

c.
Coordinates internally to manage ITV of retrograde requirements to include NEO, EPW, Mortuary Affairs activities, and medical evacuation.

d.
Manages the flow of multi-consignee shipments in or out bound to subordinate elements .

e.
Coordinates with Support Operations Directorate's subordinate branch elements to manage inbound and outbound transportation with sustainment resources retrograde requirements within the subordinate elements.

f.
De-conflicts unit competition for distribution resources.

5. Personnel and Admin Directorate helps prepare the unit's CHS plan.
a.
Coordinates with the DSS and the unit staff.

b.
Coordinates the employment of higher medical assets.

c.
Collects medical information of intelligence value from reporting medical activities.

d.
Coordinates with the Security, Plans and Ops Directorate on the ploting of direct support medical assets with supported element's units in the area of operation.

e.
Informs the DSS on the element's commander's intent for logistics and CHS operations.

f.
Coordinates higher CHS plan with all element's staff elements.

5 - 152
GO NO-GO
DODDOA-008586

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
g.
Coordinates with the lower echelon medical operations section, as required,
for synchronization of higher CHS.

h.
Monitors CHS operations and provides updates and recommendations to
the element's commander and staff elements and the DSS.

6. Host Nation Support Directorate coordinates contracting sources to assist with
the higher echelon's sustainment mission.

a.
Identifies supported unit requirements, which can best be satisfied by
contracting.

b.
Validates with the materiel management centers those items of supply or
required services authorized by the higher G4 to be obtained by contract.

c.
Coordinates with higher headquarters contracting organization to ensure
efficient contracting operations.

d.
Evaluates contractor effectiveness and contract execution.

e.
Receives validated purchase requests from supported units.

f.
Appoints, as required, ordering officials at subordinate battalions.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 153
DODDOA-008587
ELEMENT: PLANS & OPNS BRANCH
TASK: Establish Liaisons (ASG) (63-6-4061.63-0167) (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command is providing logistics support for tactical operations. Communications are established with subordinate, supported, and higher headquarters. Communications and information systems are operational and are passing information in accordance with tactical operating procedures. WARNO 1 or OPLAN has been received from supported command and higher headquarters with AO/AI. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Liaison officers obtain information to meet the combat critical information requirements (CCIR) and relay information necessary to provide support to the supported command.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. XO designates liaison officers based upon commander's guidance and mission,
METT-TC, and recommendations of the Support Operations andG3, Security,
Plans and Ops Officers.

a.
Designates liaison officers for higher and supported headquarters, as
necessary.

b.
Designates liaison officers for other headquarters, as necessary.

2. Liaison Officers examine all aspects of command's support operations before
departing on liaison tour.

a.
Understand the mission and duties as the liaison officer.

b.
Understand the command's support mission, situation, commander's intent,
concept of support, and status of critical supplies.

c.
Obtain current map overlays and copies of orders.

d.
Ensure there is reliable means of communications back to LOC.

e.
Obtain and understand the CCIRs.

3. Liaison officers coordinates with supported command's headquarters.
a.
Report to commander, XO, Support Operations, and briefs current logistics
situation.

b.
Establish communications with LOC and update information.

c.
Provide necessary information to each staff section and obtain information
to transmit to parent command.

d.
Obtain information about supported command's operations, commander's
intent, mission, subordinate elements locations and capabilities, and future
operations.

e.
Inform supported command's commander or XO concerning reports
dispatched to parent command LOC.

f.
Keep a record of liaison actions during tour.

g.
During liaison tour--

(1)
Keep abreast of the situation of supported command and provide
updates to parent command.

(2)
Monitor and assist in the planning process of supported command.

(
a) Advise staff on how to best employ assets of parent command.

(
b) Record all critical information and pass it to parent command as
soon as possible (includes specified/implied tasks, mission
essential tasks, constraints and limitations.

5 - 154
DODDOA-008588
-
TASK STEPS AND PERFORMANCE MEASURES ( c) Receive and pass all enemy situation templates and other intelligence products to parent command as soon as possible. (3) Conduct adjacent command coordination. GO NO-GO
4. Liaison officers transmit information to parent staff upon return. a. Brief parent command XO and staff on all information received during visit. b. Brief all staff sections on detailed information received during visit and transmit information required by higher headquarters in each staff area of responsibility. c. Assist in the conduct of the tactical decision-making process.
5. XO maintains control of liaison officers. a. Establishes and maintains liaison and communications with units external to the command. b. Ensures exchange of information is completed upon arrival at the LOC. c. Ensures liaison officers updates the Support Operations and Plans and Ops on their unit's status as changes occur. d. Ensures liaison officers maintain communications with parent command and remain abreast of parent command's activities. e. Keeps liaison officers briefed on current situations. f. Coordinates liaison officers for LOC defensive requirements in case of an attack.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 155
DODDOA-008589
ELEMENTS: REAR OPERATIONS BR UNIT MINISTRY TEAM PERS & ADMIN DIR Command Section ENGINEER BRANCH COMMUNICATIONS BRANCH SUPPORT OPNS DIR PLANS & OPNS BRANCH SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH CSS AUTOMATION MGT OFC HNS LOGISTICS DIR SCTY, PLANS & OPS DIR
TASK: Combat Battlefield Stress (ASG) (63-6-4303.63-0173) (FM 22-51). (FM 100.14) (FM 22-9) (FM 3-4). (FM 6-22.5)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The HQ has digital and analog 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. Unit higher and lower TSOPs are available. Support operations have commenced and are continuous over a prolonged period of time causing stressful situations for staff personnel. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: The staff applies techniques counter degradation of morale, training, and physical condition of staff personnel in performance of the mission. At MOPP4, performance degradation factors increase implementation time of stress prevention measures.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander and leaders perform stress prevention actions.

a.
Issue warning orders, OPORD, and FRAGO to the lowest possible level.

b.
Provide entire staff an accurate assessment of the friendly and enemy
situations.

c.
Brief commander's intentions to all staff personnel.

d.
Speak positively concerning the missions, purpose, and abilities.

e.
Encourage a positive attitude throughout the staff.

f.
Employ an information dissemination plan designed to quell and prevent

rumors.
g. Inform personnel of availability of religious support.
*
2. Commander and leaders implement sleep plan.

a.
Coordinate with HQ Company for a safe and secure area away from
vehicles and other high-noise activities.

b.
Develop sleep plan IAW FM 22-51.

c.
Adjust sleep plan as dictated by tactical situation.

*
3. Staff element leaders implement task rotation or restructuring procedures.

a.
Cross-train staff personnel on all critical tasks.

5 - 156
DODDOA-008590
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b. Develop a plan for rotation of staff personnel between demanding and non­demanding tasks. c. Assign two staff members to function independently on tasks requiring a high degree of accuracy. d. Adjust task rotation policies and procedures to the tactical situation. •
* 4. Staff element leaders implement stress-coping and management techniques. a. Integrate new members into the staff elements immediately. b. Implement a buddy system to observe signs of stress or BF among staff members and leaders.
c. Provide instructions on relaxation techniques to all staff personnel. d. Conduct routine after-action stress briefings.
* 5. Commander and leaders implement treatment techniques. a. Develop plan to deal with mild, seriously stressed, or BF cases. b. Assign staff members showing signs of stress or BF to simple tasks. c. Direct staff members to be supportive of BF or stressed personnel. d. Direct movement of staff members showing no signs of improvement to supporting medical facilities. e. Refer for medical evaluation those staff members showing signs of serious stress or battle fatigue. f. Reintegrate RTD staff members into their specific element or section.
6. Staff personnel employ preventive stress measures. .• a. Maintain a positive attitude concerning the unit's mission, purpose, and abilities. b. Comply with the commander's sleep plan. c. Identify signs of stress or BF in other staff members.. d. Provide immediate buddy aid support. e. Report signs of stress or BF of other staff members to immediate supervisor. f. Accept new unit members immediately. g. Practice relaxation techniques at appropriate times and places. h. Participate in buddy system and after-action stress briefings.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS: NONE

5 - 157

DODDOA-008591

5 - 158
DODDOA-008592
ELEMENTS: HNS LOGISTICS DIR Command Section SCTY, PLANS & OPS DIR . PLANS & OPNS BRANCH ENGINEER BRANCH COMMUNICATIONS BRANCH PERS & ADMIN DIR REAR OPERATIONS BR UNIT MINISTRY TEAM SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH CSS AUTOMATION MGT OFC
TASK: Perform Risk Management Procedures (ASG) (63-6-4326.63-0173) (FM 100-14). (AR 385-10). (FM 3-4) (FM 3-5). (FM 54-40)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The higher headquarters' OPORD, with all annexes, status reports, maps, overlays and other required documents have been forwarded. Unit higher and lower TSOPs are available. Safety hazards for personnel and equipment exist. The HQ is deployed in a tactical environment supporting combat operations. Hazards increase as operations intensify. This task is performed under all environmental conditions, both day and night. The unit is subjects to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: All potential safety problems for tasks are identified and either reduced or eliminated. At MOPP4, performance degradation factors increase risk management implementation times.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander and leaders identify risk or safety hazards

a.
Identify specified and implied missions or tasks in OPLAN/OPORD or
FRAGO.

b.
Identify all risks associated with specified and implied missions or tasks.

c.
Integrate safety into every phase of the planning process.

d.
Identify the benefits of safety to the missions and the potential cost of risk or
safety hazards.

e.
Conduct continuous assessment of phases of operations for safety and risk
reduction.

*
2. Commander and leaders evaluate risk or safety hazards identified during operations.

a.
Identify previously executed unsafe acts and their corrective actions.

b.
Identify all unwarranted risks.

c.
Compare identified risk to the commander's acceptable level based on
stated training objectives.

d.
Calculate projected loss of equipment and personnel from accidents by
reviewing historical records.

5 - 159
DODDOA-008593
TASK STEPS AND PERFORMANCE MEASURES * e. Describe operations in terms of its risk level (extremely high, high, medium, low). f. Prepare COA that minimize risk. 3. Commander and leaders eliminate or reduce risk and safety hazards. a. Select COA that maximize the operation and minimize the risk. b. Develop procedures that reduce risk. c. Provide guidance that enhances safety in all phases of operation. d. Prescribe safety and protective equipment that enhances safety and reduces risks. GO • NO-GO
4. Staff personnel employ safety procedures. a. Practice safety procedures during all mission rehearsals. b. Correct unsafe acts on the spot. c. Report all risk and safety violations to commander unit Safety Officer. _
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 160
DODDOA-008594
ELEMENTS: Command Section SUPPORT OPNS DIR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Conduct Mission Analysis (ASG) (63-6-4001.63-0170) (FM 101-5). (FM 100-14) (FM 101-5-1) (FM 3-4). (FM 3-5) (FM 54-40)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The mission of the command is to provide logistics support to all organic and attached elements of the supported command. Unit TSOPs, including higher and lower, are available. The headquarters receives notification of an upcoming operation. Status reports, maps, overlays and other required documents have been forwarded to the commander's digital device. The commander and support operations officer attended supported command operations briefing. The supported commander has issued his restated mission and planning guidance. Logistical Preparation of the Theater (LPT) is available for review. The commander briefs the XO. Once the course of action and tentative support requirements has been received, the Support Operations Office coordinates with the supported command G4 Section concerning additional logistics support requirements and with the G3 Section concerning tentative task organization. Mission analysis is dynamic and continuous; therefore, it is subject to change at anytime based upon new information, changing situations, and revised guidance by the commander. 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. This task is always performed in MOPP4.
TASK STANDARDS: Specific tasks necessary to accomplish the tentative support mission and constraints on command's actions are identified, clarified, and documented. At MOPP4, performance degradation factors increase completion times for mission analysis.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Staff sections exchange information.
a.
Identify IR/PIR.

b.
Prepare an information collection plan.

c.
Collect information from all available sources.

d.
Record all incoming information.

e.
Assess the significance, reliability, and completeness of incoming
information.

f.
Develop assumptions that are logical, realistic, and positively stated, when
facts are not available.

g.
Pertinent information to commander, X0, and appropriate staff sections
using the appropriate BFACS.

*
2. XO supervises staff mission analysis.

a.
Designates staff members required to attend mission analysis briefing.

b.
Designates time and location of staff mission analysis.

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c.
Briefs principal staff members on commander's analysis briefing, and when
and where the commander will be briefed.

d.
Translates major tasks to specific objectives based on intents of
commander and supported commanders.

e.
Provides mission analysis guidance based on commander's guidance.

f.
Provides CCIR to staff officers.

g.
Manages CCIR as directed by the commander.

h.
Resolves all staff conflicts.

i.
Inspects results of staff mission analysis for compliance with commander's
guidance.

3. Staff sections analyze mission.
a.
Secure maps of tentative operational areas.

b.
Prepare LPB for each sustainment function using LPT.

c.
Identify the intent of supported commander and of the commander two
echelons above.

d.
Dissect supported command's concept of operations statement to identify
all possible missions and tasks.

e.
Examine task organization in order to understand the higher headquarters'
mission.

f.
Identify CCIR

g.
Identify specified and implied tasks.

h.
Construct a tentative list of essential tasks.

i.
Identify asset shortfalls by comparing tentative task with available assets.

j.
Identify operational limitations.

k.
Prepare preliminary mission statement.

I.
Identify broad C3CM employment considerations.

m.
Recommend operational risk levels.

n.
Submit facts, assumptions, and conclusions with recommendations for each
sustainment function.

4. Commander / XO completes mission analysis.
a.
Approves staff mission analysis results.

b.
Restates mission in clear, concise statements that contains WHO, WHAT,
WHEN, WHERE, and HOW in the order in which they are to be
accomplished.

c.
States planning options to be or not to be considered.

d.
Provides guidance for deception operation and sustainment priorities.

e.
Provides acceptable levels of risk for mission accomplishment.

f.
Disseminates the restated mission as a warning order to subordinate
commanders using the appropriate BFACS.

g.
Modifies the restated mission when new essential task are revealed, or the
situation changes.

*
5. Commander/XO develops time plan for operation planning.

a.
Identifies complexity of mission and planning requirements.

b.
Calculates total time available using reverse planning process.

c.
Assigns time limitations for each step of the command estimate process.

d.
Plan to all staff sections using the appropriate BFACS.

e.
Enforces CE time plan.

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TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
""" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
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ELEMENTS: TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR
TASK: Receive the Mission (ASG) (63-6-4000.63-0168) (FM 54-40). (FM 100-10) (FM 100-34) (FM 101-5). (FM 27-100)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters receives a warning order with notification of an upcoming operation. The warning order contains the type, time, and location(s) of operation. Upon notification of the mission, the commander briefs the XO. The XO alerts principal and special staff officers to prepare for pending planning process. Unit TSOPs, including higher supported, and lower commands are available. Liaison officers are briefed for specific supported command. Some iterations of this tasks should be performed in MOPP4. This task is always performed in MOPP4.
TASK STANDARDS: Issue initial guidance, to include the level of detail to which the staff can plan, initial time allocation, disposition of Liaison Officers, authorized movements, and additional tasks the commander wants the staff to accomplish. At MOPP4, performance degradation factors increase completion times for mission receipt phase.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. The Commander and staff conduct initial assessment of the mission.. NOTE: The new mission may come from an order issued by higher headquarters, WARNO, FRAGO, or be derived from an ongoing operation.
a.
Calculate probable time from mission receipt to mission execution.

b.
Calculate the time needed to plan, prepare for, and execute the mission.

c.
Identify the scope for the Intelligence Preparation of the Battlefield (IPB).

d.
Identify staff estimates already available to assist planning.

e.
Determine whether to conduct the full Military Decision Making Process
(MDMP) or to abbreviate the process.

f.
Make an assessment of the staffs experience, cohesiveness, and level rest
or stress.

g.
Identify weather and light requirements necessary for planning, rehearsals,
and movement.

2. Plans and Ops Branch Chief issues initial warning order to subordinate units.
a.
Describes the type of operation.

b.
Provides general location(s) of operation.

c.
Establishes the initial time line for planning..

d.
Identifies subordinate elements movement requirements.;

e.
Coordinates dispatch of liaison personnel, as directed.

5 - 164
DODDOA-008598
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1M 2M 3M 4M 5M TOTAL TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 165
ELEMENTS: Command Section SUPPORT OPNS DIR TRANS BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH COMMUNICATIONS BRANCH
TASK: Apply Intelligence Preparation of the Battlefield Doctrine and Techniques (ASG) (63-6-4002.63­
0152)
. .
(FM 34-130) (FM 101-5) (FM 101-5-1)
..(FM 3-4) (FM 34-1) (FM 34-54)
(FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ. The mission of the command is to provide logistics support to all organic and attached elements of the area of operation. Unit TSOPs, including higher and lower, are available. The headquarters receives notification of an upcoming operation. Status reports, maps, overlays and other required documents have been forwarded. The commander and support operations officer attended higher echelon's operations briefing. The higher echelon commander has issued his restated mission and planning guidance. Logistical Preparation of the Theater (LPT) is available for review. The commander briefs the XO. The Plans and Ops Branch has staff supervision for the preparation, consolidation, and dissemination of IPB products. The G3 has designated general area of operations. Higher headquarters disseminates IPB products to the Plans and Ops Branch as they are completed. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The identified facts and assumptions about the battlefield environment and the threat provide focus for the intelligence collection effort and enable staff planning and development of friendly COAs. At MOPP4, performance degradation factors increase completion times for IPB products.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Plans and Ops Branch determines information requirements.
a.
Identifies the amount of detail required and collection feasibility within time
available.

b.
Identifies gaps in current intelligence using CCIR and commander's intent to
set priorities.

c.
Identifies initial collection requirements.

d.
Collects materials and information required to conduct IPB.

e.
Forwards pertinent information to other staff sections using the appropriate
BFACS.

2. Plans and Ops Branch defines the battlefield environment .
a.
Identifies the limits of the AO.

b.
Identifies the limits of the area of interest.

c.
Coordinates input on the battlefield environment with other staff elements
using the appropriate BFACS.

d.
Identifies significant characteristics of the battlefield environment that affect
a specific area of responsibility in coordination with each staff section.

e.
Identifies those characteristics of the battlefield which require in-depth
evaluation.

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. Plans and Ops Branch evaluates the battlefield's effects upon COA.
a.
Identifies effects of terrain on CSS operations.

b.
Identifies the effects of weather upon CSS operations.

c.
Identifies effects of infrastructure, population demographics, economics,
and political characteristics upon CSS operations.

d.
Lists the combined effects of the battlefield environment on friendly COAs.

e.
Identifies the effects of terrain on threat COAs.

f.
Identifies the effects of weather on threat COAs.

g.
Identifies effects of infrastructure, population demographics, economics,
and political characteristics on threat COAs.

h.
Lists the combined effects of the battlefield environment on threat COAs.

i.
Develops population status overlay, weather analysis matrix, and other
overlays, as required.

4. Plans and Ops Branch evaluates the threat.
a.
Conducts a threat order-of-battle analysis for each type of conventional or
unconventional units the unit might face.

b.
Develops threat COA models.

5. Plans and Ops Branch determines threat COA.
a.
Identifies all rational courses of action available to the threat.

b.
Prioritizes each available COA

c.
Develops a comprehensive, detailed set of threat COAs.

d.
Prepares situation templates for each COA available to the threat using
appropriate BFACS.

e.
Prepares event template using appropriate BFACS.

f.
Prepares decision support template for RCPOC.

6. Plans and Ops Branch prepares analysis of the AO.
a.
Consolidates IPB data into appropriate format IAW FM 101-5.

b.
Forwards draft analysis of the AO to Plans and Ops Branch officer for
review and approval.

c.
Makes appropriate changes as instructed by the Plans and Ops Branch
officer and the XO.

d.
Forwards corrected analysis of the AO to Plans and Ops Branch officer for
signature.

e.
Distributes analysis of AO, as required, using appropriate BFACS.

7. Plans and Ops Branch prepares the intelligence estimate.
a.
Consolidates data from templates, overlays and matrices produced.

b.
Formats data IAW FM 101-5.

c.
Lists COAs available to threat in paragraph 4 IAW situation templates.

d.
Forwards draft intelligence estimate to Plans and Ops Branch officer for
review and approval.

e.
Makes appropriate changes as instructed by the Plans and Ops Branch
officer and the XO.

f.
Forwards corrected intelligence estimate to Plans and Ops Branch officer
for signature.

g.
Distributes intelligence estimate to all subordinate commands' staffs, using
appropriate BFACS.

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DODDOA-008601
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS
TASK: GATHER INTELLIGENCE (63-0PFOR-1008)
CONDITION: Small OPFOR elements, operating in the rear area, are planning attacks on enemy bases. Information is needed to complete plans.
STANDARD: 1. Identify all PIR and other intelligence requirements. 2. Pass through any outpost, defensive wire, or warning devices undetected. 3. Move to an OP that offers cover and concealment and is close enough to gather PIR and other intelligence requirements. 4. Gather all PIR and other intelligence requirements. 5. Withdraw from area undetected. 6. Report all information to OPFOR HQ.
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DODDOA-008602
ELEMENTS: Command Section HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH
TASK: Develop Feasible Courses of Action (ASG) (63-6-4003.63-0152) (FM 101-5). (FM 100-14). (FM 101-5-1) (FM 3-4)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HO. The commander provides his planning guidance, including possible COAs. Supported command COA considerations have been identified. The IPB process has identified probable threat COA. The XO leads the staff in the COA development process. 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 activities between himself and the staff. Mission analysis is dynamic and continuous; therefore, it is subject to change at anytime based upon new information, changing situations, and revised guidance by the commander. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The methods the commander might use to achieve his mission are identified and retained for analysis. At MOPP4, performance degradation factors increase completion times for developing feasible COAs.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. XO supervises COA development.

a.
Provides higher COAs selected or under consideration.

b.
Provides the number of COAs to develop.

c.
Provides the threat COAs to be addressed.

d.
Monitors brainstorming session to ensure compliance with commander's
guidance.

e.
Approves feasible COA.

2. Staff sections generate conceptual possibilities.
a. Develop possible concepts using CSSCS.
..b. Examine each concept's possibilities to determine if it satisfies COA-
selection criteria.

c. Develop feasible COA for every possible threat COA identified during the
IPB.

3. Staff officers analyze relative force ratios.
a.
Identify the relative force ratios by inspecting the unit's task organization
using CSSCS.

b.
Identify threat elements capable of indirect fire against command assets
(ASAS), force protection capabilities, and activities that will require units to
displace.

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c. Identify human factors and integrate them into the evaluation process. d. Develop conclusions about friendly and threat relative capabilities and limitations.
4. Staff officers array initial forces. a. Identify force requirements based on the supported command's force structure. b. Identify proposed support area based on initial G2 terrain analysis. c. Develop deception story based on commander's deception objectives. d. Prepare the initial array of elements based on the array of supported maneuver forces.
5. Support Operations Office develops the support scheme using CSSCS. a. Reevaluates the terrain and threat force ratio, risk, and type of operation. b. Develops several schemes for each potential threat COA. c. Identifies which type of forces to allocate for the identified missions. d. Designates remaining support to provide backup support to previously arrayed forces. e. Develops supporting distribution system for each COA.
6. Plans and Operations Branch and Security, Plans and Ops Director determine command and control means. a. Identify all phases of the proposed operation. b. Allocate subordinate HQ over arrayed forces. c. Identify arrayed forces without a subordinate HQ allocated over them. d. Designate sectors and zones of support responsibilities.
7. XO and Security, Plans and Ops prepare COA statements and sketches. a. Clarify how major subordinate units will execute the higher headquarters' mission. b. State the amount of risk involved. c. Draw a sketch that graphically portrays the COA statement, using appropriate BFACS.
8. Staff sections conduct COA briefing. a. Provide updated IPB based on most current information. b. Provide possible threat COA based on situation templates. c. Provide restated mission, and the commander's and higher commander's intent. d. Provide CCIR. e. Provide COA statement and sketch. f. Provide rationale for each COA.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
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DODDOA-008604

ELEMENTS: Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH FiNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Maintain Current Estimates of the Situation (ASG) (63-6-4004.63-0171) (FM 101-5). (AR 530-1). (FM 101-5-1) (FM 3-4). (FM 34-60). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Logistical Preparation of the Theater (LPT) is available for review. The commander has provided his planning guidance. The supported command's COA has been identified. IPB data, including probable threat COA, has been consolidated into appropriate format for planning purposes. Primary staff officers have responsibility for estimates of special staff officers in their sections. SCPE is on hand or field­expedient natural shelters are available. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 activities 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: Each primary and special staff officer prepares a written or mental estimate in his own area of responsibility IAW formats in FM 101-5 or TSOP. The following estimates are maintained at CSS group level: personnel, CSS, civil-military, communications, operations security, deception, and psychological operations. At MOPP4, performance degradation factors increase completion times for maintaining current staff estimates.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Staff section leaders supervise development of estimates of the situation.

a.
Provide preparation guidance to staff member consistent with instructions
provided by the XO.

b.
Provide PIR and CCIR to staff members.

c.
Monitor staff actions to ensure compliance with commander's guidance,
established procedures, and TSOP.

d.
Resolve all conflicts within staff section.

e.
Approve estimate(s) of situation within staff section.

f.
Brief estimate(s) of situation for area of responsibility.

2. Staff sections determine specific information requirements.
a.
Identify information requirements by reviewing higher mission, concept of
operation, and supported commander's restated mission.

b.
Identify information holdings by reviewing section workbook, situation map,
policy files, and journals.

c.
Identify information collection policies and procedures from TSOP.

d.
Identify staff section, agencies, and documents where required information
can be obtained.

e.
Identify PIR and CCIR.

f.
Make preliminary analysis of the functional area of responsibility.

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DODDOA-008606
3. Staff sections collect required information. a. Develop facts in own area of interest. b. Develop assumptions based on available information. c. Coordinate with other staff officers for required information using the appropriate communications system. d. Collect information from primary staff officers as they as they prepare their estimates. e. Collect information from special staff officers. f. Collect information from within the staff section. g. Identify what information collected sufficiently impacts on the analysis to effect which COA to recommend.
* 4. Staff officers provide input to estimate(s) of the situation. a. Conduct an analysis of area of responsibility. b. Forward all required information concerning area of responsibility to designated staff section using the appropriate information system. c. Submit updated information as facts change the situation using the appropriate information system.
5. Staff sections develop current estimates of the situation. a. List impact of METT-TC on specific area of responsibility and its impact on .*nission accomplishment. b. State the likely influence of METT-TC on the specific area of responsibility's support mission. c. Identify impact of other functional areas and their impact on mission accomplishment. d. State the likely influence of other functional areas on the specific area of responsibility's support mission. e. List advantages and disadvantages of each COA. f. State best COA. g. Recommend tactically sound "fixes" to any problems determined through the estimate process. h. Brief estimate to staff section leader. i. Disseminate estimate as prescribed by XO and TSOP, using appropriate information system. j. Update estimate(s) as assumptions become concrete information or situation warrants. •
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
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DODDOA-008607

OPFOR TASKS AND STANDARDS: NONE
5 - 174
DODDOA-008608
ELEMENTS: Command Section SUPPORT OPNS DIR SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Analyze Feasible Courses of Action (ASG) (63-6-4005.63-0153) (FM 101-5). (FM 101.5-1). (FM 3-4) (FM 3-5). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Unit TSOPs, including higher and lower, are available. Staff sections have updated estimates of the situation. The staff has developed feasible friendly COA. The XO leads the staff in the COA analysis process. The supported commander's COA has been identified. The IPB process has identified probable threat COA. Analysis begins with the Security, Plans and Ops briefing the staff on each COA. After the staff has selected the best probable COA, the Security, Plans and Ops Director transcribes data into an operations estimate. Automated equipment may/may not be available to assist in COA analysis. If the commander selects a COA not previously considered, the staff must go through COA development and analysis again. 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: Operations estimate is completed within the time established by the commander and XO. The selected COA is translated into a statement of what the command will do, using the elements of "who, what, when, where, how, and why". At MOPP4, performance degradation factors increase completion times for analysis of COA.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Staff Officers evaluate feasible COAs using appropriate information system.

a.
Identify COAs not feasible in specific area of responsibility.

b.
Identify which non-feasible COAs can be modified to become feasible or
_.should be eliminated.

c.
Forward immediately any information which might affect another staff
officer's analysis, using appropriate information system..

d.
Identify threat COA that should be the commander's greatest concern.

*
2. Staff Officers conduct war-gaming of feasible COA using appropriate information systems.

a.
Identify each COA's strengths and weaknesses.

b.
Record advantages and disadvantages of each COA.

c.
Identify all COA's decision points.

d.
Identify risks and major events for each COA.

e.
Identify critical information needed to support the decision points.

f.
Identify information collection and dissemination methods.

g.
Identify each COA requirements.

h.
Identify subordinate commands' task(s).

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DODDOA-008609
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
i. Identify task organization requirements.
j. Identify requirements for deception.
3. Staff Sections assess operational risks.
a. Examine events by location, conditions, and potential magnitude of risk.
b. Identify where and when P2 controls would be appropriate for synchronizing
and protecting the force.
c. Develop P2 controls for each COA.
d. Compare each COA's benefits with its potential risk.
4. Staff sections compare feasible friendly COAs using appropriate information
system.
a. Compare each feasible friendly COA against each feasible threat COA.
b. Develop decision matrixes.
c. Score each COA in each staff section's area of expertise.
d. Identify the best probable friendly COA against the threat's COA of most
concern to the commander.
* 5. Staff officers conduct commanders briefing.
a. Provide all branches and sequels which were identified during war-gaming.
b. Present any unresolved issues or dissenting opinions.
c. Provide answers to questions the commander may have concerning area of
responsibility.
d. Provide appropriate briefing charts and slides for area of responsibility.
e. Announce staff's recommended COA.
6. Security, Plans and Ops Directorate, along with the Plans and Ops Branch,
prepares operations estimate.
a. Secures data from COA analysis process.
b. Secures current staff estimates.
c. Consolidates data of analysis process and current estimates.
d. Lists staff recommendation for COA in paragraph 5, "Recommendation".
e. Formats selected data as prescribed by FM 101-5 and TSOP.
f. Forwards operations estimate to the commander through the XO.
* 7. Commander/XO prepares supporting commander's (operations) estimate.
a. Compares the COAs
b. Accepts the staff recommended COA.
c. Modifies another COA, if required.
d. Selects another COA, if required.
e. Refines chosen COA into clear, concise statement of intent.
f. Constructs a concept of operations from the wording of the selected COA.
g. Specifies command and support considerations.
h. Defines acceptable risk to accomplish mission.
i. Provides scheme of support operations and supporting element
requirements.
j. Announces decision and concept of operations.
k. Lists decision in paragraph 5, "Decision".
I. Forwards supporting commander's (operations) estimate to the XO and
S2/S3 officer using the appropriate information system.

5 - 176
DODDOA-008610
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number. Task Title. References

63-1-2018.Analyze Course of Action (COA).ARTEP 63-116A-MTP 63-1-2025.Recommend Course of Action.ARTEP 63-116A-MTP
OPFOR TASKS AND STANDARDS: NONE
5 - 177
ELEMENTS: Command Section SUPPORT OPNS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Prepare Operations Plan/Operations Order (ASG) (63-6-4006.63-0154) (FM 101-5). (FM 101.5-1). (FM 3-4) (FM 3-5). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Unit TSOPs, including higher and lower, are available. The IPB process has identified probable threat COA. The commander has provided his decision and concept of operations. The Plans and Ops Branch has staff responsibility for consolidation, publication, and distribution of the OPLAN/OPORD. The XO supervises staff input. Automated equipment may/may not be available to assist in preparation of the OPLAN/OPORD. The staff continuously receives messages from appropriate headquarters and subordinate units by electronic means, radio, telephone, and courier. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The OPLAN/OPORD reflects the commander's intention and concept of operations and states what the commander wants subordinate commands to do. At MOPP4, performance degradation factors increase completion times for OPLAN/OPORD.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. Plans and Ops Branch supervises staff input.
a.
Inspects all staff input to OPLAN/OPORD to ensure commander's intent,
concept of operation, and other guidance.

b.
Enforces command estimate time plan. .•

c.
Coordinates inter-staff activities.

2. Plans and Ops Branch drafts "Reference", "Time Zone Used," and "Task
Organizations" sections.

a.
Identifies the map series, sheet number, edition, and scale according to the
requirements of FM 101-5 and TSOP.

b.
States the time zone applicable to the operation.

c.
Describes the appropriate allocation of forces to support the commander's
concept or indicate the annex where this information may be found.

3. Plans and Ops Branch drafts paragraph 1, "Situation".
a.
Lists information describing the threat's most probable COA in terms of one
echelon below.

b.
Lists assessment of terrorist activities directed against U.S. government
interests in the AO.

c.
Lists annex or other intelligence sources as references.

d.
States mission of supported unit, the higher commander's intent, and
concept of operations.

e.
States missions of other critical commands whose actions have a significant
bearing on the mission.

5 - 178
DODDOA-008612
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
f.
Provides instructions for minimizing exposure to fratricide; specifically,
actions that commands must take which are not inherent in existing C2
measures.

g.
Lists units attached to or detached from the command, together with their
effective attachment or detachment times (if applicable).

h.
Lists assumptions that are logical, realistic, and critical to mission success.

4. Plans and Ops Branch drafts paragraph 2, "Mission."
a.
States the mission clearly and concisely (Tells WHO, does WHAT, WHERE,
WHEN, and WHY).

b.
States the mission that is based on essential tasks derived during mission
analysis.

5. Plans and Ops Branch and Support Operations Section draft paragraph 3,
"Execution."

a.
State the commander's intent in sufficient detail to ensure appropriate action
by subordinate commands (State the How).

b.
State the commander's concept of operations for the execution of support
mission from start to finish.

c.
List the scheme of support that includes placement, movement, and primary
mission of each subordinate command.

d.
Describe the assignment of civil affairs elements.

e.
List coordination instructions that are applicable to two or more subordinate
commands and elements.

f.
Provide time or condition when the plan or order becomes effective.

g.
List CCIR, MOPP, and OEG levels, troop safety criteria, and counter
fratricide measures.

6. Personnel and Admin Directorate, Plans and Ops Branch, HQ Co Supply Section
and Support Operations Directorate draft paragraph 4, "Service Support."

a.
Provide general support concept statement, which identifies source of
support and its location.

b.
List actions for materiel and services, medical evacuation and

hospitalization, personnel, and civil-military co-operations. NOTE:.Do not cover TSOP actions if the command's TSOP supports the concept of operations.
c. Identify the specific location that describes functional actions, i.e., annexes,
TSOP, and supported command's OPORD service support annex.

7. Plans and Ops Branch drafts paragraph 5, "Command and Signal."
a.
State the map coordinates for the main, rear, and alternate CP locations.

b.
List signal instructions or refer to Signal Annex, if required.

c.
List acknowledgment instructions, signature block, authentication section, .
and distribution instructions.

8. Plans and Ops Branch distributes OPLAN/OPORD.
a.
Forwards draft copy to Security, Plans and Ops Director and XO for
approval or modification.

b.
Makes all appropriate adjustments as directed by Security, Plans and Ops
Director and XO.

c.
Coordinates for preparation of the appropriate number of copies.

d.
Distributes OPLAN/OPORD to all appropriate staff sections, organic, and
attached elements, using appropriate information system.

5 - 179

DODDOA-008613

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 180
DODD0A-00861 4
ELEMENTS: SUPPLY & SERVICES BR TRANS BRANCH MAINTENANCE BRANCH CSS AUTOMATION MGT OFC HNS LOGISTICS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section SUPPORT OPNS DIR
TASK: Prepare Annexes, Appendices, Enclosures, Tabs, Additions, and Overlays (ASG) (63-6­4007.63-0155) FM 101-5). (FM 101-5-1). (FM 3-4) (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Unit TSOPs, including higher and lower, are available. The commander assigns missions to his subordinate commands and has provided his decision and concept of operations. The Plans and Ops Branch has staff responsibility for consolidation, publication, and distribution of all overlays, annexes, appendixes, tabs, enclosures, and additions. The XO supervises staff input. Each staff section prepares appropriate annex(s) for specific area(s) of responsibility, if required. Automated equipment may or may not be available to assist in preparation of annexes, appendixes, enclosures, tabs, additions, and overlays. 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 activities between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: All required annexes, appendixes, enclosures, tabs, additions, and overlays are completed IAW FM 101-5, TSOP, and commander's guidance. At MOPP4, performance degradation factors increase completion times for annexes, enclosures, tabs, additions, and overlays.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Plans and Ops Branch supervises staff preparation of annexes, appendixes, enclosures, tabs, additions, and overlays.

a.
Reviews commander's intent and concept of operations.

b.
Forwards list of all required annexes and overlays to the staff, using
appropriate communication system.

c.
Inspects all staff input to annexes, appendixes, enclosures, tabs, additions,


.and compliance with commander's intent, concept of operation, and other
guidance.

d.
Selects the task organization method the staff will use in coordination with
XO.

e.
Approves/modifies all staff annexes, appendixes, enclosures, tabs,
additions, and overlays.

f.
Coordinates preparation activities between staff sections.

2. Plans and Ops Branch and Support Operations Sections prepare task
organization annex.

5 - 181
DODDOA-008615
TASK STEPS AND PERFORMANCE MEASURES
a.
Reviews commander's intent' and concept of operations

b.
Reviews supported command's OPLAN/OPORD to identify unit availability.

c.
Consolidates branch specific requirements for development of troop list.

d.
States the time zone applicable to the operation.

e.
Organizes subordinate commands based on capability to support mission assigned by higher headquarters commander.

f.
Coordinates MTOE/TDA changes and activation actions with higher G3 to ensure compatibility with the command troop list and TPFDL.

g.
Identifies where to reduce or add units (or elements) by reviewing the supported commander's scheme of maneuver and terrain factors.

h.
Formats task organization IAW FM 101-5 and FM 101-5-1.

i.
Forwards draft task organization annex to the XO for approval or modification.

j.
Maintains current record of each copy of annex produced.

3. Plans and Ops Branch and Support Operations Sections prepare operations overlay to OPLAN/OPORD using information systems.
a.
Review commander's intent and concept of operations.

b.
Identify locations for all subordinate commands, supply points and routes,


.distribution points, medical facilities, and special identified areas.

c.
State map reference data, effective date, and purpose of overlay.

d.
Provide classification markings and downgrading instructions.

e.
Apply overlay plotting techniques outlined in FM 21-31.

f.
Plot boundaries, supporting, supported, and subordinate commands' locations within 50 feet of actual locations.

g.
Affix graphic portrayal of axis of advance, supply routes, supply points and distribution points.

h.
Forwards draft overlay to XO for approval or modification.

4. Staff sections prepare specific annexes, appendixes, enclosures, tabs, and
additions, using appropriate communications and information systems.

a. Identify specific information for dissemination not readily incorporated into
the basic plan/order. NOTE: Annexes do not include TSOP items.
b.
Select required information for incorporation into annexes, appendixes, enclosures, tabs, and additions.

c.
Provide required information that expands the annex, if required.

d.
Provide required information that expands the appendix, if required.

e.
Provide required information necessary to amplify a tab.

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

5 - 182

DODDOA-008616

SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 183
DODDOA-008617
ELEMENTS: Command Section SUPPORT OPNS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Revise Tactical Standing Operating Procedures (ASG) (63-6-4008.63-0156) (FM 101-5). (FM 101-5-1). (FM 3-4) (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The commander assigns missions to his subordinate commands and provides his guidance on TSOP revisions. Higher and lower unit TSOPs are available. The Security, Plans and Ops, along with the Plan and Ops Branch, has staff responsibility for consolidation, publication, and distribution of revised TSOP. The XO supervises staff input and approves content of revised TSOP. Each staff section prepares portion of TSOP for specific area of responsibility, if required. 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: TSOP is revised to reflect latest policies and procedures IAW commander's guidance. At MOPP4, performance degradation factors increase completion times for TSOP revision.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
' 1. The Security, Plans and Ops, along with the Plan and Ops Branch, supervises staff preparation of revised TSOP.
a.
Reviews commander's intent and concept of current operations.

b.
Forwards list of all identified change requirements to appropriate staff
section or element, using appropriate communications and information
systems.

c.
Coordinates TSOP revision activities between staff sections.

d.
Inspects all staff changes to TSOP for completeness, correctness, and
compliance with commander's intent, concept of operation, and other
guidance.

e.
Provides criteria to filter items requiring modification, addition, or deletion.

f.
Modifies staff change input, if required.

g.
Approves all staff change input.

2. Staff sections provide specific area of responsibility input.
a.
Review commander's intent and criteria filters.

b.
Identify specific information for modification, addition, or deletion using the
criteria filters provided by the XO.

c.
Provide instructions covering aspects of operations which are definite,
routine, recurring or standardized.

d.
Identify specific personnel and elements to perform routine tasks that are
not essential requirements.

e.
Provide instructions that specify primary responsibilities and requirements
for coordination and liaisons.

f.
Consolidate branch changes.

g.
Format specific portion of the TSOP lAW FM 101-5 and XO's guidance.

h.
Forward revised portion of the TSOP to staff section chief for approval.

5 - 184
DODDOA-008618
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. The Security, Plans and Ops, along with the Plan and Ops Branch, prepares
revised TSOP.

a.
Consolidates all approved changes into TSOP format IAW FM 101-5.

b.
Provides appropriate numbering for all TSOP annexes, appendixes,
enclosures, and tabs IAW FM 101-5.

c.
Forwards draft TSOP to XO for modification or approval.

d.
Distributes revised TSOP IAW commander's guidance, using appropriate
BFACS.

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 185
DODDOA-008619
-
ELEMENTS: Command Section SUPPORT OPNS DIR TRANS BRANCH SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Develop Road Movement Order (ASG) (63-6-4009.63-0157) (FM 101-5). (FM 101-5-1). (FM 3-4) (FM 54-40). (FM 55-30)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and analog communication with higher and lower HQ.
Status reports, maps, overlays and other required documents have been forwarded. Unit TSOPs,
including higher and lower, are available. The commander has provided his planning/preparation guidance and restated the mission. The XO assigns preparation responsibilities for OPLAN/OPORD and all required annexes. The Security, Plans and Ops Director, along with the Plans and Ops Branch, have staff responsibility for the movement order in coordination with the Support Operations and Transportation Branch. The OPLAN is available. The new AO has been selected and approved. Future locations of subordinate units have been identified and coordinated with the higher and supported G3. The headquarters is responsible for positioning all its subordinate commands. During the move the staff continues to direct logistics operations in support of current operation. SCPE is on hand, or field­expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Movement order is prepared IAW FM 101-5 and/or TSOP within the time established in the preparation guidance. At MOPP4, performance degradation factors increase completion times for movement order.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. The Security, Plans and Ops Director, along with the Plans and Ops Branch, lists
requirements and external coordination necessary for HQ company and other
assigned or attached to HQ to conduct a road movement.

a.
Identifies the current vehicle availability rate of HQ company and other
elements assigned or attached to HQ.

b.
Identifies the number of vehicles required to relocate the HQ company and
other elements assigned or attached to HQ.

c.
Calculates the number of lifts required to relocate the HQ company and
other elements assigned or attached to HQ.

d.
Identifies all adjacent command boundaries and areas of responsibility to be
crossed by subordinate commands and elements.

e.
Identifies the probable security requirements by reviewing intelligence
estimates and summaries.

2. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
selects tentative march route(s) for HQ company and elements assigned or
attached to HQ, using appropriate communications and information systems.

a. Identifies all possible routes by conducting map reconnaissance.
5 - 186
DODDOA-008620
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
b.
Identifies current tactical implications for all possible routes in close
coordination with the RCPOC.

c.
Identifies possible problem areas and road traffic ability from engineer road
classification overlays and intelligence summaries.

d.
Conducts comparative analysis of all possible routes.

e.
Selects best possible route(s).

f.
Coordinates route selection with RCPOC and other staff sections.

g.
Forwards route(s) selection to the Security, Plans and Ops Director for
approval or modification.

3. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
directs route reconnaissance activities.

a.
Tasks HQ company and other elements assigned or attached to HQ to
conduct reconnaissance of tentative march routes.

b.
Conducts reconnaissance parties' leader briefing(s).

c.
Maintains situational awareness at all times using appropriate
communications and information systems.

d.
Monitors movement and activities of all reconnaissance parties to ensure
compliance with instructions and TSOP.

e.
Debriefs elements' reconnaissance leaders upon completion of mission.

4. The Security, Plans and Ops Director, along with the Plans and Ops Branch, selects specific march route(s).
a.
Consolidates all route reconnaissance party(s) data.

b.
Conducts comparative analysis of all data for each tentative route.

c.
Selects primary and secondary route(s) for each subordinate element.

d.
Coordinates routes with commanders and leaders of all elements.

e.
Prepares overlays using subordinate unit reconnaissance data.

f.
Provides reconnaissance and route selection update to the commander.

g.
Forwards all reconnaissance data to supported command HQ, Support
Operations Directorate, RCPOC and adjacent and subordinate units, using
appropriate communications and information systems.

5. Support Operations Director and Trans Branch coordinates internal support requirements for move.
a.
Coordinates supply support with subordinate and attached units using the
appropriate communications and information systems.

b.
Coordinates maintenance support with subordinate and attached units
using the appropriate communications and information systems.

c.
Coordinates transportation support with subordinate and attached units
using the appropriate communications and information systems.

d.
Coordinates food service support with subordinate and attached units using
the appropriate communications and information systems.

6. Support Operations and Transportation Branch coordinate external movement . support requirements.
a.
Coordinate additional external transportation requirements with the
transportation management support element using the appropriate
communications and information systems or DAMMS-R.

b.
Coordinates route clearances with the higher echelon movements office
and the supporting RCPOC using the appropriate communications and
information systems or DAMMS-R.

c.
Coordinates medical treatment and evacuation requirements and
procedures with supporting units using the appropriate communications and
information systems.

5 - 187
DODDOA-008621
TASK STEPS AND PERFORMANCE MEASURES
d.
Coordinates security escort, fire support, and CAS requirements with supporting RCPOC using the appropriate communications and information systems.

e.
Coordinates MP traffic control support with supporting MP element and supporting RCPOC using the appropriate communications and information systems.

f.
Coordinates decontamination and smoke requirements with the chemical officer through the RCPOC using the appropriate communications and information systems.

7. The Security, Plans and Ops Director, along with the Plans and Ops Branch, develops movement schemes for HQ company and other elements assigned or attached to command.
a.
Coordinates with elements' commanders for the task organization and order of march.

b.
Debriefs elements' reconnaissance personnel.

c.
Prepares road movement table(s), graphs, and overlays, using appropriate communications and information systems and DAMMS-R.

d.
Coordinates advance/quartering party composition and departure time with


.the elements' commanders.

e.
Maintains situational awareness at all times using appropriate

-communications and information systems.
8. The Security, Plans and Ops Director, along with the Plans and Ops Branch, and Trans Branch develop support-during-movement plan.
a.
Calculates projected logistics requirements until new operational sites are established by evaluating current supported units' assets.

b.
Coordinates anticipated requirements with supported units in current AO using the appropriate communications and information systems.

c.
Provides recommendations for order of movement for elements and specific shuttling of high priority logistics and assets.

d.
Establishes notification procedures to alert customers of "when" and "what" facilities are available during movement.

9. The Security, Plans and Ops Director, along with the Plans and Ops Branch, develops overall movement scheme for move.
a.
Identifies the task organization for movement with critical supplies and equipment dispersed throughout all elements.

b.
Assigns order of march for move by placing elements with the highest critical items in the first serial.

c.
Prepares road movement table(s), graphs, and overlays for the move, using

appropriate communications and information systems. NOTE: Under MOPP4 conditions, road movement tables should be increased a minimum of 3 times the normal movement time.
d. Coordinates advance/quartering party composition and departure time with all subordinate elements' commanders, using appropriate communications and information systems.
10. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
drafts "Reference"," Time Zone Used", and "Task Organization" sections of the
movement order.

a.
Lists all maps and overlays, charts, or other documents required to understand the order.

b.
Transcribes time zone used throughout from the OPLAN.

c.
Identifies task organization as directed by the Security, Plans and Ops Director, along with the Plans and Ops Branch..

5 - 188
GO NO-GO
DODDOA-008622

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
11. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
drafts paragraph 1, Situation.

a.
Provides weather forecast for duration of move and its effect on route(s).

b.
Provides terrain analysis and its effects on the move.

c.
Lists enemy disposition, strength, and capability factors affecting
movement.

d.
Lists all friendly units that provide support during the move.

e.
Lists attachments and detachments initiated for movement purposes only.

12. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
drafts paragraph 2, Mission.

a.
States those tasks to be accomplished, addressing who, what, when, why,
and where.

b.
Provides overall movement mission statement that includes the purpose of
movement and the start times.

13. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
drafts paragraph 3, Execution.

a.
Provides brief statement on the concept of the move.

b.
Lists all subordinate elements' taskings required to complete the move.

c.
Lists all coordinating instructions applicable to two or more subordinate
elements and the HQ.

14. Support Operations drafts paragraph 4, Service Support.
a.
Lists all units and the service support they provide to at least two
subordinate elements and the HQ.

b.
Lists all traffic control support that affects at least two subordinate units and
HQ.

c.
Lists the element's service support functions.

15. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
drafts paragraph 5, Command and Signal and the Authentication Section.

a.
Lists position of command group in the sub-elements move and the location
of HQ during the move.

b.
Lists CP closing and opening times and new location.

c.
Lists all communications information. NOTE: List includes effective S01, instructions on the use of radio and pyrotechnics, and any restrictions or special communications procedures.

d.
Lists acknowledgement instructions appropriate signature block, and
distribution instructions.

16. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
distributes movement order.

a.
Coordinates movement order review with other staff sections.

b.
Forwards draft movement order to the Security, Plans and Ops Director for
approval or modifications.

c.
Distributes approved movement order to appropriate staff sections,
subordinate, and attached units, using appropriate communications and
information systems.

5 - 189
DODDOA-008623
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 M TOTAL
TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" • TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 190
ELEMENTS: Command Section SUPPORT OPNS DIR SCTY; PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Develop Occupation Plan (ASG) (63-6-4010.63-0158) FM 101-5). (FM 101-5-1) (FM 3-4) (FM 5-103). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The Headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Unit TSOPs, including higher and lower, are available. The XO has assigned responsibility for planning the occupation of the new AO to the staff. The Security, Plans and Ops, in coordination with other staff sections, has primary responsibility for occupation plan development. The TSOP has been updated to accommodate changing procedural requirements. Subordinate units' missions have been identified. Tentative subordinate units and HQ locations have been designated. The higher echelon G3 has provided reconnaissance information furnished by units previously located in the general area. Higher echelon's analyses of the AO are available. Some areas selected may be in or around cities or towns. SCPE is on hand, or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Occupation plan is prepared IAW TSOP and is in compliance with commander's guidance. The areas selected support subordinate units and HQ personnel, equipment, and mission requirements. At MOPP4, performance degradation factors increase occupation plan completion time.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. The Security, Plans and Ops Director, along with the Plans and Ops Branch,
verifies the suitability of the new area by map reconnaissance, using appropriate
communications and information systems.

a.
Calculates space requirements for number and type of elements and base
facilities proposed in the new area.

b.
Identifies space availability to support number and type of elements, and
base facilities proposed in the new area.

c.
Identifics ability of area to support equipment and vehicles.

d.
Identifies accessibility of roads and size of areas around buildings (MOUT
environment).

e.
Identifies availability of area cover and concealment.

f.
Identifies area suitability for helicopter landing sites.

2. Support Operations Directorate and staff sections provide a support analysis of
tentative operational areas, using appropriate communications and information
systems.

a.
Identify specific functional area advantages and disadvantages of proposed
areas by reviewing Corps and division Analyses of the AO.

b.
Provide a communications support analysis citing advantages and
disadvantages of proposed areas.

5 - 191
DODDOA-008625
TASK STEPS AND PERFORMANCE MEASURES
c.
Provide an distribution citing advantages and disadvantages of proposed areas.

d.
Provide an NBC defense analysis citing advantages and disadvantages of proposed areas.

e.
Provide ADP analysis citing advantages and disadvantages of proposed areas.

f.
Provide OPSEC analysis citing advantages and disadvantages of proposed area.

g.
Provide a logistics analysis citing advantages and disadvantages of proposed areas.

h.
Forward analysis reports to Security, Plans and Ops Director.

3. The Security, Plans and Ops Director, along with the Plans and Ops Branch, selects final sites for subordinate elements and HQ.
a.
Identifies specific missions for each subordinate element and HQ.

b.
Identifies proposed locations of all subordinate elements and HQ.

c.
Posts proposed HQ and subordinate elements' positions on the situation map(s).

d.
Coordinates proposed site selections with subordinate elements and staff, using appropriate communications and information systems.

e.
Briefs proposed sites and rationale to the commander or XO for approval or modifications.

f.
Forwards approved site selections to higher echelon and/or current echelon's HQ, staff, RCPOC and subordinate elements, using appropriate communications and information systems.

g.
Prepares map overlays with all appropriate boundaries, supply routes, and subordinate elements locations using symbols IAW FM 101-5-1, using appropriate communications and information systems.

4. The Security, Plans and Ops Director, along with the Plans and Ops Branch, formulates a tentative CP area layout plan.
a.
Selects a general location for the LOC site.

b.
Designates location of subordinate elements.

c.
Prepares a traffic circulation plan which depicts the traffic pattern for key roads in the general and CP area.

d.
Prepares communication plan which shows wire diagrams that connect all subordinate elements and includes instructions for runners system until wire communications are operational.

e.
Prepares a hasty security plan which provides minimum requirements for all subordinate elements.

f.
Disseminates layout plan to all subordinate elements and the advance/quartering party leader, using appropriate communications and information systems.

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

5 - 192

DODDOA-008626

SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 193
DODDOA-008627
ELEMENTS: Command Section CSS AUTOMATION MGT OFC SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH COMMUNICATIONS BRANCH
TASK: Establish Communications (ASG) (63-6-4016.63-0160)
(FM 24-22). (FM 24-18). (FM 24-33)
(FM 24-35). (FM 24-35-1). (FM 34-80)
(FM 54-40)

ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The Headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays and other required documents have been forwarded. Logistics Preparation of the Theater (LPT) is available for review. Unit TSOPs, including higher and lower, are available. The advance/quartering party has secured the new area. Communications personnel have accompanied the advance party to establish the communications system at the new location. The supporting signal element is responsible for running wire to the CP from higher HQ. The location for the LOC is identified. The communication plan is available. Equipment and personnel are available. Initial communications are established by the advance communications element. Message service is provided on a 24-hour basis. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Wire, radio, and digital communications and generator power are established IAW the communications plan, OPORD, SOI/SSI and TSOP. At MOPP4, performance degradation factors increases time required to establish communications.
NOTE: For staffs without a S6 Section, this task will be performed by the Communications Branch.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Communications Branch organizes communications element of the advance/quartering party.

a.
Selects branch personnel to perform all communication setup tasks at new location.

b.
Selects required vehicles and equipment to establish communications at the new site IAW movement order or TSOP.

c.
Coordinates area communications system support at the new location with supporting signal element.

d.
Inspects personnel, vehicles, and equipment before departure for compliance with TSOP and commander's guidance.

e.
Dispatches communications element to assembly area for departure.

f.
Ensures radio communications exist during a move between the start point and release point.

2. Communications Branch provides assistance for area communications system hookup.
a.
Identifies locations of the switchboard in coordination with HQ advance/quartering party leader.

b.
Identifies all other elements that require area communication system hookup.

5 - 194
DODDOA-008628
.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
3. Communications Branch installs local and area networks.
a.
Determines digital communications service requirements.

b.
Ensures digital communications links with higher, adjacent, and subordinate units.

c.
Plans backup means of communications.

d.
Implements backup means of communications.

4. Communications Branch performs system/software security manager functions.
a.
Issues passwords.

b.
Installs antivirus software.

c.
Performs CSSCS network management functions in support of Support Operations Section.

d.
Coordinates with the CSSAMO to resolve application problems with CSS STAMIS and CSSCS.

e.
Advises the commander, staff and subordinate units on communications matters.

f.
Coordinates with Support Operations Section to ensure COOP is included in communications estimate/plan.

5. Communications Branch establishes wire communications.
a.
Identifies locations of all subordinate elements' CPs.

b.
Plans wire and telephone installation.

c.
Prepares a telephone traffic diagram.

d.
Installs telephone switchboard.

e.
Installs telephones.

f.
Lays wire for communications between switchboard and other subordinate elements.

g.
Establishes wire communications between LOC and switchboard.

h.
Establishes other wire communications between switchboard and other subordinate elements when area signal support personnel arrive.

i.
Tests each telephone circuit to ensure there are no breaks in the wire system.

*
6. Communications Branch selects radio communication site.

a.
Selects best location for primary communication site based on tactical and technical requirements in coordination with the advance/quartering party leader.

b.
Identifies support requirements for communication sites, such as fuel, water, maintenance, and rations.

c.
Selects alternate site(s).

d.
Selects locations away from power lines and other friendly sources of frequency interference.

e.
Establishes physical security control of COMSEC material and documents containing EEFI.

f.
Incorporates signal site defense plan with overall defense plan, using appropriate BFACS.

7. Communications Branch establishes generator power.
a.
Selects sites.

b.
Establishes fire and fuel storage points.

c.
Levels generator sets.

d.
Conducts preoperational PMCS.

e.
Grounds generator sets.

f.
Connects DC power cable.

g.
Performs starting procedures.

5 - 195 5 - 196
TASK STEPS AND PERFORMANCE MEASURES h. Accomplishes transition to generator power with minimum interruption of communications. i. Constructs sound barriers and screening system to muffle noise and minimize heat signal. j. Operates generator sets JAW appropriate TM. 8. Communications Branch establishes a message center. a. Establishes primary and alternate messenger routes and schedules. b. Coordinates pickup and delivery times with users. c. Identifies type of messengers to be used. d. Establishes message control and accountability procedures. 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.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

DODDOA-008630
ELEMENTS: SUPPORT OPNS DIR Command Section MAINTENANCE BRANCH PLANS & OPNS BRANCH COMMUNICATIONS BRANCH SCTY, PLANS & OPS DIR
TASK: Maintain Communications (ASG) (63-6-4038.63-0150) (FM 24-33). (AR 380-19). (AR 380-19-1) (AR 380-40). (FM 24-18). (FM 24-35) (FM 24-35-1). (FM 3-4). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. The OPORD, with all annexes, status reports, maps, overlays, and other required documents has been forwarded. The unit higher and lower TSOPs, and SOI/SSI are available. Support operations have commenced. The LOC is operational and communications are established. Coordination of support operations is conducted by radio, digital, telephone, and messenger. The threat is capable of locating, identifying, and rapidly exploiting all types of communications. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBA, and Level I ground threat forces attack. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Uninterrupted, 24-hour communications is provided to headquarters and all supported units through one or more external means. At MOPP4, performance degradation factors increase the time required to maintain the communications system.
NOTE: If there is not a S6 Section, the Communications Branch will perform task steps assigned to S6. At MOPP4, only those tasks deemed mission-essential by the commander are performed.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Communications Branch exercises staff supervision over analog and digital
communications services in the unit AO.

a.
Advises the commander and staff on all communications matters.

b.
Maintains local area networks.

c.
Issues passwords.

d.
Installs anti virus.

e.
Coordinates manipulative communications deception plans with the
Security, Plans and Ops Directorate.

f.
Coordinates tactical ECCM with the Security, Plans and Ops Directorate. •

g.
Coordinates CSSCS network management with the Support Operations
Office.

h.
Troubleshoots communications equipment or system problems with unit
users.

i.
Ensures analog and digital communications with higher, adjacent and
subordinate units.

2. Communications Branch operates the HQ NCS.
a.
Opens net IAW current SOI/SSI.

b.
Challenges all stations in net as required in the SOI/SSI.

c.
Controls entry and departure of all stations.

d.
Corrects all errors in net operating procedures.

e.
Enforces station and net restrictions.

5 - 197
DODDOA-008631

.
TASK STEPS AND PERFORMANCE MEASURES
f.
Observes radio and listening silence periods as prescribed by OPORD or commander's directives.

g.
Completes transition to extended range of radio station within 15 minutes, if required.

h.
Remotes radio station(s) at least one kilometer, if required.

i.
Close net IAW SOI/SSI.

3. Radio operators transmit and receive messages over the radio net.
a.
Process messages by precedence and date and time group IAW the TSOP.

b.
Process incoming messages without errors.

c.
Forward incoming messages to appropriate element or section.

d.
Check outgoing messages for completeness and readability.

e.
Employ approved radiotelephone procedures.

f.
Transmit message IAW precedence, correct format, and prescribed text.

g.
Employ approved codes and brevity lists when transmitting the names of persons, places, and sensitive information.

h.
Decrypt all incoming messages.

i.
Encrypt all outgoing messages.

j.
Transmit messages for no longer than 20 seconds.

k.
Employ lowest operational power setting consistent with operational requirements.

4. Communications Branch maintains land line communications.
a.
Maintains wire communications between CP and all subordinate units.

b.
Maintains a hot loop between HQ CP and all subordinate elements, if switchboard is not available

c.
Establishes messenger runner when land communications are inoperative.

5. Radio operators implement remedial ECCM.
a.
Identify whether the source of interference is internal or external by disconnecting the radio antenna.

b.
Continue to operate in an attempt to communicate through the jamming.

c.
Switch to high power on receiver-transmitters.

d.
Recommend distant stations switch to high power.

e.
Relocate radio set (mobile units) to take advantage of terrain features to reduce the effects of jamming.

f.
Relocate the antenna to take advantage of terrain features to reduce the effects of jamming.

g.
Submit initial MIJI Feeder Voice Template Report to higher communications section.

h.
Reroute message traffic using alternate means of communications, such as relay (through another station), or wire.

i.
Request (using alternate means) that the net change to a backup frequency.

6. Radio operators implement AM remedial ECCM.
a.
Identify whether the source of interference is internal or external by disconnecting the radio antenna.

b.
Continue to operate in an attempt to communicate through the jamming.

c.
Check for intentional or unintentional interference.

d.
Check equipment grounding.

e.
Use radio frequency gain/frequency venire in an attempt to work through the jamming.

f.
Relocate the radio set (mobile units) to take advantage of terrain features to reduce effects of jamming.

5 - 198
GO NO-GO
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
g.
Relocate the antenna to take advantage of terrain features to reduce the
effects of jamming.

h.
Submit MIJI Feeder Voice Template Report to the ASG Communications
Branch and/or supporting signal element.

i.
Reroute message traffic using alternate means of communications, such as
relay (through another radio station), FM, RWI, or wire.

j.
Request using alternate means that the net change to alternate frequency.

7. Communications Branch maintains generator power.
a.
Operate generators IAW appropriate TM.

b.
Construct sound barrier and screening system to muffle noise and minimize
heat signature.

c.
Construct fuel storage and fire control point for all generators as prescribed
by TSOP and commander's guidance.

8. Communications Branch employs SIGSEC measures.
a.
Employs COMSEC measures IAW SOI/SSI to deny friendly
telecommunications information to the threat.

b.
Employs ELSEC measures IAW SOI/SSI to protect electromagnetic
transmissions, other than communications devices, from threat detection.

c.
Evaluates TEMPEST controls to identify emanations Vulnerabilities and
countermeasures.

d.
Processes initial MIJI Feeder Voice Template Reports from subordinate
units.

e.
Forwards MIJI Feeder Voice Template Reports to Security, Plans and Ops
Directorate IAW TSOP and SOI/SSI.

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

113-573-8006.USE AN AUTOMATED SIGNAL OPERATION STP 21-24-SMCT INSTRUCTION (S01)
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 199
DODDOA-008633
ELEMENTS: Command Section SUPPORT OPNS DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH
TASK: Provide Command and Control (ASG) (63-6-4042.63-0172) (FM 100-34). (FM 100-10). (FM 100-34-1) (FM 101-5). (FM 22-100). (FM 22-101) (FM 3-4). (FM 54-40)
ITERATION:. 1M 2M 3M 4M 5M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The headquarters has digital and/or analog communication with higher and lower HQ. Status reports, maps, overlays, and other required documents have been forwarded. The unit higher and lower TSOPs. Support operations have commenced. The CP area has been established. During operations, members of the Command Section become casualties. SCPE is on hand or field-expedient and natural shelters are available, whichever applies. The commander has elected to locate outside the shelter and has appointed a liaison officer to coordinate C2 functions between himself and the staff. This task is performed under all environmental conditions, both day and night. The unit is subject to air, NBC, and Level I ground threat forces attack. This task is always performed in MOPP4.
TASK STANDARDS: Command Section commands and controls all subordinate unit activities IAW plans, established policies and directives, and the TSOP. At MOPP4, performance degradation factors increase time of decision-making procedures and activities.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
1. Command Section supervises activities of subordinate units.
a.
Monitors performance of subordinate elements to ensure required level of
efficiency, as prescribed in plans, policies, directives, and the TSOP, is
maintained.

b.
Monitors support plans to determine overall effectiveness.

c.
Assigns specific tasks to subordinate units.

d.
Monitors implementation of decisions, directives, and instructions to
determine subordinate units' compliance.

e.
Issues FRAGOs to implement changes to the OPORD and annexes.

" 2. XO supervises staff activity.
a.
Implements commander's directives in staff planning and policy making.

b.
Formulates staff operating policies.

c.
Supervises maintenance of master policy files.

d.
Monitors all staff actions for compliance with commander's guidance.

e.
Coordinates assigned mission with subordinate units' commanders using
the appropriate BFACS, radio, or wire.

f.
Supervises the operations of the LOC.

3. Command Section exchanges information.
a.
Transforms pertinent information into usable data for decision making.

b.
Coordinates information exchange within, and with higher, adjacent, and
subordinate units using the appropriate BFACS, radio, or wire.

c.
Conducts operational briefings as necessary.

4. Command Section provides staff liaison.
a. Provides planning assistance to any supported unit, if requested.
5 - 200
DODDOA-008634
TASK STEPS AND PERFORMANCE MEASURES b. Provides assistance in planning contingency operations, when required. 5. Command Section maintains policy files. a. Maintains current policy files by tabbing and indexing. b. Maintains current staff journals. c. Maintains current section's workbook files. d. Maintains current section's situation maps and overlays. 6. Command Section reacts to loss of key personnel. a. Realigns staff based on line of succession or commander's guidance. b. Maintains continuity of operations. c. Forwards casualty reports to G1 Section using the appropriate BFACS, radio, or wire. GO NO-GO
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1M 2M 3M 4M 5M TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 201
DODDOA-008635
ELEMENTS: Command Section PLANS & OPNS BRANCH PERS & ADMIN DIR SCTY, PLANS & OPS DIR
TASK: Plan Command Deployment Upon Receipt of a Warning Order (63-6-4873.63-0162) (FM 55-65). (AR 220-10). (DOD 4500.32-R VOL 1) (DOD 4500.32-R, VOL 2).(DOD DIR 4500.9.).(FM 100-17)
(FM 100-17-3). (FM 54-40)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT:.T P U.(Circle)
CONDITIONS: The command receives deployment WARNO. The command is at a normal state of deployment readiness and receives a WARNO to go to an increased deploy ability posture in preparation for overseas deployment. The SDO or SDNCO has notified the commander. This task occurs concurrently with directing deployment alert activities. The unit MOBPLAN (RC), movement plan, recall plan, RSOP, TSOP security plan, unit access rosters, and current maps are available. The subordinate units are deploying as part of the command deployment. The command communicates with subordinate units by radio, telephone, electronic means, and courier. Deployment planning activities are performed day or night under all environmental conditions, except NBC. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: MOBPLAN (RC) and movement plans are completed IAW governing regulations and higher HQ directions.
NOTE MOBPLANs are required only for RC units. RC-specific tasks steps and performance measures are annotated "(RC)".
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs deployment planning.

a.
Identifies deployment mission requirements by reviewing the WARNO and
appropriate CONPLAN.

b.
Briefs staff on deployment mission.

c.
Provides planning guidance to staff and subordinate units.

d.
Directs verification of deployment mission.

e.
Directs OPLANs update.

f.
Directs MOBPLAN (RC) review.

g.
Directs subordinate units movement plans validation.

h.
Directs security plan implementation.

i.
Verifies readiness status.

' 2. XO coordinates staff planning.
a.
Implements commander's directives in staff planning and policy making.

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

c.
Monitors all staff actions for conformity to commander's guidance.

d.
Coordinates deployment mission with subordinate unit commanders..

e.
Consolidates input from staff sections for commander's briefing.

f.
Prepares commander's briefing.

g.
Identifies redeployment criteria.

3. Security, Plans and Ops analyzes mission.
a.
Identifies all specified and implied tasks in the WARNO.

b.
Identifies all documented policies and procedures.

5 - 202
DODDOA-008636
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
c.
Coordinates mission parameters and details with higher HQ.

d.
Coordinates with Personnel and Admin for personnel analysis of mission.

e.
Coordinates with HQ Co Supply and Support Operations for logistics and
movement analysis of mission.

f.
Verifies maps and overlays for current mission.

g.
Coordinates with Plans and Ops Branch to incorporate risk management
procedures into the OPLANs.

h.
Incorporates force protection measures into OPLANs.

i.
Briefs commander and staff on deployment mission.

4. Staff conducts readiness review of subordinate units.
a.
Performs personnel readiness review.

b.
Performs logistics readiness review.

c.
Performs OPSEC readiness review.

d.
Identifies readiness issues.

e.
Provides recommendations to improve readiness.

f.
Coordinates with supporting active duty readiness organization for support
(RC).

5. Security, Plans and Ops, along with the Plans and Ops Branch, validates
MOBPLAN (RC).

a.
Updates MOBPLAN with current mission information.

b.
Confirms annex information is correct.

c.
Coordinates with Support Operations and HQ Co Supply for review of
logistics portions of plan.

6. HQ Co Supply, along with Support Operations Trans Branch, validates
movement plan.

a.
Validates movement plans for all modes of transportation indicated in the
WARNO.

b.
Validates equipment status against MCSR.

c.
Validates AUEL of subordinate units against unit property books.

d.
Coordinates for Security, Plans and Ops Director review of subordinate unit
and higher HQ movement plans.

e.
Verifies logistics annexes of MOBPLAN (RC).

*
7. Staff officers supervise staff actions.

a.
Identify tasks that must be accomplished in order to deploy by reviewing the
movement directive, RSOP, movement plan/order, OPLAN/CONPLANs and
commander's guidance.

b.
Exchange pertinent information relevant to the deployment with the other
staff sections.

c.
Direct preparation of input to the Plans and Ops Branch 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 M TOTAL
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS "GO"
TRAINING STATUS "GO"/"NO-GO"
"*" indicates a leader task step.
5 - 203
DODDOA-008637
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE
5 - 204
DODDOA-008638
ELEMENTS: PERS & ADMIN DIR SCTY, PLANS & OPS DIR PLANS & OPNS BRANCH Command Section
TASK: Plan Command Redeployment (ASG) (63-6-4874.63-0161) (FM 100-17). (AR 220-10) (DOD 4500.32-R VOL 1) (DOD 4500.32-R, VOL 2).(FM 54-40) (FM 55-65)
ITERATION:. 1.2 3 4.
5.M.(Circle)
COMMANDER/LEADER ASSESSMENT: .T P U.(Circle)
CONDITIONS: The command receives a WARNO to deploy to home station. The command and subordinate units are located in the TAA. All personnel are present or accounted for, weapons and sensitive equipment have been secured, and inventories of vehicles, equipment and supplies have been conducted. Personnel and equipment status reports are being received from subordinate units. The command staff continuously receives messages from the appropriate higher HQ and subordinate units by radio, telephone, electronic means and courier. The readiness RSOP and deployment WARNO are available. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The Redeployment Movement Plan is completed JAW governing regulations and higher HQ directions.
TASK STEPS AND PERFORMANCE MEASURES GO NO-GO
*
1. Commander directs redeployment planning.

a.
Provides planning guidance to staff and subordinate units.

b.
Directs Plans and Ops to prepare OPORD.

c.
Directs Plans and Ops to validate subordinate units' Movement Plans.

d.
Directs Security, Plans and Ops and Plans and Ops to update Security
Plan.

e.
Directs Personnel and Admin Branch to verify SRP activities.

*
2. Staff officers analyze mission.

a.
Identify tasks in the WARNO.

b.
Identify documented policies and procedures.

c.
Coordinate mission parameters and details with higher HQ.

d.
Coordinate with the Personnel and Admin Branch for personnel analysis of
mission.

e.
Coordinate with the Support Operations for logistics and movement analysis
of mission.

f.
Prepare command OPORD.

g.
Verify redeployment maps and overlays.

h.
Brief commander on redeployment mission.

*
3. XO coordinates staff planning.

a.
Implements commander's directives in staff planning and policy making.

b.
Assigns staff responsibilities for updating redeployment plans.

c.
Monitors all staff actions for conformity to commander's guidance.

d.
Coordinates redeployment mission with subordinate unit commanders.

e.
Consolidates input from staff sections for commander's briefing.

4. Staff sections conduct readiness review of subordinate units.
a.
Performs personnel readiness review.

b.
Perform logistics readiness review.

5 - 205
DODDOA-008639
TASK STEPS AND PERFORMANCE MEASURES c. Perform OPSEC readiness review. d. Identify readiness issues. e. Make recommendations to bring unit to designated readiness level. GO NO-GO
5. HQ Co Supply, Security, Plans and Ops and Trans Branch validates deployment plans. a. Validates equipment status. b. Validates AUEL for subordinate units. c. Coordinates for Security, Plans and Ops review of subordinate units and battalion redeployment movement plans.
* 6. Staff officers supervise staff sections. a. Direct preparation of redeployment plans and orders. b. Direct preparation of draft input for commanders brief.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK ITERATION 1 2 3 4 5 TOTAL TASK STEPS EVALUATED TOTAL TASK STEPS "GO" TRAINING STATUS "GO"/"NO-GO" M TOTAL
"*" indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
OPFOR TASKS AND STANDARDS: NONE

5 - 206
CHAPTER 6
External Evaluation
6-1. INTRODUCTION. An external evaluation is conducted to evaluate the unit's ability to perform its critical wartime mission. This chapter is a guide for preparing an external evaluation. The unit may modify the evaluation, based on METT-TC and other considerations, as deemed appropriate by the commander. The unit will be evaluated using the standards from selected T&EOs found in Chapter 5 of this MTP. This evaluation will encompass the whole unit and should employ a realistic OPFOR and the use of MILES. At the completion of the evaluation, the unit commander should be able to identify the strengths and weaknesses of the unit. These strengths and weaknesses will form the basis for future training and resource allocation.
6-2. PREPARING THE EVALUATION. The commander must standardize evaluation procedures to accurately measure the unit's capabilities.
a..Preparing the Evaluation Instrument. Prepare the evaluation by developing a scenario containing the major missions and appropriate tasks. Compile the selected missions and tasks in the order they logically occur in the detailed scenario. Group the selected missions and tasks in parts for continuous operations. Parts can be interrupted at logical points to assess MILES casualties and conduct in-process AARs. The sample evaluation scenario in Table 6-1 contains missions, as well as the appropriate tasks necessary to develop the scenario and execute the evaluation. Selective tailoring is required, because it is not possible to evaluate every task. Figure 6-1 illustrates the general scenario of task performances in this exercise. The following procedures are suggested for developing the evaluation.
(1)
Identify the missions for evaluating each echelon or element, using Table 6-1. Record the selected missions in the Unit Proficiency Worksheet (UPW), Figure 6-2.

(2) List each mission on a Task Summary Sheet, Figure 6-3.

(3)
Select the tasks for the evaluation of every mission. List the selected tasks on the Task Summary Sheets, which are used for recording the results of the evaluation.

(4)
Compile the selected missions and tasks in the order they logically occur in the detailed scenario. Group the selected missions and tasks in parts for continuous operations, Table 6-1, Sample Evaluation Scenario. Parts can be interrupted at logical points to assess MILES casualties and conduct in-process AARs.

6-1
DODDOA-008641
•Perform Pre-deployment Activities

•Conduct Nontactical Road March

• Perform Debarkation
SP. RP.
Activities
HOME STATION
•Perform Embarkation Activitie

*Plan The Move

•Plan Occupation

Tactical

• Plan Mission Support

Road March

•Employ Active And Passive
Air Defense Measures

• Cross
Contaminated Area

Tactical
Road rch

• Occupy Site
• Sweep Area

,r

•React
To Air Attacks

*Employ NBC Def •Set Up Area
*Set Up Defense
*Support Division
Tactical Operations

•Respond
To Threat

NEW SITE
PFOR /
•Perform Pre-Redop

.
Activities


• Perform ADC Activities

•Conduct Nontactical
Road March

•Conduct Nontactical
Road March

• Perform Embarkation
Activities

•Perform Debarkation
Activities

Figure 6-1. Example Graphic Evaluation Scenario
6-2
DODDOA-008642
Unit Date
Section Section Section Section Unit Overall and
No. Unit Mission /Task
/Squad /Squad /Squad /Squad Remarks
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO
GO GO GO GO
NO GO NO GO NO GO NO GO

* If more space is required for remarks use the back side of this form
Figure 6-2. Example Unit Proficiency Worksheet
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TASK SUMMARY SHEET

MISSION:
TASK TITLES T&EO NUMBERS EVALUATION
GO.NO GO

Observer Controller's Signature: .
NOTE: A separate task summary sheet will be prepared for each mission evaluated. Observer Controller comments may be placed on an enclosure to each task summary sheet.
Figure 6-3. Example Task Summary Sheet
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Table 6-1. Headquarters, Area Support Group
evaluation scenario EVENT ACTION ESTIMATED TIME FRAME TIME
1. Admin preparation As required Prior to start
Part 1
2.
Deployment alert notification 10 min Day 1 0500

3.
Initiate recall plan 30 min 0530

4.
Establish the emergency operations center 2 hrs 0730

5.
*Operate the emergency operations center 10 hrs

6.
*Supervise CSG deployment activities 3 hrs

7.
Coordinate Soldier Readiness Program 3 hrs 1010 processing support

8.
Provide deployment personnel and 4 hrs 1410 administrative support

9.
Coordinate family assistance plan 2 hrs 1610

10.
Coordinate deployment training support 2 hrs 1810

1'1. Perform deployment intelligence support 2 hrs 2010 functions
12.
*Provide deployment logistics support 8 hrs

13.
Update movement plan/order 50 min 2100

14.
Coordinate rear detachment support 2 hrs 2300

15.
*Perform home station rear detachment 2 hrs

activities 16 AAR 1 hr 2400
Part 2
17. Coordinate relocation of subordinate 3 hrs Day 2 0600 elements
18. Supervise relocation of subordinate 4 hrs 1000 elements
19. AAR 1 hr 1100
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Table 6-1. Headquarters, Area Support Group evaluation scenario (continued) EVENT ACTION ESTIMATED TIME FRAME TIME
20.
Monitor advance/quartering party activities 4 hrs 1500

21.
Establish CSG command post (forward) 2 hrs 1700

22.
Coordinate onward movement 1 hr 1800

23.
Supervise road march 1 hr 1900

24.
Threat interdictions 40 min 1940

25.
Cross release points 10 min 1950

26 Supervise establishment of subordinate 3 hrs 2250 elements and CSG HQ
27. AAR 1 hr 2350
Part 3
28.
Conduct mission analysis 1 hr Day 3 0500

29.
Develop staff estimates 1 hr 0600

30.
Prepare operations order/plan and annexes 2 hrs 0800

31.
AAR 1 hrs 0900

32.
* Provide Corps-Level Logistics Support 10 'firs

33.
Threat interdictions 40 min 0940

34.
AAR 1 hr 1040

35.
Level II/III attacks 30 min 1110

36.
Defense responses 30 min 1140

37.
Damage assessment 2 hrs 1340

38.
Restoration of support 2 hrs 1540

39.
AAR 1 hr 1640

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Table 6-1. Headquarters, Area Support Group
evaluation scenario (continued)
EVENT ACTION ESTIMATED TIME FRAME
TIME

Part 4
40.
Receive warning order for redeployment 10 min DAY 4 0400

41.
Coordinate reconstitution for deployment 2 hrs 0600

42.
Prepare redeployment movement plan/order 1 hr 0700

43.
Supervise CSG redeployment activities 2 hrs 0900

44.
Provide redeployment support 2 hrs 1100

45.
Perform redeployment advance party 2 hrs 1300
activities

46.
Perform theater rear detachment activities 2 hrs 1500

47.
Coordinate home station activities 2 hrs 1700

48.
Final AAR 2 hrs 1900

Total Time: 96 hrs
*
Events occur simultaneously.

b.
Forecasting and Requisitioning Resources. Adequate training ammunition, equipment, and supplies must be forecasted and requisitioned. Support requirements must be coordinated consistent with the level of evaluation (section, staff element, etc.) being conducted. OPFOR players and controllers must also be identified early to support free play if required. Table 6-2 is a consolidated list of support requirements for this evaluation. It is based on experiences with the scenario in Table 6-1. The evaluating headquarters will prepare its own consolidated support requirements.

c.
Selecting and Preparing the Field Evaluation Site. Required size, type of terrain, OPFOR requirements, and administrative requirements are the basis for site selection. For this evaluation, an area of .meters X.meters is required. The OPFOR is positioned according to threat doctrine. The site must provide space for the administrative area required to support the evaluation.

d.
Planning Indirect Fire Simulation. Because it greatly influences the outcome of battles, reaction to indirect fire is an important consideration of the evaluation. Indirect fire simulation requires considerable planning to achieve realism.

(1).The fire control system outlined in TC 25-6 is a recommended method of simulating indirect fire. Due to the amount of required resources, this method may be difficult to support.
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(2).The commander may use the evaluation control headquarters method or the simulation without OPFOR method to evaluate the unit's ability to react to indirect fire. If the evaluation control headquarters method is used, the OPFOR will initiate a call for fire to the evaluation control headquarters that will simulate the tactical FDC. The control headquarters would then relay the delivery data to the OCs who would mark the impact of the round with artillery simulators and assess appropriate casualties. If an OPFOR is not used, the OC may ignite artillery simulators and observe the unit's reactions. The FM 25-series provide assessment and computation tables which may be used to determine casualties. Indirect fire simulation must be realistic and limited to what the unit could reasonably expect under combat conditions.
Table 6-2. Consolidated Support Requirements
CSG support requirements can be calculated by adding the sum of the requirements for each
subordinate STX and the requirements for the headquarters and headquarters company when these elements participate.
NOTE: The consolidated support requirements outlined are intended as suggestions only. Local policies or constraints may not allow for providing the items.
6-3. SELECTING THE OBSERVER CONTROLLERS.
a.
OCs must know the unit's missions, organization, equipment, and employment. They should be at least equal in rank to the unit commander and have successfully performed in that specific or similar command position.

b.
The following are minimum rank and experience requirements for the evaluators:

(1)
CSG OC will be an officer with CSG command/staff experience.

(2)
Group OC will be an officer with Group command experience.

(3)
Battalion OCs will be a officer with command experience.

(4) Recorder will be an officer or NCO at the evaluation control headquarters who receives "kill" information or results and time data from the OCs.
6-4. TRAINING THE OBSERVER CONTROLLERS. OCs standardize administration of the evaluation by understanding the following functional areas:
a.
Evaluation Design. Each part is designed to evaluate specific missions or tasks within the overall scenario. OCs must thoroughly understand the evaluation and correctly implement it.

b.
MILES. Each OC, regardless of position, must have full knowledge of the unit's weapons and vehicles and must also thoroughly understand the MILES system being used. The

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unit commander is responsible for ensuring that all MILES equipment is functional before each part of the scenario.
c..Evaluation Control System. This system ensures the evaluation is administered in a consistent and standardized manner and correct data is collected for the final evaluation. It includes the following elements:
(1) Rules of engagement.
(2) OC duties and responsibilities.
(3) Communication system.
(4) Evaluation data collection plan.

d..Safety. During any training event, all soldiers and leaders must be safety conscious. Evaluators must ensure all events are conducted within established safety constraints. Prior to the beginning of each event, all personnel will be briefed on specific safety measures to be taken during execution.
6-5. SELECTING AND TRAINING THE OPFOR. The selection and training of the OPFOR is crucial to the success of a standardized evaluation. The OPFOR provides one of the control measures that influence the conditions under which the evaluation is administered. The unit should face an opponent that realistically resembles the threat in strength, weapons, and skill.
a..Selection. Any qualified Skill Level 1 or 2 soldier can serve as OPFOR. Ideally, they should be a small cohesive unit under the control of their leader or commander.
b..Training. The OPFOR must understand the following six major areas:
(1)
Installation and operation of the MILES devices.

(2)
Rules of engagement.

(3)
Threat small unit tactics.

(4)
Training scenarios.

(5)
OPFOR weapons and equipment, if available.

(6)
Safety.

c..OPFOR Strength.
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(1)
Offense. Using MILES, the unit should outnumber the OPFOR three-to-one if an attack is to be successful. If the OPFOR is stronger than this ratio, only the most exceptional unit will be successful. They must be armed with weapons capable of defeating any of the unit's assets. As a general rule, the OPFOR should be strong enough to offer the unit a realistic challenge, but one that the unit can defeat when proper tactics are employed.

(2)
Defense. The OPFOR, at a minimum, should have a three-to-one ratio of superiority, because anything less will not effectively challenge the unit when defending. The OPFOR should have sufficient weapons and ammunition to conduct a successful attack. They must be more than merely a series of targets to be destroyed. The OPFOR should be allowed to plan their own attack for each mission and not be forced into a "canned" attack that all units will quickly defeat. Once the OPFOR establishes their plan, they must use the same plan for all other like units for that event in order to maintain the objectivity and standardization of the evaluation.

6-6. CONDUCTING THE EVALUATION. Evaluations are divided into three distinct segments. Each segment requires a different degree of preparation and coordination.
a..Pre-evaluation.
(1)
The senior OC and all other OCs must recon the evaluation area to know the unit's boundaries, disposition of the OPFOR, and the most likely avenues of approach throughout the field evaluation site's AO.

(2)
The unit must prepare an OPORD and FRAGO to control the exercise. An order is prepared for each mission in the evaluation scenario. These can be prepared by using the skeleton orders contained in the STXs and FTXs in Chapter 4.

(3)
Unit preparatory activities include installation and troubleshooting of MILES equipment, loading vehicles, conducting inspections, and performing other logistics and administrative actions as required.

(4)
The OPFOR is placed in position and briefed while the unit is conducting its preparatory activities.

(5)
The OCs should make an equipment function check following each unit move, after unit leaders have issued their instructions.

b..Evaluation. The senior evaluator controls the exercise and oversees the recording of mission performance. Evaluators resolve all conflicts and record all staff limitations as they arise. A debriefing should take place between modules to clear up any questions. Evaluators must remain neutral throughout the evaluation.
(1).The evaluation team controls the evaluation in two ways. First, the team uses measures established in both the movement order and in Paragraphs 3 and 5 in the OPORD and FRAGO. Second, the team controls the evaluation through the team commander (simulated by the senior OC for this evaluation) on the team net. The team does not control in the traditional sense; instead it accompanies the unit as observers. Only the senior OC has direct
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verbal contact with the unit commander. Other OCs do not speak to, aid, advise, point out positions, or in any way influence the unit's performance, except for a possible or actual safety issue or emergency. OCs are neutral throughout the evaluation.
(2).Once the senior OC issues the OPORD and movement order, the unit commander executes the events and actions prescribed in the first part of the evaluation scenario within the estimated time. From this point, all successive parts begin with a FRAGO.
(3).The senior OC can terminate any one of the parts of an exercise when the unit has completed all the events and actions in the segment or has suffered so many casualties or damage the part cannot be completed. The OC must record the reasons for the termination in the margin of the OC's Task Summary Sheets and report his action to the evaluation control headquarters. At this time, OCs must perform the following actions:
(a)
Inspect all MILES equipment, record "kill" codes, and reset equipment. Any damaged or inoperative MILES equipment is replaced.

(b)
Resolve all casualty data to determine the time, place, number, and cause of casualties. This information is reported to the recorder in the evaluation control headquarters.

(c)
Debrief the unit to resolve questions. Afterwards, the senior OC directs the unit to continue its mission after it receives a FRAGO or OPORD for the next part.

(4).The OCs should follow these guidelines:
(a) Report major "kills" (vehicles, groups).

(b)
Report major weapons fired. Together with reporting major kills, this is the best method for determining direct fire effectiveness. Both significant firings and hits are reported to the evaluation control headquarters.

(c) Enforce rules of engagement.

(d)
Observe critical tactical events of time. OCs must spot and record any action which might have an effect on later performance or mission outcome.

(e) Record travel routes and unit's location.

(f)
Inform OPFOR controllers of the unit's location, direction of travel, and intent. This is necessary to enable OPFOR actions to be controlled in accordance with the desired sequence of events.

(g)
Enforce safety.

(h)
Terminate mission, as appropriate.

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c..Post Evaluation. After the evaluation is terminated, the unit moves to an assembly area and performs the following functions:
(1)
The unit OC debriefs subordinate OCs and compiles all data (evaluator packets) for the evaluation.

(2) The unit OC must complete the task summary sheets.

(3)
The unit must turn in all completes OC packets (with the. OC scoring system) to control headquarters for recording and analysis.

(4)
The unit OC must conduct an AAR of the unit's performance.

(5)
Each element OC should conduct an AAR of his element's performance.

6-7. RECORDING EXTERNAL EVALUATION INFORMATION.
a..The evaluating headquarters develops the data recording instruments for the OCs. The Unit Data Sheet, Figure 6-4, documents demographic information that may reflect on a unit's performance. The Environmental Data Sheet, Figure 6-5, documents weather information in order to compare missions under differing environmental conditions. The Personnel and Equipment Loss Report, Figure 6-6, documents information that may affect the unit's degree of success during engagements with the OPFOR.
b..The senior OC has the overall responsibility for preparation of the external evaluation. This evaluation is based on his own findings and subordinate OCs' input. Subordinate OCs use the task evaluation criteria (T&EO from Chapter 5 and Task Summary Sheets, Figure 6-3) to determine overall proficiency in their particular areas. The senior OC compiles the external evaluation results as proscribed by the evaluating commander. Deviations from the task standard assessed by the unit OC may be addressed in the senior OC comments portion of the UPW.
(1)
Unit Data Sheet (Figure 6-4). This report records personnel and equipment status information.

(2)
Environmental Data Report (Figure 6-5). This report records information concerning weather and terrain conditions present during the evaluation period.

(3)
Personnel and Equipment Loss Report (Figure 6-6). This report records information concerning HQ, CSG personnel and equipment losses during OPFOR engagements.

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UNIT DATA SHEET — Page 1
1.
UNIT. DATE: DESIGNATION:

2.
UNIT LEADERS (CIRCLE MOST CORRECT ANSWER) POSITION RANK TIME IN UNIT (MONTHS) CDR COL 1 -3 4 -6 7-12 13 -18 OVER 19 XO LTC/MAJ 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 PERSONNEL AND ADMIN MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SECURITY, PLANS AND MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 OPS PLANS AND OPS BRANCH MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 LEGAL OFFICER MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SPT OPNS OFF LTC/MAJ 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 TRANS OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 MAINT MGMT OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 AMMO OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 CONTRACT MGMT OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 INFOR SYS TECH CWO/CW1 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 S&S OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SUPPLY MGMT OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SUBSISTENCE OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 PETROLEUM SUP OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 MAINT MGMT OFF MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 ARMT/CBT MGMT OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 AUTOMATION OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 HOST NAT SPT COORD MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 INTEL OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 SUP SYS TECH CWO/CW1 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 CMD FOOD SVC TECH CWO/W01 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 CHEM OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 CHAPLAIN MAJ/CPT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19 PLANS OFF CPT/LT 1 - 3 4 - 6 7 - 12 13 - 18 OVER 19

1 - 3 4 - 6 7-12 13 - 18 OVER19
1 1 -3 4 -6 7-12 13 -18 OVER19
1 - 3 4 - 6 7-12 13 - 18 OVER19

11-3 4-6 7-12 13 -18 OVER19
Figure 6-4. Example Unit Data Sheet
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DODDOA-008653

UNIT DATA SHEET — Page 2
3. UNIT STRENGTH (Excluding Leaders): . .
4. EQUIPMENT SHORTAGES (Major Items):

5. COMMENTS:
EVALUATOR SIGNATURE:
Figure 6-4. Example Unit Data Sheet (continued)
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ARTEP-63-622-MTP
ENVIRONMENTAL DATA SHEET EXERCISE NUMBER AND DESCRIPTION: DATE/TIME EXERCISE STARTED: DATE/TIME EXERCISE ENDED:
1. WEATHER CONDITIONS: (Circle appropriate description)
CLEAR.PARTLY CLOUDY.HAZY.RAINING.SNOWING.FOG
OTHER:
TEMPERATURE:

2.
GROUND CONDITIONS: (Circle appropriate description)

DRY. WET. ICE SNOW OTHER:

3.
LIGHT CONDITIONS: (Circle appropriate description) DAY.NIGHT

MOON PHASE:.1/4.1/2. 3/4 FULL
AVERAGE RANGE OF VISIBILITY DUE TO LIGHT: 4. TERRAIN: (Circle appropriate description) FLAT.ROLLING.MOUNTAINOUS.JUNGLE.DESERT URBAN.ARCTIC
OTHER:
TOP SOIL:.SANDY.ROCKY.CLAY OTHER:
AVERAGE RANGE OF VISIBILITY DUE TO TERRAIN:
5. REMARKS:

Figure 6-5. Example Environmental Data Sheet
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PERSONNEL AND EQUIPMENT LOSS REPORT
MISSION DATE/ FRIENDLY ENEMY FRIENDLY -.ENEMY
TITLE OR TIME OF KIA/WIA KIA/WIA VEHICLES VEHICLES
TASK # ENEMY DESTROYED DESTROYED
CONTACT

COMMENTS:
Figure 6-6. Example Personnel and Equipment Loss Report
6-16 6-8. CONDUCTING THE AFTER ACTION REVIEW.
a.
General. AARs should be planned at logical intervals during the exercise. Identifying performance deficiencies while still fresh, getting everyone involved, and preventing the reinforcement of bad habits are critical to improved performance. On-the-spot evaluations and corrections should also be emphasized.

b.
Feedback. Because all members of the unit participate in an AAR, each member becomes a source of feedback. This provides a richer "database" for key points. The AAR leader draws information from each member becomes an important part of the discussion. This information is the basis for discussing alternate courses of action.

c.
Preparing the After Action Review. AAR preparation involves five steps:

(1).Review training orders and objectives. Training objectives are the focus of the discussion of exercise results. The FRAGOs and OPORDs included in the exercise design implement these objectives. The OCs should be familiar with the objectives, FRAGOs, and OPORDs so they can note orders given by leaders of the evaluated unit and its subordinate elements that either implement these objectives or deviate from them.
(2).Observe the exercise. This is an active process. The emphasis is on noting those actions that make the difference between the unit's success or failure. OCs do not need to remain close to the unit leader, since more can be seen from high ground near the lead element's location or along the unit's route of march. Because unit orders identify important activities and checkpoints, OCs must be present when the commander issues the order. OCs should position themselves where they can best observe anticipated critical events. Examples of critical events include:
(a) Conducting a road march.
(b) Crossing a radiological contaminated area.
(c) Performing unit supply operations.
(d) Responding to an NBC attack.

(3).Select the site and assemble the participants. After the exercise, select a site for the AAR. If possible, hold the AAR where the majority of action occurred, where most of the critical events took place (normally where the OPFOR was positioned), or where the terrain can be observed. Usually, the OPFOR or unit objectives are suitable for assembling the players and conducting AARs.
(4).Debrief the OCs. While the units are moving to the selected site, the OCs should be debriefed. The senior OC must have a complete understanding of what happened in the exercise. The fourth step in AAR preparation is to obtain a detailed description of the exercise's events in the order in which they occurred.
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(5).Review the events. After the senior OC has a sound understanding of what happened during the exercise, he reviews and ranks the events in terms of their relevance to the training objectives and their contributions to the exercise outcome. He selects as many events as can be covered in detail during the time allowed for the AAR and places them in chronological order.
d..Conducting the After Action Review. Conducting the AAR requires five steps:
(1)
Organize the participants. When the senior OC and AAR leader assembles the participants, he groups them according to their organization in the exercise. Each subordinate element's OC is responsible for the element he observed.

(2)
State the training objectives. The AAR leader makes a brief statement of the training objectives for the exercise. These are described as specifically as possible. He states any additional teaching points he intends to cover during the AAR. These should be limited to three or four key points in order to keep the AAR focused and prevent it from becoming excessively long.

(3)
Lead the discussion. The AAR leader guides the discussion of events in their order of occurrence. Diagrams help players visualize the exercise development. The AAR leader starts by sketching the main terrain features and, as the AAR proceeds, have the participants draw routes of advance, objectives, and locations of engagements. Each event is discussed in detail to make teaching points about the unit's performance during the event. The AAR leader should:

(a)
Avoid giving a critique or lecture.

(b)
Guide the discussion by asking leading questions.

(c)
Suggest the players describe what occurred in their own terms.

(d)
Suggest the players discuss not only what happened, but also how it happened, and how it could be done better.

explicit. (e) Focus the discussion to ensure important tactical lessons are made
(f) Relate events to subsequent results.
training objectives. (g) Avoid detailed examination of events not directly related to major
(h) Encourage the participants to use diagrams to illustrate teaching

points and to show routes, phase lines, and objectives.
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(i) Prohibit players from offering self-serving excuses for inappropriate tactical actions.
(4).Review the sequence of events associated with the hazards of the risk assessment made prior to the exercise. Ask the following questions:
(a) Were effective controls put in place to avoid accidents?
(b) Was training realism reduced through artificial control measures?
(c) Were all participants aware of hazards down to the lowest level?
done to overcome it? (d) Did any hazard present itself that was not identified, and what was
(e) Were there incidents of fratricide or near fratricide, and how can

they be avoided in the future?
(5).Summarize key points. The AAR leader briefly summarizes teaching points in terms of training objectives covered in the AAR. After the summary, he can have a private conversation with the unit commander regarding his strengths and weaknesses, and what he can do to improve his performance and that of his unit. A good AAR leader:
(a)
Maintains order and discipline.

(b)
Reviews the training objectives.

(c)
Addresses important events as they occurred and how the unit could have done them better. During the discussion, the leader avoids a detailed examination of events not directly related to the training objective.

(d)
Traces the chain .of events so all participants understand the results of mistakes. One mistake is often the partial cause of another.

(e)
Clearly relates tactical events to teaching points.

(f)
Involves participants in the discussion.

(g)
Clearly and concisely summarizes the key teaching points and provides new training objectives.

(h)
Reinforces points by using sketches, diagrams, or terrain models in the AAR.

e..Reference Materials. Reference materials for conducting an AAR are TC 25-6, TC 25-20, and FM 25-101.
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Appendix A
Combined Arms Training Strategy
A-1. PURPOSE. This appendix provides, as part of the CATS, the Combined Arms Command's (CAC) recommended strategy for training a unit. This appendix has three parts. The first part describes CATS and explains how CATS fits into the training planning process as described in FM 25-101. The second part explains how to read the strategies, and the third part explains how to integrate CATS into the long-range and near-term planning process.
Section I. CATS AND THE TRAINING PLANNING PROCESS
A-2. TRAINING PLANNING PROCESS. FM 25-101 describes a three-step process, based on the unit METL and ending in training execution. Figure A-1 is a graphic representation of the process. CATS does not replace this process. It is a training tool that enhances the commander's ability to use the training planning process to manage his training and optimize the use of scarce training resources. CATS unit strategies describe recommended training events and the event frequency. Units may train all or some of these events. A unit's training frequency may or may not match that in the CATS strategy. Whatever a unit's training requirements, CATS provides a framework for use in making decisions on the training to be conducted. The training strategy outlined in CATS is designed to help commanders at all levels develop and execute a more efficient training program. Any given strategy addresses all units Army-wide of the same TOE. The specific makeup of the unit's training program is dependent upon its METL, guidance from higher headquarters, and the resources available at the installation or training environment. CATS unit strategies are descriptive in nature and intended for use as a guide for commanders..•
A-3. CATS. CATS is the Army's training strategy that integrates combined arms training for heavy, light, and special operations forces, the active and reserve components, in the unit and institution environments. It provides an azimuth to guide Army training and identifies the resources required to support that training. It enables the Army to identify, manage, and program the acquisition of training resources. CATS evolved from the need for more efficient training based on expected resource constraints. At US Army level, CATS gives the rationale for acquiring training resources through the development of unit and institutional training strategies. The strategies provide recommended training frequencies and identify the training resources needed to support the strategy.
A-1
COMMANDER'S TRAINING
METL ASSESSMENT
GUIDANCE PLANS
Basis for
TRAINING EXECUTION
Figure A-1. Training Planning Process
A-4. TERMS. The information in this paragraph explains the terms listed in Figure A­
1. For information on the training planning process, see FM 25-101.
a.
The METL is an unconstrained, unprioritized statement of the tasks required to complete the wartime mission. It is the source of training planning activities.

b.
Assessment is the beginning of the training planning process. It is the commander's evaluation of the units training level based on the METL.

c.
Commander's Guidance consists of long-range planning calendars and Command Training Guidance (CTG) issued to the battalion from the division. It serves to focus the training efforts of the battalion in accordance with the division commander's priorities. The battalion in turn issues CTG for its subordinate companies.

d.
Training Plans are a collection of schedules and other supporting documents which carry out the commander's guidance.

e.
Training Execution is the actual performance of the training scheduled in the training plans portion of the training planning process.

-
A5. APPLYING CATS. The information in this paragraph explains how to apply
CATS to the training planning process. Figure A-2 is a graphic representation of the process.
A-2
DODDOA-008661
METL

Applied
COMMANDER'S TRAINING
ASSESSMENT — CATS
GUIDANCE PLANS
to
Basis for
TRAINING EXECUTION
Figure A-2. Training Planning Process
a..The commander determines the exact events and tasks to be trained based on his METL and guidance from higher headquarters.
(1)
The unit trains tasks during events established in FM 25-100, FM 25-101, and CATS.

(2)
The unit trains its METL by training soldiers, and their appropriate sections, in their wartime tasks. The unit applies CATS to its training plans by applying the training events, frequencies, and critical gates contained in strategies to the CTG in developing training plans. The commander and training officer/NCO uses the critical gates identified in the strategies to ensure basic tasks are trained prior to moving on to training more complex or resource intensive tasks. The performance of training gate tasks are always evaluated by the commander and serve as the basis of additional training efforts. For example, a TEWT should be used to train METL tasks prior to conducting a complex and resource intensive event like a CFX.

(3)
Training Aids, Devices, Simulators and Simulations (TADSS) based training uses a mix of TADSS and live fire/field training. The strategies show those TADSS within the Army's system or year projected for fielding. The TADSS may not be available at the installation or training environment.

b..The strategies can be viewed as training plans for generic type units. By inserting extra steps into the training process, commanders evaluate and apply the components of their CATS strategies to their particular training programs and environments. The optimal frequencies identified in the strategies may have to be adjusted depending upon the unit's training status or its resourcing.
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Section II. STRATEGY ORGANIZATION AND INTERPRETATION
A-6. UNIT TRAINING STRATEGIES..This paragraph explains the strategy organization and explains how to use it. The unit training portion of CATS is a series of separately generated training strategies. These strategies describe the events, frequencies, and resources recommended to train to standard. As part of the unit training strategy development process, TRADOC established a standard format to depict unit training strategies. The unit training strategy is a descriptive strategy for training and sustaining soldier and collective task proficiency. The tasks to be trained at a particular unit will be based on the unit's METL. The unit strategy in this appendix covers all CSS units. The unit training strategies have three major components --Maneuver, Gunnery, and Soldier.
a.
The Maneuver strategy is descriptive. It provides recommended training frequencies for collective training events in a unit. The events come from FM 25-100, 25-101, or the glossary of this MTP. The Maneuver strategy helps a unit maintain MTP standards and depicts the resources required to support training events.

b.
The Gunnery Component has individual/crew served weapons strategies that the Infantry school developed. These strategies can also be found in DA Pam 350­38 and DA Pam 350-39, or appropriate weapons FMs.

c.
The Soldier Component is a descriptive strategy for training individual soldier skills. It lists the resources required to support soldier training, and links with and supports a collective training strategy.

A-7. ELEMENTS OF THE UNIT STRATEGIES. The unit training strategies are in matrix formats. The matrix lists the unit size levels, training events or training exercises, training event frequencies for both active and reserve components, critical gates, and
training resources.
a.
Training levels are units, training elements, or echelons (such as individual through corps) that execute specific training events.

b.
Training events are types of collective training exercises identified in FM 25-101 or the glossary of this MTP. Training events identify the recommended exercises units should conduct to train to MTP standard. Units normally conduct events in a progressive and sequential manner. For example, a TEWT should be conducted before conducting a CFX. A CPX should be conducted before conducting an FTX.

c.
Training event frequencies are the suggested number of times that an event should be trained during a training cycle to attain or maintain MTP standards. AC units use an annual cycle. RC unit's conduct training on a 4-year cycle.

A-4
DODDOA-008663
d.
A critical gate is a training event that must be completed and evaluated before moving onto a more complex, resource intensive or hazardous event. MACOM or field commanders may direct performance of critical gate training tasks to an established standard prior to performing more complex or resource intensive tasks.

e.
The unit training strategies identify the resources that will be used to support each training event. These resources are:


OPTEMPO


Ammunition


TADSS


Training Land


Training Ranges

The resources listed in the strategies represent those that are available now.
(1)
OPTEMPO figures reflect the annual operating miles/hours for the base vehicle for a particular unit, per event. The OPTEMPO figures come from the Battalion Level Training Model (BLTM). When no BLTM was available, the proponents developed an estimated OPTEMPO required to support all the annual iterations of that training event.

(2)
Ammunition figures reflect the ammunition required to support training events and come from DA Pam 350-38. The maneuver/collective strategies reflect blank ammunition requirements. Live ammunition appears on the Gunnery strategies. Pyrotechnics appear on the maneuver/collective component.

(3)
TADSS are training aids, devices, simulators, and simulations that support specific training events. TADSS listed are those in the system and non-system TADSS that are fielded. For example, Battalion and BBS is identified as a primary TADSS to support battalion staff and headquarters unit/detachment's CPX training.

(4)
Training Land is a resource category that will list the recommended training land in kilometers by event to conduct maneuver training. The reference is TC 25-1. A particular unit will determine the actual amount of training land needed by METT-TC and the characteristics or condition of the training land available to the unit.

(5)
Training Range is a resource requirement that supports weapons training events. The information comes from TC 25-8.

A-8. GUIDE TO THE UNIT STRATEGIES. This paragraph provides a guide to reading the collective, gunnery, and soldier components. Generally, the leader using
A-5
the matrices for planning will have a METL (or other list of critical tasks in which his unit must be proficient) and will be looking for guidance about appropriate training methods. The key to using CATS for unit training management is understanding the strategy and its various components. The strategy is organized by functional area and echelon to be trained. It has eight interactive components, expressed as columns in a matrix format. An example matrix for one mission/task is at Table A-1. The columns provide the following information:

Column One records the mission and supporting tasks requiring training. The entries in Column One consist of the appropriate MTP missions and tasks.


Column Two shows the desired frequency of and interval between repetitions of the task(s). Both the unit's personnel turnover rate and the rate of progress need to be considered in determining how frequently to train.


Column Three lists alternative "training means"--combinations of events and media (live or simulation)--that might be selected to train this mission/task. Commanders must select an appropriate means for each training event conducted.


Column Four lists the estimated duration of each means (determined by the event more than by the medium). Commanders need to ensure adequate time is available for each task.


Column Five shows a means quality rating, related to the cost and realism of the event/medium. When choosing events and media, the resource costs of different training media must be balanced against the needs for realism and repetition. Generally, as the unit becomes more proficient, realism should increase.

-An "A" level means is identified as a CTC deployment and training activity.
-A "B" level means is described as a well assigned home station training exercise.
-A "C" level means is described as a partial task training exercise.
-A "D" level means is described as a subtask training exercise.

Column Six identifies the training unit/audience for the event. .The information in this column is drawn from the appropriate MTP.


Column Seven gives the prerequisite training (training "gates") that should be attained by the members of the training audience prior to the execution of the means in Column 3. If the training audience has not attained the specified level of proficiency, the means cannot achieve the quality indicated in Column 5.


Column Eight provides a place to record detailed comments concerning the purpose and desired outcome of each event along with other remarks or guidance.

A-6
DODDOA-008665
A-7
DODDOA-008666
ARTEP 63-622-MTP
Table A-1. Example CATSTaskMatrix
Column 1 Column Column 3 Column 4 Column 5
9utun io3
Column 7 Column 8
2
Remarks: Includes purpose of event; outcome being
Nsei
.....
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D c.)
a) c
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I
I fit
-° C
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...,...=
w0
cr, 1
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0 CD "0
W W 2 w 2
CT 112 0
U.. c
supported; comments about Prerequisite execution of the event/ Trainina Gates constraints Dosed by TADSS/et
PURPOSE: To verify recall rosters and procedures.
To train unit on recall
procedures:
Perform Deployment
Alert Activities
63-2-8001

c
0
71
CO
0
0 .C-
cv
,.0.0
E.--
X
1--.c c t CO 0. 0 € (1)
0 .Z w
a).-6
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0 2
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c CL 0V.1
0 0
__..... —.....c
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(I) o .'5
i--.C.El...).crs.c.)
OUTCOME: To maintain the
ability to rapidly alert, assemble,
prepare, deploy, marshal, and
out-load on any mode of
transportation, all TOE
equipment and personnel with minimum outside assistance. REMAR KS: None.
DODDOA-008667

Section III. INTEGRATION OF CATS IN THE PLANNING PROCESS
A-9. INTEGRATING CATS. This portion of the appendix explains how to integrate CATS into the planning process. It focuses on long range planning conducted at brigade and above. To understand how CATS fits into this process, a brief summary of Chapter 3, (Planning) from FM 25-101 is provided.
A-10. THE PLANNING PROCESS.
a..Long Range Planning.
(1) Assessment. Assessment is the start of the long range planning process. Using their evaluations, the input of subordinate leaders, and the results of training evaluations, commanders assess their unit's training level on METL tasks. The assessment serves as the basis for the commander's training strategy for sustainment and improvement training. Commanders at all levels do this assessment function. An integral part of the assessment is the identification of required training resources and shortfalls. The commander also must synchronize the actions of supporting units and agencies to ensure proper training execution.
(2) In creating their training strategy, commanders ensure training:

Is METL focused.


Incorporates combined arms.


Identifies who, when, and where to train.


Has a logical sequence of execution.


Identifies the type of exercise to be trained.


Determines the frequencies of a given task.


Coordinates all events.


Matches resources to requirements.

The strategy that meets these requirements results in the commander's training guidance.
(3).Senior commanders (brigade and above) provide subordinate commanders with long range training calendars, the commander's training guidance, resources to train, and protection from training distorters. Commanders often provide recommended training events frequency.
A-9
DODDOA-008668
b..Short-Range Planning. The short range planning process refines the guidance that results from the long range planning process. Subordinate commanders use this guidance to create their training calendars. Guidance on the short-range training process can be found in the CATS appendix in the unit's MTP.
A-11. CATS AND THE PLANNING PROCESS. CATS serve the unit commander as a training management and training resource identification tool. As a training management tool, it allows the unit commander to more efficiently manage his training program, with limited resource availability. As a training resource identification tool, it identifies the resources within the Army's inventory to conduct training. The availability
of those resources will vary, depending on location.
a..Long-Range Planning.
(1)
Assessment.

(2)
The CATS strategy:


Is METL focused.


Incorporates combined arms.


Identifies who, when, and where to train.


Has a logical sequence of execution.


Identifies the type of exercise to be trained.


Determines the frequencies of a given task.


Coordinates all events.


Matches resources to requirements.

(3)
CATS provide a convenient vehicle for the transmission of the commander's training guidance. It serves as the basis for the long-range calendar and provides subordinate commanders with recommended frequencies of training events.

(4)
Execution. The following example shows how CATS could fit into the long range planning process.

b..The Unit Maneuver Training Strategy lists the recommended frequencies for required annual training events. In particular, for the STX it lists 10 iterations. The optimal training frequency is for the unit staff to train the event 10 times in a given year,
A-10
1 STX per month for 10 months. The frequencies listed in CATS would be trained as follows:

2 events per year - semi-annual training


4 events per year - quarterly training


6 events per year - bimonthly training

c.
Naturally, the training year may not support such a neat breakdown of training events. CATS provide the flexibility to adjust the events to meet each unit's specific requirements. A key point here is the idea of critical gates. As one can see, STX is a critical gate for FTX. Every task that is a critical gate should be conducted before conducting the more complex task. Gates serve to ensure basic tasks essential to the successful performance of complex tasks are trained and evaluated prior to the performance of complex tasks. Critical gates may also serve as a type of preview or "rehearsal" for a follow-on training event.

d.
Assume the commander has identified platoon leadership as a particular weakness in the unit. The commander decides he wants to run platoon STX exercises twice a month to train the platoon/section/crew/squad leadership elements.

e.
Using this guidance, simply go to the unit strategy and substitute 24 for

12. If the frequencies for the other events are acceptable, the unit now has a coupled commander's strategy. In this manner a CATS base strategy is tailored to meet a commander's assessment and training needs.
f. Short Range Planning. The application of CATS Battalion Staff and headquarters unit's unit training strategies to battalion short range planning and the battalion quarterly training calendar is seen as follows:
Recommended Unit Calendar Using CATS Maneuver Strategy.
1st Month
.
Week 1 Drill Training (1)
.
Week 2 Cell/Staff/Section Training (1)
.
Week 3 Cell/Staff/Section Training (1)
.
Week 4 STX (2)
A-11
DODDOA-008670
NOTES:
1.
The collective tasks trained during the weekly Cell/Staff/Section training periods support unit METL tasks and are trained according to the commander's assessment and his priorities outlined in the CTG. Soldier training tasks trained during this month are soldier/leader supporting performance of the collective tasks to be trained during the weekly staff training sessions or the monthly STX.

2.
Performance of the STX substitutes for Cell/Staff/Section Training in week four (4).

2nd Month
Week 1 Cell/Staff/Section Training (1)
Week 2 Cell/Staff/Section Training (1)
Week 3 TOCEX (2)
Week 4 Cell/Staff/Section Training (1)
Notes:

1.
Training during these weekly periods concentrates on staff METL tasks identified as priority in the CTG. Training time here could also be spent training tasks evaluated as NO GO during the 1st month's training periods. Logistics Coordination Exercises (LCXs) and Maneuver Coordination Exercises (MCXs) can also be used to enhance staff coordination.

2.
Performance of the Tactical Operations Center Exercise (TOCEX) substitutes for performance of the monthly STAFFEX. Commanders may have to modify or extend the training period of the TOCEX to include training tasks that would have been normally performed in the STAFFEX.

3.
Tasks trained here can be tasks rated as NO GO during the previous week's TOCEX.

3rd Month
Week 1 Cell/Staff/Section Training (1)
Week 2 TEWT (1)
Week 3 CeIVStaff/Section Training (1)
Week 4 CPX (2)

Notes:
A-12
DODDOA-008671
1.
This TEWT substitutes for performance of the Call/Staff/Section training that would normally be performed this week. Ideally, the TEWT's discussion points and learning objectives would be developed to support/reinforce collective tasks trained in the previous month's Cell/Staff/Section, STAFFEX, or . TOCEX training periods. The commander may also structure the TEWT to train staff coordination and integration tasks as key for the upcoming CPX.

2.
Substitutes for performance of the STAFFEX normally performed during the month.

As seen in the above, the commander structures his training program using recommended CATS training events, frequencies, and critical gates to support METL training. Weekly or monthly training events can be conducted independently or integrated into other collective training exercises.
In scheduling training, the commander should take maximum advantage of
higher headquarters directed events to accomplish recommended CATS training
events.
g..Horizontal and Vertical Integration. In executing this training strategy, the commander vertically integrates his training requirements with the battalion's/group's training requirements. Additionally, the unit's training strategy is horizontally integrated with other companies in the battalion to ensure combined arms training is effected.
A-13
DODDOA-008672
ARTEP 63-622-30-MTP
APPENDIX B
ARMY UNIVERSAL TASK LIST
The Army is in the process of developing an Army Universal Task List (AUTL). AUTL tasks are currently being incorporated into collective training products such as mission training plans (MTPs). These tasks will be listed in FM 7-15, The Army Universal Task
List.
The AUTL is a tactical task list that supplements the Universal Joint Task List (UJTL), The UJTL covers all U.S. military services and provides a common language and
reference system for various users to include joint force commanders, strategic and operational planners, combat developers, combat support personnel, and trainers. The AUTL is a comprehensive listing of Army tactical-level tasks and functions that complements the UJTL by providing tactical-level Army-specific tasks (ARTs).
The AUTL provides a common language and reference system for doctrine, combat, and training developers. The link between planners and trainers will help ensure that forces train the way they will fight. The AUTL also provides a basis for establishing unit­specific Army training and evaluation program mission training plans (MTPs). The AUTL's linkage to the UJTL at the operational and strategic level aids analysts and planners in understanding and integrating joint operations.
The six UJTL tactical task areas do not reflect how the Army has traditionally organized its physical means (soldiers, organizations, and equipment) to accomplish tactical missions. The Army organizes ARTs under the seven battlefield operating systems (BOSs) instead. A battlefield operating system does not represent an Army branch or proponent. Any Army organization, regardless of branch or echelon, performs tasks related to one or more of the BOS. The figure below illustrates the linkages between the seven BOS and the six UJTL tactical task areas.
B-1
DODDOA-008673
ARTEP 63-622-30-MTP
CJCSM 3500.04B UJTL TACTICAL
AUTL BOS
TASK AREA
ART 11.0-Intelligence BOS Deploy/Conduct Maneuver
ART 2.0-Maneuver
ART 2.0-Maneuver BOS ART 5.14Nobility
ordwrip. ART 52-Countannobility
Develop Intelligence
ART 3.0-Fire Support BOS
*"'""111.* ART 1.0-IntsIlipense

Employ FirepowerART 4.0-Air Defense SOS
ART 3.0-Fire Support
Perform CSS & Sustainment ART 6.0-MICMIS SOS
ART $,0-Cbt Service Support

Exercise C2
ART 6.0-CSS SOS ART 7.0-Command and Control
Protect the Force
.101 ART 4.0-Air Osfense
ART 7.0-C2 SOS .
ART 5.3-Survival oldy

Universal Joint Task List (UJTL) Tactical Tasks
1.
Deploy/Conduct Maneuver. The deploy/conduct maneuver task area is the movement of combat forces to achieve a position of advantage with respect to enemy forces. This task area includes the employment of forces on the battlefield in combination with direct fire or fire potential. Indirect fires are included under the "Employ Fires" task area. It also includes the conduct of tactical movement of all types of units, mobility operations, counter-mobility operations, and tactical actions associated with force protection.

2.
Develop Intelligence. The develop intelligence task area is the activity to generate knowledge of and products portraying the enemy and environment features required by a commander in planning and conducting operations. It is derived from an analysis of information on the enemy's capabilities, intentions, vulnerabilities, and the environment. This includes the development of tactical intelligence requirements, the planning of collection activities, the collection of relevant information, the processing of that information to include the development of targeting information, and the preparation and dissemination of intelligence.

3.
Employ Fires. The employ fires task area encompasses the collective and coordinated use of target-acquisition data, indirect-fire weapons, fixed-wing aircraft, offensive information operations, and other lethal and non-lethal means against targets located throughout an area of operations. The essential features of the employ fires task area are the acquiring and processing of tactical targets and the employment of fire support. Note: The acquisition and attack of aerial targets are addressed in "Protect the Force" task area.

B-2

DODDOA-008674

GLOSSARY

Section I Abbreviations A/SPOE. aeriaVsea port of embarkation AA (1). avenues of approach AA (2). assembly area AAR. after action review ABCS. Army Battle Command System AC. Active Component ACofS. assistant chief of staff ACS. Army Community Service ADA. Air Defense Artillery ADACG. arrivaVdeparture airfield control group ADC. area damage control AER. Army Emergency Relief AG. Adjutant General/Adjutant General Corps ALOC. air line of communications AO. area of operations AOC. area of concentration APOD. aerial port of debarkation APOE. aerial port of embarkation ARC. accounting requirements code ARTEP. Army Training and Evaluation Program ASG. area support group
Glossary - 1
DODDOA-008676
ASL. authorized stockage list
ASP. ammunition supply point
ATMCT. air terminal movement control team
ATP. ammunition transfer point

AUEL. automated unit equipment list
BBM. BFACS. C2. CONOPS. CONOPS (1).CONPLAN. CP.
blocking and bracing material
Battlefield Functional Area Control System
command and control
Continuity of Operations
Contingency Operations
contingency plan
command post
DACG. departure airfield control group
DEL.
DOL.
EPW.
ETA. FAD (1). INTSUM. ITO. MHE.
deployment equipment list Director of Logistics enemy prisoner of war estimated time of arrival force activity designator intelligence summary installation transportation officer materials handling equipment
MOPP. mission oriented protective posture MTMC. Military Traffic Management Command
Glossary - 2
DODDOA-008677
NBC. nuclear, biological, and chemical OPLAN. operations plan PIR. priority intelligence requirement PMCT. port movement control team PSA. port support activity RAA. redeployment assembly area RAOC. rear area operations center SCPE. simplified collective protection equipment SJA. Staff Judge Advocate SOI. signal operating instructions SPO. security, plans, and operations SPOD. seaport of debarkation SPOE. seaport of embarkation SRP (1). soldier readiness processing TMCA. theater movement control agency TSOP. tactical standing operating procedure UIC. unit identification code UMD. unit movement data UMO. unit movement officer USCS. United States Customs Service
Glossary - 3
DODDOA-008678
REFERENCES
Required Publications

Required publications are sources that users must read in order to understand or to comply with this publication.
Army Regulations
AR 215-1
AR 220-1
AR 220-10
AR 25-1 AR 25-400-2 AR 27-1 AR 27-10 AR 27-3
AR 350-1 AR 380-19 AR 380-19-1 AR 380-40 AR 380-5 AR 385-10 AR 530-1
AR 600-8-1 AR 600-8-104 AR 600-8-19
Morale, Welfare, and Recreation Activities and Non-appropriated Fund Instrumentalities (This Item is Included on EM 0001) 25 October 1998
Unit Status Reporting (This Item is Included on EM 0001) 1
September 1997 Preparation for Oversea Movement of Units (POM) 15 June 1973
The Army Information Resources Management Program 15
January 2000 The Modern Army Record Keeping System (MARKS) (This Item is Included on EM 0001) 1 October 2000
Legal Services: Judge Advocate Legal Services 3 February
1995 Legal Services: Military Justice (This Item is Included on EM 0001) 24 June 1996
The Army Legal Assistance Program 30 September 1992
Army Training (This Item is Included on EM 0001) 1 August 1981 Information Systems Security (This Item is Included on EM
0001) 27 February 1998
(C)
Control of Compromising Emanations (U) 17 September 1990

(0)
Policy for Safeguarding and Controlling Communications

Security (COMSEC) Material (U) 30 June 2000 Department of the Army Information Security Program (This Item is Included on EM 0001) 29 September 2000
The Army Safety Program (This item is included on EM 0001) 23 May 1988
Operations Security (OPSEC) 3 March 1995 Army Casualty Operations/Assistance/Insurance 20 October 1994
Military Personnel Information Management/Records 27
April 1992 Enlisted Promotions and Reductions (This Item is Included on EM 0001) 2 October 2000
References - 1
AR 600-8-22.Military Awards (This Item is Included on EM 0001) 25 February 1995 AR 608-1.Army Community Service Program (This Item is Included on EM 0001) 1 October 1999 AR 608-18.The Army Family Advocacy Program (This Item is Included on EM 0001) 1 September 1995 AR 614-185.Requisitions and Assignment Instructions for Officers 15 March 1983 AR 614-200.Enlisted Assignments and Utilization Management (This Item is Included on EM 0001) 31 October 1997 AR 638-2.Care and Disposition of Remains and Disposition of Personal Effects 22 December 2000
AR 700-93.Processing and Shipping DOD Sponsored Retrograde Materiel Destined for Shipment to the United States, its Territories, Trusts, and Possessions 15 May 1980
AR 710-2.Inventory Management Supply Policy Below the Wholesale Level (This Item is on EM 0001) 31 October 1997 AR 725-50.Requisition, Receipt, and Issue System (This Item is Included on EM 0001) 15 November 1995
AR 750-1.Army Materiel Maintenance Policy and Retail Maintenance Operations (This Item is Included on EM 0001) 1 August 1994
Department of Army Pamphlets
DA PAM 710-2-2.Supply Support Activity Supply System: Manual Procedures (This Item is on EM 0001) 30 September 1998
Department of Defense Publications
DOD 4500.32-R VOL 1.Military Standard Transportation and Movement Procedures (Reprinted W/Basic Inc! C1-5) 15 March 1987
DOD 4500.32-R, VOL 2 Military Standard Transportation and Movement Procedures (MILSTAMP): Transportation Account Codes (TAGS) (Reprinted W/Basic Inc! C1-2) 15 February 1987
Field Manuals
FM 34-1 Intelligence and Electronic Warfare Operations 27 September 1994 FM 100-10 Combat Service Support 3 October 1995 FM 100-10-2 Contracting Support on the Battlefield 4 August 1999 FM 100-14 Risk Management 23 April 1998 FM 100-15 Corps Operations 29 October 1996 FM 100-17 Mobilization, Deployment, Redeployment, Demobilization 28 October 1992
References - 2
DODD0A-008680

FM 100-17-3.
FM 100-5.
FM 100-9.
FM 10-1.
FM 10-115.
FM 10-15.
FM 101-5.
FM 101-5-1.
FM 10-16.
FM 10-23.
FM 10-27.
FM 10-27-2.
FM 10-450-3.
FM 10-500-1.
FM 10-500-2.
FM 10-500-7.
FM 10-67.
FM 10-67-1.
FM 10-67-2.FM 11-72.
FM 12-6. FM 14-100.FM 16-1. FM 22-100.FM 22-51.
FM 24-16.ARTEP 63-622-MTP
Reception, Staging, Onward Movement, and Integration 17
March 1999
Operations (FM 3-0) 14 June 2001
Reconstitution 13 January 1992
Quartermaster Principles 11 August 1994

Quartermaster Water Units 15 February 1989
Basic Doctrine Manual for Supply and Storage 12 December
1990

Staff Organization and Operations 31 May 1997
Operational Terms and Graphics (MCRP 5-2A) 30 September 1997 General Fabric Repair 24 May 2000 Basic Doctrine for Army Field Feeding and Class 1
Operations Management 18 April 1996 General Supply in Theaters of Operations 20 April -1993 Tactics, Techniques and Procedures for Quartermaster
Direct Support Supply and Field Service Operations 18 June
1991 Multi-service Helicopter Sling Load: Basic Operations and Equipment (MCRP 4-23E, VOL 1; NMP 3-04.11; AFJMAN 11-223, VOL 1; COMDTINST M13482.2A) 10 April 1997
Airdrop Support Operations in a Theater of Operations 19
June 1991 Airdrop of Supplies and Equipment: Rigging Airdrop Platforms 1 November 1990
Airdrop De-rigging and Recovery Procedures TO 13C7-1-10
20 September 1994 Petroleum Supply in Theaters of Operations 16 February 1983
Concepts and Equipment of Petroleum Operations 2 April 1998
Petroleum Laboratory Testing and Operations 2 April 1997 Communications-Electronics Fundamentals: Digital Computers 30 September 1977
Personnel Doctrine 9 September 1994 Financial Management Operations 7 May 1997 Religious Support 26 May 1995 Army Leadership 31 August 1999 Leaders' Manual for Combat Stress Control 29 September
1994 Communications-Electronics Operations, Orders, Records, and Reports 7 April 1978
References - 3
DODDOA-008681
FM 24-18.
FM 24-22.
FM 24-33.
FM 24-35.
FM 24-35-1.FM 25-100.
FM 25-101.
FM 27-1.
FM 27-100.
FM 3-100.
FM 3-19.30.
FM 3-3.
FM 3-4.
FM 34-1.
FM 34-130.FM 34-3. FM 34-54.FM 34-60.FM 34-80.FM 3-5. FM 41-10.FM 4-30.13.
FM 4-30.3.FM 44-8. FM 5-103.FM 54-40.FM 55-1. FM 55-10.FM 55-30.FM 55-60.FM 55-65.ARTEP 63-622-MTP
Tactical Single-Channel Radio Communications Techniques
30 September 1987 Communications-Electronics Management System (CEMS) 30 June 1977
Communications Techniques: Electronic Counter-Countermeasures 17 July 1990
(0)
Signal Operation Instructions "The SOI" 26 October 1990

(0)
Signal Supplemental Instructions 2 October 1990

Training The Force (This Item is Included on EM 0028) 15 November 1988 Battle Focused Training (This Item is Included on EM 0028)
30 September 1990 Legal Guide For Commanders 13 January 1992 LEGAL OPERATIONS 30 September 1991 Chemical Operations Principles and Fundamentals (MCWP
3-3.7.1) 8 May 1996
Physical Security (This Item is Included on EM 0028) 8 January 2001 Chemical and Biological Contamination Avoidance 16
November 1992 NBC Protection (FMFM 11-9) 29 May 1992 Intelligence and Electronic Warfare Operations 27
September 1994 Intelligence Preparation Of The Battlefield 8 July 1994 Intelligence Analysis 15 March 1990 Technical Intelligence 30 January 1998 Counterintelligence 3 October 1995 Electronic Warfare Operations 15 April 1986 NBC Decontamination MCWP 3-37.3 28 July 2000 Civil Affairs Operations 14 February 2000 Ammunition Handbook: Tactics, Techniques, and
Procedures for Munitions Handlers 1 March 2001 Maintenance Operations and Procedures 1 September 2000 Combined Arms for the Air Defense 1 June 1999 Survivability 10 June 1985 Area Support Group 3 October 1995 Transportation Operations 3 October 1995 Movement Control 9 February 1999 Army Motor Transport Units and Operations 27 June 1997 Army Terminal Operations 15 April 1996 Strategic Deployment 3 October 1995
References - 4
DODDOA-008682
FM 6-22.5
FM 63-3

• FM 8-10
FM 8-55
FM 9-15
FM 9-6

Joint Publications
FM 10-64
Other Product Types
DOD 4500.32-R
DOD DIR 4500.9

Training Circulars
TC 25-20 ARTEP 63-622-MTP
Combat Stress (MCRP 6-11 C; NTTP 1-15M) 23 June 2000 Corps Support Command 30 September 1993 Health Service Support in a Theater of Operations (01 Mar
91) 1 March 1991 Planning for Health Service Support 9 September 1994 Explosive Ordnance Disposal Service and Unit Operations 8
May 1996 Munitions Support in Theater of Operations 20 March 1998
Mortuary Affairs Operations 16 February 1999
Vol I Military Standard Transportation and Movement Procedures, 15 March 1987. Transportation and Traffic Management 26 January 1989
A Leader's Guide to After Action Reviews 30 September 1993
Related Publications
Related publications are sources of additional information. They are not required in order to understand this publication.
Army Regulations
AR 190-13 AR 220-1 AR 27-10 AR 30-21
AR 350-1 AR 350-41 AR 380-19 AR 380-19-1 The Army Physical Security Program (This Item is Included
on EM 0001). 30 September 1993 Unit Status Reporting (This Item is Included on EM 0001) 1 September 1997
Legal Services: Military Justice (This Item is Included on EM 0001) 24 June 1996
The Army Field Feeding System 24 September 1990 Army Training (This Item is Included on EM 0001) 1 August 1981
Training in Units (This Item is Included on EM 0001) 19
March 1993 Information Systems Security (This Item is Included on EM 0001) 27 February 1998
(C) Control of Compromising Emanations (U) 17 September 1990
References - 5
AR 380-40 (0) Policy for Safeguarding and Controlling Communications Security (COMSEC) Material (U) 30 June 2000 AR 380-5 Department of the Army Information Security Program (This Item is Included on EM 0001) 29 September 2000 • AR 40-5 Preventive Medicine (This Item is Included on EM 0001) 15 October 1990
AR 40-66 Medical Record Administration and Health Care Documentation (This Item is Included on EM 0001) 3 May 1999
AR 530-1 Operations Security (OPSEC) 3 March 1995 AR 600-8-1 Army Casualty Operations/Assistance/Insurance 20 October 1994 AR 600-8-104 Military Personnel Information Management/Records 27 April 1992 AR 600-8-19 Enlisted Promotions and Reductions (This Item is Included on EM 0001) 2 October 2000 AR 600-8-2 Suspension of Favorable Personnel Actions (FLAGS) (This Item is Included on EM 0001) 30 October 1987 AR 700-138 Army Logistics Readiness and Sustainability (This Item is Included on EM 0001) 16 September 1997 . AR 700-84 Issue and Sale of Personal Clothing (Included on EM 0001) 15 May 1983 AR 700-93 Processing and Shipping DOD Sponsored Retrograde Materiel Destined for Shipment to the United States, its Territories, Trusts, and Possessions 15 May 1980 AR 725-50 Requisition, Receipt, and Issue System (This Item is Included on EM 0001) 15 November 1995 AR 735-5 Policies and Procedures for Property Accountability (This Item is Included on EM 0001) 31 January 1998 AR 750-1 Army Materiel Maintenance Policy and Retail Maintenance Operations (This Item is Included on EM 0001) 1 August 1994
Department of Army Pamphlets
.
DA PAM 385-1 Small Unit Safety Off icer/NCO Guide 22 September 1993
.
DA PAM 710-2-1 Using Unit Supply System (Manual Procedures) (Standalone Pub) (This Item is on EM 0001) 31 December 1997
.
DA PAM 738-750 Functional Users Manual for The Army Maintenance Management System (TAMMS) (This Item is Included on EM 0001) 1 August 1994
.
DA PAM 750-1 Leader's Unit Level Maintenance Handbook (This Item is Included on EM 0001) 15 February 1994 DA PAMPHLET 710-2-1 Using Unit Supply System (Manual Procedures). 01 January 1982.
References - 6
DODDOA-008684
Department of Defense Publications
DOD 5030.49-R.Customs Inspection (Reprinted W/Basic Inc' C1) 27 May 1977
DOD MFFIMS.Mortuary Affairs Users Guide 18 March 1994
Field Manuals
FM 101-5
FM 10-23
FM 10-27-2
FM 10-27-3
FM 10-450-3
FM 10-450-4
FM 10-450-5
FM 10-500-7
FM 11-32
FM 19-40
FM 20-3 FM 21-10 FM 21-10-1 FM 21-11 FM 21-26 FM 21-305
FM 21-75 FM 24-16
FM 24-17 FM 24-18
FM 24-19 Staff Organization and Operations 31 May 1997
Basic Doctrine for Army Field Feeding and Class 1 Operations Management 18 April 1996 Tactics, Techniques and Procedures for Quartermaster
Direct Support Supply and Field Service Operations 18 June
1991 Tactics, Techniques and Procedures for Quartermaster Headquarters Operations 30 October 1990
Multi-service Helicopter Sling Load: Basic Operations and Equipment (MCRP 4-23E, VOL 1; NMP 3-04.11; AFJMAN 11-223, VOL 1; COMDTINST M13482.2A) 10 April 1997
Multi-service Helicopter Sling Load: Single-Point Load Rigging Procedures (AFJMAN 11-223, VOL II; COMDTINST M13482.3A; MCRP 4-23E, VOL II; NWP 3-04.12) 30 May 1998
Multi-service Helicopter Sling Load and Dual Point Load
Rigging Procedures 30 August 1999 Airdrop De-rigging and Recovery Procedures TO 13C7-1-10 20 September 1994
Combat Net Radio Operations 15 October 1990
Enemy Prisoners of War, Civilian Internees, and Detained Persons 27 February 1976 Camouflage; Concealment, and Decoys 30 August 1999 Field Hygiene and Sanitation 21 June 2000 Unit Field Sanitation Team 11 October 1989 First Aid for Soldiers 27 October 1988 Map Reading and Land Navigation 7 May 1993 Manual for the Wheeled Vehicle Driver [AFMAN 24-3061 27
August 1993 Combat Skills of the Soldier 3 August 1984 Communications-Electronics Operations, Orders, Records,
and Reports 7 April 1978 Tactical Records Traffic System (TRTS) 17 September 1991 Tactical Single-Channel Radio Communications Techniques
30 September 1987 Radio Operator's Handbook 24 May 1991
References - 7
DODDOA-008685
FM 24-35.
FM 24-35-1.
FM 3-100.4.
FM 3-101.
FM 3-19.30.
FM 3-3.
FM 3-4.
FM 34-54.
FM 3-5.
FM 44-8.
FM 44-80.
FM 5-103.
FM 54-40.
FM 55-10.
FM 55-30.
FM 57-38.
FM 6-22.5.
FM 63-2-1.
FM 7-10. FM 71-100.
FM 71-100-2.
FM 71-2.
FM 8-10.
FM 8-10-19.
FM 8-10-6.
FM 8-10-7.
FM 8-285.
(0)
Signal Operation Instructions "The SOI" 26 October
1990

(0)
Signal Supplemental Instructions 2 October 1990

Environmental Considerations in Military Operations [MCRP 4-11B] 15 June 2000 Chemical and Units 19 November 1993 Physical Security (This Item is Included on EM 0028) 8
January 2001
Chemical and Biological Contamination Avoidance (FMFM 11-17) 16 November 1992 NBC Protection (FMFM 11-9) 29 May 1992 Technical Intelligence 30 January 1998 NBC Decontamination MCWP 3-37.3 28 July 2000 Combined Arms for the Air Defense 1 June 1999 Visual Aircraft Recognition 30 September 1996 Survivability 10 June 1985 Area Support Group 3 October 1995 Movement Control 9 February 1999 Army Motor Transport Units and Operations 27 June 1997 Pathfinder Operations 9 April 1993 Combat Stress (MCRP 6-11C; NTTP 1-15M) 23 June 2000 Division Support Command Light Infantry, Airborne, and Air
Assault Divisions 16 November 1992 The Infantry Rifle Company 14 December 1990 Armored & Mechanized Division Operations (How to Fight)
28 August 1996
Infantry Division Operations, Tactics, Techniques, and Procedures 31 August 1993 The Tank And Mechanized Infantry Battalion Task Force 27
September 1988
Health Service Support in a Theater of Operations (01 Mar 91) 1 March 1991 Dental Service Support In a Theater of Operations 12 May
1993
Medical Evacuation in a Theater of Operations, Tactics, Techniques and Procedures 16 April 2000 Health Service Support in a Nuclear, Biological, and
Chemical Environment 22 April 1992 Treatment of Chemical Agent Casualties and Conventional Military Chemical Injuries NAVMED P-5041; AFJMAN 44­149; FMFM 11-11 (This Item is Included on EM 0028) 22 December 1995
References - 8
DODDOA-008686
Joint Publications
FM 10-64 Mortuary Affairs Operations 16 February 1999
JTTP 4-06 Joint Tactics, Techniques, and Procedures for Mortuary
Affairs in Joint Operations 28 August 1996
Other Product Types
DOD DIR 4500.9 Transportation and Traffic Management 26 January 1989
TRADOC PAM 525-6 Operations Security - Doctrinal Guidelines for Tactical Units
and Trainers

Soldier Training Publications
STP 21-1-SMCT.Soldier's Manual Of Common Tasks Skill Level 1 1 October 1994 STP 21-24-SMCT.Soldier's Manual Of Common Tasks (SMCT) Skill Level 2-4 1 October 1992 STP 21-11-MQS.Military Qualification Standards II Manual of Common Tasks for Lieutenants and Captains 31 January 1991
STP 21-1-MQS.MILITARY QUALIFICATION STANDARDS I MANUAL OF COMMON TASKS (PRECOMMISSIONING REQUIREMENTS) 31 May 1990
Technical Bulletins
TB 55-46-1.Standard Characteristics (Dimensions Weight and Cube) for Transportability of Military Vehicles and other Outsize/Overweight Equipment
TB 55-46-2.Standard Transportability Characteristic (Dimensions, Weight, and Cube) for Military Vehicles and Equipment (In NSN Sequence) (Available in Microfiche)
TB MED 530.Occupational and Environmental Health Food Service Sanitation
Technical Manuals
TM 38-250.Preparing Hazardous Materials for Military Air Shipments (AFJM 24-204; NAVSUP Pub 505; MCO P4030.19G; DLAI 4145.3) 1 March 1997
TM 43-0002-33.Destruction of Conventional Ammunition and Improved Conventional Munitions (ICM) to Prevent Enemy Use 15 November 1993
TM 55-2200-001-12.Transportability Guidance for Application of Blocking, Bracing, and Tie-Down Materials for Rail Transport 31 May 1978
TM 750-244-2.Procedures for Destruction of Electronics Materiel to Prevent Enemy Use (Electronics Command) 14 March 1972
References - 9
DODDOA-008687
TM 750-244-3
TM 750-244-6
TM 750-244-7
Training Circulars TC 24-20 TC 25-20
Procedures for Destruction of Equipment to Prevent Enemy
Use (Mobility Equipment Command) 23 September 1969 Procedures for Destruction of Tank-Automotive Equipment to Prevent Enemy Use (U.S. Army Tank-Automotive Command) 3 October 1972
Procedures for Destruction of Equipment in Federal Supply Class 1000, 1005, 1010, 1015, 1020, 1025, 1030, 1055, 1090, and 1095 to Prevent Enemy Use 18 June 1970
Tactical Wire and Cable Techniques 3 October 1988 A Leader's Guide to After Action Reviews 30 September 1993
References - 10
DODDOA-008688

ARTEP 63622MTP
QUESTIONAIRE
MTP NUMBER: .DATE: .
MTP TITLE: .
Request your recommendations to improve this training publication. To make it easier to make recommendations, a standard questionnaire has been provided for your use. Please answer all questions frankly and mail to: Commander, U.S. Army Combined Arms Support Command, 401
1st Street, Suite 235A, ATTN: ATCL-AL, Fort Lee, Virginia 23801
THE FOLLOWING QUESTIONS PERTAIN TO YOU.
1..What is your position (CDR, XO, Plt Ldr, Plt Sgt, Section Chief, Section NCOIC, etc.)?
2..How long have you served in this position? .
3..How long have you served in this unit? .
4..What is your component? .A. AC B. RC
5..What is your unit?.A..CONUS.B..USAREUR
C. USARPAC.D. 8TH USA
E..Other (specify) .
THE FOLLOWING QUESTIONS ARE ABOUT THE MTP IN GERNERAL.
6..How do you feel this document has affected training in your unit when compared to other training products?
A. Has made training worse. .
B. Has made training better.
C. Has had no effect on training. .
D. Do not know or do not have an opinion. .

7..How easy is this product to use compared to other training products?
A..More difficult. .
Questionnaire - 1
DODDOA-008689
B. Easier. .
C. About the same. .
D. Do not know or do not have an opinion. .
8.
.What part of the MTP was least useful?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

9.
.What part of the MTP was most useful?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

Questionnaire - 2
DODDOA-008690
10.
.What chapter of the MTP was the most difficult to understand?

A.
Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

11..What was the easiest part of the MTP to understand?
A.
.Chapter 1, Unit Training. .

B.
Chapter 2, Training Matrix. .

C.
Chapter 3, Mission Outlines. .

D.
Chapter 4, Training Exercises. .

E.
Chapter 5, Training and Evaluation Outlines. .

F.
Chapter 6, External Evaluation. .

G.
Do not know or do not have an opinion. .

THE FOLLOWING QUSTIONS PERTAIN TO THE TRAINING EXERCISES (STX AND FTX).
12..The exercises are designed to prepare the unit to accomplish its wartime mission. In your opinion, how well did they fulfill their intended purpose?
A..They did not prepare the unit at all. .
Questionnaire - 3 DODDOA-008691
B. They helped, but only provided 20% or less of my unit's training requirements.
C. They helped, but only provided 21% to 50% of my unit's training requirements.
D. They helped, but only provided 51% to 80% of my unit's training requirements.
E. They provided 81% or more of my unit's training requirements.
13..Would you recommend that any STX or TX be added or deleted from the MTP (specify FTX or STX)?
14.
.What was the greatest problem you experienced with the exercises?

A.
Too many pages. .

B.
Hard to read and understand. .

C.
Needs more illustrations. .

D.
Needs more information on how to set up the exercises. .

E.
Needs more information on leader training. .

F.
Needs more information on how to conduct the exercises. .

G.
Needs more information on support and resources. .

H.
Needs more information on normally attached elements. .

I.
Does not interface well with other training products, such as battle drills.

J.
Do not know or have no opinion.

15..What was the second greatest problem you experienced with the exercises?
A..Too many pages. .
Questionnaire - 4
DODDOA-008692
B. Hard to read and understand. .
C. Needs more illustrations. .
D. Needs more information on how to set up the exercises. .
E. Needs more information on leader training. .
F. Needs more information on how to conduct the exercises. .
G. Needs more information on support and resources. .
H. Needs more information on normally attached elements. .
1..Does not interface well with other training products, such as battle drills. . J..Do not know or have no opinion.
16..How many STX's or FTX's have you trained or participated in personally?
Questionnaire - 5
DODDOA-008693
ARTEP 63-622-MTP
THE FOLLOWING QUESTIONS APPLY TO CHAPTERS 5 AND 6 OF THE MTP.

17..What changes would you make to Chapter 5, Training and Evaluation Outlines?
A.
.Leave it out altogether. .

B.
Clarify how to use this chapter with the training exercises.

C.
Clarify how to use this chapter with the external evaluation.

D.
The performance measures are too detailed.

E.
The performance measures are not detailed enough.

F.
The performance measures do not adequately address those elements that arenormally attached in wartime. .

G.
Do not change, chapter is fine.

H.
Do not know or have no opinion. .

18..What changes would you make to this Chapter 6, External Evaluation?
A.
.Leave it out altogether. .

B.
Clarify how to use this chapter with the training exercises.

C.
Clarify how to use this chapter with the external evaluation.

D.
The performance measures are too detailed.

E.
The performance measures are not detailed enough.

F.
The performance measures do not adequately address those elements that are normally attached in wartime. .

G.
Do not change, chapter is fine.

H..Do not know or have no opinion. .
Questionnaire - 6
DODDOA-008694
19..Additional Comments:
Questionnaire - 7
DODDOA-008695

Doc_nid: 
2626
Doc_type_num: 
75