Ada 276139

(Ii
Research Product 94-02
AD-A276 139
The Commander's Battle Staff Handbook
An Introduction to Staff Functional Area

Duties for New Battalion Staff Officers
~)I L
FEB221 994 . I
94-05507 December 1993
Fort Benning Field Unit
Training Systems Research Division
U.S. Army Research Institute for the Behavioral and Social Sciences
Approved for public release; distribution Is unlimited,
4• 2. 18 t11
a
a 4
U.S. ARMY RESEARCH INSTITUTE
FOR THE BEHAVIORAL AND SOCIAL SCIENCES
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of the Deputy Chief of Staff for Personnel
EDGAR M.JOHNSON
Director
Technical review by
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4. TITLE AND SUBTITLE S. FUNDING NUMBERS
The Commander's Battle Staff Handbook: An Introduction 63007A
to Staff Functional Area Duties for New Battalion 794
Staff Officers 2123
6. AUTHOR(S)
Pleban, Robert J.; Thompson, Thomas J.; and
Valentine, Patrick J.
7. PERFORMING ORGANIZATION NAME(S) AND ADDRESSRES) B. PERFORMING ORGANIZATION

U.S. Army Research Institute for the Behavioral and REPORT NUMBER
Social. Sciences ARI Research Product
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Approved for public release;
distribution is unlimited.
13. ABSTRACT (Maztmum 200wordS)

This report describes the development and evaluation of the (battalion) Com-
mander's Battle Staff Handbook. The handbook provides a quick-fix familiarization
for each staff functional area, Relevant doctrine and a realistic job preview are
incorporated with reference material, to allow an officer to get started as a staff
member. Checklists are presented to guide the expectations of each staff member and
to assist them in determining the information they need from their battalion comman-
der and from each other to accomplish mission planning, preparation, and execution.
Draft versions of the handbook were provided to ]85 soldiers serving in combat
arms, combat service support, and National Guard units and to military planners and
observer controllers from the Joint Readiness Training Center and the National Train-
in[g Center. Survey findings indicrite that the handbook was well received by the
respondents. Staff members who used the handbook to prepare for combat training
center rotation found it to be a useful gtide for staff actions in both the field
and the garrison. They also felt that the handbook was a valuable tool to inform the
individual staff member of his responsibilities and duties. Most important, they
(Continued)
14. SUBJECT TERMS 15. NUMBER OF PAGES
Staff functional area training Staff synchronization 165
Maneuver battalion Bp-4 -al ion staff tiaining 16. PRICE CODE
17. SECURITY CLASSIFICATION I1. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20, LIMITATION OF ABSTRACT
Unclassified Unclassified Unclassified Unlimited

NSN 7540-01-280"5500 Standafd Form 298 (Rev 2-89)
Piresurgld b ANSI Sid £39.1'
RP94-02
13. ABSTRACT (Continued)
felt that it helped them do their jobs more effectively. The handbook was
perceived by all respondents as an effective aid in enhancing their understand-
ing of the synchronization of duties and responsibilities among the battalion
commander and the staff.
The handbook represents a partial but critical solution to a gap that exists
between institutional and unit training and in officer preparation for staff
assignments. It is an effective tool that supports battalion commanders' staff
training programs and enhances unit combat readiness,
ii
Research Product 94-02
The Commander's Battle Staff Handbook:
An Introduction to Staff Functional Area Duties

for New Battalion Staff Officars
Robert J. Pleban, Thomas J. Thompson, and Patrick J. Valentine

U.S. Army Research Institute
ARI Field Unit at Fort Benning, Georgia

Seward Smith, Chief
Training Systems Research Division

Jack H. Hiller, Director
5001 Eisenhower Avenue, Alexandria, Virginia 22333-5600
Office, Deputy Chief of Staff for Personnel
Department of the Army
December 1993
Army Project Number Zducit!;n •. -=d TrVidig

20203007f.794
Approved for public release; distribution is unlimited.
li1
FOREWORD
Currently, systematic staff functional area training is not

available to prepare the maneuver branch officer for his assigned
staff duties in the battalion. Battalion and brigade staff func-
tional area training were removed from the Programs of Instruc-
tion (POI) of the officer advanced course (OAC) in 1974 when the
POIs were reduced from 9 to 6 months.
Recent attempts to address this issue have resulted in
courses (Tactical Commander's Development Course (TCDC); and the
Battle Staff NCO course) aimed at improving and enhancing staff
synchronization. These courses do not, however, compensate for
the deficiencies in staff functional area training. These
deficiencies in individual knowledge among the maneuver battali-
on's staff officers and other branch officers (S2, Fire Support
Officer, Engineer) detract from the collective ability of the
staff to synchronize activities.
The development of the Commander's Battle Staff Handbook
offers an immediate solution to the need for improving staff
functional area training. The handbook contains an overview of
battalion staff functional areas with a reference list for each
position. This provides the new staff officer with sufficient
information to learn what staff functional areas are, how they
relate to one another, and how to synchronize supporting staff
plans for tactical operations. The handbook is comprehensive and
small enough to fit in che pocket of the battle dress uniform.
The research leading to this product was sponsored by the

U.S. Army Combined Arms Command (Training) and was conducted
under a Memorandum of Agreement established between the U.S. Army
Research Institute for the Behavioral and Social Sciences and the
command in May 1988. Findings resulting in the development of
this research product were briefed to the sponsors, the Command-
ing General, U.S. Army Joint Readiness Training Center and the
Deputy Commanding General-Training, U.S. Army Combined Arms
Command in December 1991. Briefings followed to the Commanding
General, U.S. Army Infantry School in March 1992; to the Deputy
Command (TRADOC) in May 1992; to the Assistant Deputy Chief of
Staff for Training, TRADOC, in September 1992; and to the U.S.
Army Deputy Chiefs of Staff for Personnel and Operations
(Training) in December 1992.
- -/ ,, 1 /"
EDGAR M. JOHINSON
Director
v
THE COMMANDER'S BATTLE STAFF HANDBOOK: AN INTRODUCTION TO STAFF
FUNCTIONAL AREA DUTIES FOR NEW BATTALION STAFF OFFICERS
CONTENTS
Page
INTRODUCTTON ....................... ...................... 1
Background ......................... .................. 1

Current Systemic Training Interventions ....... ........ 3
Immediate Interventions for Staff Functional
Area Training ................... .................... 4
THE COMMANDER'S BATTLE STAFF HANDBOOK. . . . . . . . . . . 4
Organization and Format ................ ............... 4

Content Development ................. .................. 5
Handbook Utility .................. ................... 5
General Findings . . .... . . . . . . . . . .. . . ................ 6
SUMMARY ......................... . * . # .... . 10
CONCLUSION ................. ...... ....................... . 11

REFERENCES ................... ........................ 13
APPENDIX A. COMMANDER'S BATTLE STAFF HANDBOOK ...... A-I
LIST OF TABLES
Table 1. Percentage of Respondents Who Found

Checklists Useful .......... ................ 7
2. Percentage of Respondents Who Found Handbook

Clearly Written .............. ............... 7
3. Percentage of Respondents Who Felt Handbook

Was Organized in a Meaningful Fashion .....
4. Overall Value of Handbook as an Aid in

Understanding the Synchronization of Duties
and Responsibilities Among the Battalion
Commander and His Staff . . . . ............... 8
5. Overall Value of Handbook as an Aid to
Individual Staff Menbers in Understanding
Their Own Responsibilities and Duties 9
vii
CONTENTS (Continued)
Page
Table 6. Percentage of Battalion Staff Members Who

Felt Handbook Helped Them Do Their Job More
Effectively ........ . . . .. . . ................ 9
viii
THE COMMANDER'S BATTLE STAFF HANDBOOK:
AN INTRODUCTION TO STAFF FUNCTIONAL AREA DUTIES

FOR NEW BATTALION STAFF OFFICERS
Introduction
Background
The primary function of the battalion commander's staff and

subordinate commanders is to assist the commande.- in the
direction and control of the unit's operations (Combined Arms and
Services Staff School, 1990a). Each staff member must know his
particular functional specialty in detail, as well as how that
specialty relates to other staff actions (Thompson, Thompson,
Pleban, & Valentine, 1991).
In theory, the individual should be trained to perform

assigned staff duties as well as know how those duties are
integrated into the rest of the command and staff functions.
Such training is critical since it provides the foundation for
staffs to effectively synchronize the critical elements of combat
power.
Synchronization is one of the five basic tenets of the

Airland Battle Doctrine (the remaining tenets include initiative,
agility, depth, and versatility). According to FM 100-5,
Operations (June 1993):
Synchronization is arranging activities in time and

space to mass at the decisive point. It
[Syn iization] includes, but is not limited to, the
masse.. -ffects of combat power at the point of
decision. Staffs ... make a large part of the
synchronization plan happen ... through the actual
planning and coordination of movements, fires, and
supporting activities.
The chain of operational doctrine, from Army level

(FM 100-5, June 1993) to company team [FM 71-1, Tank and
Mechanized Infantry Company Team (November 1988)] has
consistently emphasized synchronization as a tenet of the Airland
Battle. See also FM 100-15, Corps Operations (September 1989);
FM 71-100, Division Operations (June, 1990); FM 71-3, Armored and
Mechanized Infantry Brigade (May 1988); FM 7-20, The Infantry
Battalion (Infantry, Airborne, and Air Assault) (April 1992).
These manuals reflect the emphasis on synchronization of ground
maneuver units. The importance of synchronization in combat
support and combat service support doctrine is also well
documented [FM 5-100, Engineer Combat Operations (November, 1988);
FM 6-20, Fire Support in the Airland Battle (May 1988);
1
FM 63-2, Division Support Command, Armored, Infantry, and
Mechanized Infantry Divisions (May 1991); FM 100-1. 3, Army
Airspace Command and Control in a Combat Zone (October 1987)].
In practice, the US Army Command and General Staff College
trains officers to serve on division and higher level staffs,
initially through the Combined Arms and Services Staff School
(CAS 3 ). The primary focus of the CAS', however, is on the
development of such staff skills as writing and briefing and not
staff functional area expertise (Army Research Institute [ARI]
Newsletter, 1992).
There is, at the present time, rio systematic staff
functional area training available for the maneuver branch
officer to prepare him for his assigned staff duties in the
battalion. Battalion and brigade staff functional area training
were deleted from the Programs of Instruction (POI) of the
officer advanced courses (OAC) in 1974 when the POIs were reduced
from nine to six months (Thompson, et al., 1991).
After 1974, courses targeting specific staff fu.ictions, such
as the S1 and S4, were developed to train officers anroute to
troop unit staff assignments. However, the Sl couirse at the
Adjutant General School was recently deleted and the
Quartermaster School trains only 60 officers annually to be S4s
(ARI Newsletter, 1992).
This is unfortunate since maneuver battalions serve many
critical roles on the airland battlefield (FM 7-20, 1992). While
the division is the backbone of the US Army's combat capability,
the land battle is won or lost by the maneuver battalion (CAS 3 ,
1990b).
The current focus for the Infantry and Armor Advanced

Courses (IOAC/AOAC respectively) is on serving as company and
troop commanders and as battalion S3s (Operations Officers) or
brigade assistant S3s. As presently configured, beyond
familiarization for tactical exercises, there is no available
time to train battalion personnel administration (Sl) or
logistics and maintenance (S4) duties.
Recent surveys conducted by Thompson et al. (1991) of AOAC

and IOAC officers showed that very few (15.2% and 18.7%
respectively) had received any training to prepare them for staff
duties. The majority of officers serving in staff positions at
the battalion level learned their primary staff duties primarily
through OJT and mentoring. However, only 25 percent of the AOAC
officers and 33 percent of the IOAC officers with staff
experience felt that these methods adequately prepared them to
perform their staff duties.
2
The inadequacy of this limited training is clearly reflected
in the comments of observer/controllers (O/Cs) from their
observations at the combat training centers (CTCs),
questionnaires/interviews with battalion commanders and their
staffs, and related CTC findings. Feedback from O/Cs indicated
that staff functional areas suffered from a lack of training and
coordination (Thompson et al., 1991). Lack of individual
training was confirmed by interviews conducted by Thompson et al.
(1991) who reported individual staff skill weaknesses for the S1,
S2, and S4 positions.
Staff synchronization and coordination problems have been
well dgcumented. Crawford and Hensler (1990) reviewed 11 JRTC
battalion take home packages and the 11 related O/C training
observations. They reported numerous staff synchronization/
coordination problems. For example, they found that information
flow during planning, preparation, and execution was deficient.
Many supporting staff elements especially the Fire Support
Officer (FSO) and the engineer, did not integrate their plans
with the battalion staff [i•aneuver plan. Similarly, the Air
Defense Officer (ADO) was found to be weak in detailed
coordination with maneuver staffs and in light force tactics.
The combat service support (CSS) area appeared to be in the
greatest need of doctrinal, training (coordination and
synchronization) and organizational improvements (McDaniel,
1990).
Current Systemic Training Interventions

Several recent training interventions have been developed to
address the staff synchronization process. One specific course,
the Tactical Commanders' Development Course (TCDC), is designed
to train battalion and brigade commanders to synchronize the
battlefield operating systems and to apply tactical doctrine in
offensive and defensive operations. The focus is on the "how to"
of synchronization while planning, preparing and executing
missions. A second course, the Battle Staff NCO Course, is
designed to teach individual staff section skills and the
coordination, or synchronization of staff functions as part of
the senior NCO curriculum.
As was mentioned earlier, the TCDC and Battle Staff NCO
Courses are directed primarily at improving and enhancing staff
synchronization. They do not compensate for the deficiencies in
staff functional area training. For the most part, the maneuver
battalion's own staff officers lack branch doctrinal knowlcdge as
do other branch officers (S2, Fire Support Officer, Engineer).
These deficiencies in individual knowledge detract from the
collective ability of the staff to synchronize activities.
3
Immediate Interventions for Staff Functional Area Training
One immediate response to the need for improving staff

functional area training has been to provide individuals with a
handbook containing an overview of battalion staff functional
areas. The handbook provides a quick-fix familiarization of each
staff functional area. Relevant doctrine and a realistic job
preview (Premack, & Wanous 1985) are incorporated with reference
material to allow an officer to "get started" as a staff member.
Checklists are presented in the handbook to guide the
expectations of each staff member and to assist them in
determining what information they need from their battalion
commander and from each other to accomplish mission planning,
preparation, and execution.
The handbook is small enough to fit in the pocket of the

battle dress uniform, thus, making it. readily available to the
staff officer. The development of this handbook, entitled 'The
Commander's Battle Staff Handbook' is described in the following
sectionF. The complete handbook is presented in the Appendix.
The Commander's Battle Staff Handbook
Organization and Format
The handbook is divided into twelve sections, with each

section focusing on a specific staff position. These positions
include:
"* executive officer (XO)

"* command sergeant major (CSM)
"* personnel and administration officer (Sl)
"* intelligence officer (S2/BICC)
"* operations officer (S3) and assistant S3 Air
"* logistics and battalion motor officer (S4/BMO)
"* fire support officer (FSO)
"* engineer
"* air defense artillery officer (ADA)
"* signal officer
* chemical officer
* chaplain
The internal organization of each section is, for the most

part, consistent throughout the handbook. Primary topic areas,
based in part, on subject matter expert (SME) input include:
"* Introduction
"• Assets (of the staff/slice position)
"• Primary Duties
"* Staff Coordination
"• Planning (for the operation)
4
* Preparation (for the operation)
* Execution (in the operation)
* Conclusion
* References
Key points are highlighted (bulletized and boxed) throughout
the sections. Following the conclusion for each staff section, a
highlighted set of checklists are presented; one for the
battalion commander and one for the staff/slice officer.
Content Development
The content of each of the sections is based on a variety of
sources such as field manuals (FMs), training circulars (TCs),
mission training plans (MTPs), course modules/outlines,
department of the Army pamphlets (DA PAM), Arny regulations (AR),
and SME feedback. A significant number of SMEs included O/Cs
from both the Joint Readiness Training Center (JRTC) and the
National Training Center (NTC).
Content development was an iterative process. SME feedback
played a critical role in refining the content of selected topic
areas for the staff sections noted anove.
Handbook Utility
Draft versions of the handbook were provided to 185 soldiers
serving in combat arms (mechanized infantry, airborne, air
assault, ranger, special forces), combat service support
(medical, transportation), and National Guard units, military
planners, and O/Cs. In addition, each individual received a copy
of one of two surveys. With a few exceptions, battalion staff
personnel preparing for a CTC rotation received a slightly
different survey than those individuals serving as external
reviewers. Surveys consisted of multiple choice and short answer
items. Following the completion of the rotation/review of the
handbook, the soldiers were asked to use the paper-and-pencil
instrument to evaluate the handbook on the following criteria:
" The frequency which specific sections of the handbook
were used
" The overall usefulness of the handbook for use

in the field by section
" The overall usefulness of the handbook for use
in garrison by section
" Usefulness of the handbook in aiding the understanding of
staff responsibilities and duties by section
5
"* The usefulness of the specific checklists for the command
and staff/slice members
"* The clarity of writing
"* Organization of the sections in a meaningful fashion

"* Overall value of the handbook as an aid in understanding
the synchronization of dutias and responsibilities
among the battalion commander and his staff
"* Overall value of the handbook as an aid to individual
staff members in understanding their own
responsibilities and duties
"* Enhancement of individual job performance
General Findings
Items assessing the first four criteria described above
were designed to yield multiple responses from the respondent,
since each section of the handbook (twelve staff positions) was
to be rated separately. Thus, for one of these items, an
individual could provide no responses (if he failed to review any
of the sections) or as many as twelve responses (if he reviewed
all twelve sections).
Frequency of use/usefulness of handbook. All sections of

the handbook were referred to at least 'once in awhile' (76% of
the 46 ratings obtained for this question fell in the categories
'quite often/fairly often/once in a while'). Sections receiving
the most ratings included Sl, S3/S3 Air, and Engineer.
With regard to usefulness, the majority of the respondents'
ratings (89.5% of 57 ratings obtained for this question)
indicated that they felt the section content of the handbook was
'extremely/very/ or fairly useful' for use in the field. Eighty-
eight percent (88.7%) of the 62 ratings obtained from the
respondents indicated that the section content was 'extremely/
very/ or fairly useful' for use in garrison. Sections receiving
the most ratings included S3/S3 Air and S4 for field and S1 and
S3/S3 Air for garrison.
Ninety-one percent of the respondents' ratings (91.1% of the

271 ratings obtained for this question) showed that they felt the
handbook would be 'extremely/very/ or fairly useful' in enhancing
an individual's understanding of the responsibilities and duties
of the staff positions described in the specific sections.
6
Usefulness of specific checklists. The usefulness of the
checklists provided at the end of each section was also
evaluated. The results are shown in Table 1.
Table 1
Percentage of Respondents Who Found Checklists Useful
Rating Category
Extremely Very Fairly Not Very Not at All

Useful Useful Useful Useful Useful
20.8 45.8 27.1 4.2 2.1
Note. n = 48.
Ninety-three percent (93.7%) of the respondents rated the

checklists as 'extremely/very/ or fairly useful'.
Clarity of writing. Respondents were asked to rate the

clarity of writing of the handbook. The majority (79.2%) of the
respondents felt the written content of the handbook was either
'extremely' or 'very clear'. See Table 2.
Table 2
Percentage of Respondents Who Found Handbook Clearly Written
Rating Category
Extremely Very Fairly Not Very Not at all

Clear Clear Clear Clear Clear
31.3 47.9 18.8 2.1 0
Note. n = 48.
Section orqanization. With regard to section organization,

all respondents felt the sections were either 'very well or
fairly well organized'. See Table 3.
7
Table 3
Percentage of Respondents Who Felt Hundbuok Was Organized in a

Meaningful Fashion
Rating Category
Very Well Fairly Well Not Very Well

Organized Organized Organized
63.8 36.2 0
Note. n = 47.
Understanding the synchronization of duties and

responsibilities among staff members. Almost seventy-one percent
(70.8%) of the respondents felt the handbook did either an
'excellent' or 'very good' job in aiding the understanding of the
synchronization of duties and responsibilities among the
battalion commander and his staff. See Table 4.
Table 4
Overall Value of Handbook as an Aid in Understanding the

Synchronization of Duties and Responsibilities Among the
Battalion Commander and His Staff
(in percent)
Rating Category
Excellent Very Good Good Fair Poor
20.8 50.0 12.5 10.4 6.2
Note. n = 48.
Understanding the individual staff member's own

responsibilities and duties. Battalion staff members who were
questioned on this issue felt that the handbook did an
'excellent', 'very good', or 'good' job in aiding the individual
(staff member) in understanding his own responsibilities and
duties. See Table 5.
8
Table 5
Overall Value of Handbook as an Aid Lo Individual Staff Members

in Understanding Their Own Responsibilities and Duties
(in percent)
Rating Category
Excellent Very Good 'Good \ Fair Poor
20.0 60.0 20.0 0 0
Note. n = 10.
Job performance. All battalion staff members who had the

opportunity to respond to this item felt that the handbook helped
them do their jobs more effectively. See Table 6.
Table 6
Percentage of Battalion Staff Members Who Felt Handbook Helped

Them Do Their Job More Effectively
Rating Category
Helped a Lot Helped a Little Did Not Help
40.0 60.0 0
Note. n = 10.
When asked how they had used the handbook to help them in
their jobs, battalion staff members provided the following
responses (20 total responses):
"* As a quick introduction to a newly assigned position
(15%).
"* To help learn the duties of others (20%).

"* To assist in synchronizing Lhe individual's work with
others (30%).
"* As a checklist to make sure a critical task or duty isn't

omitted (25%).
9
* To provide general guidance by the battalion commander to
his staff (5%).
0 To train the support platoon leader (5%).
Summary
Although the findings may be regarded as preliminary for

certain sections, it appears that the handbook was generally well
received by the respondents. The handbook was used by selected
battalion staff members preparing for their CTC rotation and was
seen, for the most part, as a useful guide for staff actions in
both the field and in garrison; providing important staff
functional area information in a concise fashion. The writing
was clear and the sections were organized into meaningful topic
areas. The handbook was perceived by all respondents who had
used it in preparation for their CTC rotation as a valuable tool
to inform the individual staff member of his own responsibilities
and duties. Most importantly, they felt that it helped them do
their jobs more effectively. The handbook was perceived by all
respondents as an effective aid in enhancing their understanding
of the synchronization of duties and responsibilities among the
battalion commander and the staff.
The following quotes from respondents show the value given

to the handbook from the user's perspective.
This handbook was used during an NTC exercise at Fort
Ir*4in CA. I found the Commander's Battle Staff
Handbook very useful and was able to share the contents
with several National Guard mechanized infantry
battalion staff force officers. It (the book) also
helped make my job easier to view staff officer
functions. I plan to use it during an exercise to
organize staff functions for special forces.
Great approach. Covers both garrison and field
environment. Lists what is expected from each section,
interrelationships, and what can be expected from
others...Providing references is a great idea...It's a
guide and units can modify accordingly.
Mass distribution, ASAP.

Very good handbook. It is written at battalion level
and could be elevated to include brigade level staff
operations.
A good product for new staff officers.
10
A concise, common sense approach to battle staff
training... [the handbook] keeps [the] staff labors
properly focused-especially integrating who needs to
know what. Staff officers must continually remember
their portion of the staff action.
It [the handbook] has been very useful to me as a

brigade XO in the execution of my duties and
instructing my subordinates...This handbook is the best
Army publication I have seen in 18 years of service.
Conclusion
To enhance battalion staff synchronization requires that the

officer receive the appropriate instruction on staff fundamentals
prior to his (or her) first staff assignment. The Commander's
Battle Staff Handbook provides sufficient information to the user
to learn what the staff functional areas are, how they relate to
one another, and how to synchronize supporting staff plans for
tactical operations. Making this handbook available to
Armor/Infantry Officer Basic Course graduates once assigned to
troop units would facilitate the transition from platoon
leadership to assistant staff positions, and later to primary
staff positions in the battalion.
The handbook represents a partial, but critical solution to

a gap that exists between institutional and unit training. It is
an effective tool that supports battalion commanders' staff
training programs and enhances unit combat readiness.
11
References
Combined Arms and Services Staff School. (March 1990a). Staff

skills. roles, and relationships (E103/1). Fort
Leavenworth, KS: U.S. Army Command and General Staff
College.
Combined Arms and Services Staff School. (February 1990b).

Organization of the Army in the field (E709/1). Fort
Leavenworth, KS: U.S. Army Command and General Staff
College.
Crawford, H.W., & Hensler, R.M. (April 1990). Joint readiness

traininq center (JRTC) training observations: Implications
for senior Army leader training (Study Project). Carlisle
Barracks, PA: U.S. Army War College.
Department of the Army. (June 1993). Operations (FM 100-5).

Washington, DC.
Department of the Army. (November 1988). Tank and mechanized

infantry company team (FM 71-1). Washington, DC.
Department of the Army. (September 1989). Corps operations

(FM 100-15). Washington, DC.
Department of the Army. (June 1990). Division operations

Department of the Army. (May 1988). Armored and mechanized

infantry brigade (FM 71-3). Washington, DC.
Department of the Army. (April 1992). The infantry battalion

Department of the Army. (November 1988). Engineer combat

operations (FM 5-100). Washington DC.
Department of the Army. (May 1988). Fire support in the airland

battle (FM 6-20). Washington, DC.
Department of the Army. (May 1991). Division support command,

armored, infantry, and mechanized infantry divisions
Department of the Army. (October 1987). Army airspace command

and control in a combat zone (FM 100-103). Washington, DC.
McDaniel, W. (2 July 1990). Draft after action report, National

Training Center rotation 90-8. Fort Benning, GA: U.S. Army
Infantry School.
13
Premack, S.L., & Wanous, J.P. (1985). A meta-analysis of
realistic job preview experiments. Journal of Applied
Psychology, 70(4), 706-719.
Staff. (1992, October). Determinants of effective unit

performance. ARI Newsletter, p. 12-14.
Thompson, T.J., Thompson, G.D., Pleban, R.J., & Valentine, P.J.

(1991). Battle staff training and synchronization in light
infantry battalions and task forces (ARI Research Report
1607). Alexandria, VA: U.S. Army Research Institute for
the Behavioral and Social Sciences. (AD A245 292)
14
Appendix A
Research Product
Commander's Battle Staff
Handbook
With Garrison Duties
•15 MAY 1993
U.S. Army Research Institute

A-1
ACKNOWLEDGMENTS
The authors thank the following individuals for their detailed
editorial comments and contributions on earlier drafts: LTC Keith M.
Huber, Commander, 3-502d IN; LTC William D. Ivey, Operations Group,
JRTC; LTC Henry (Hank) L. Kinnison, IV, U.S. Army War College;
LTC Marvin H. McGee, Tactical Commander's Development Course;
Chaplain (LTC) Roger Welsh, U.S. Army Infantry School and Center;
Chaplain (MAJ) Wayne MacKirdy, U.S. Army Chaplain Center and
School; MAJ Scott L. Spillman, Combined Arms Integration Directorate,
U.S. Army Combined Arms Command; MAJ Ferdinand Irizarry, Center
for Army Lessons Learned liaison, National Training Center; and CPT Roy
Krueger, Small Group Instructor, U.S. Army Infantry School. The observer
controllers at the JRTC and the NTC also have given their valuable time to
review each section from the perspective of experience with multiple
battalions in the field. Thank you all.
We are grateful for the encouragement provided by LTC Howard L.

Willis Jr., USARNG, Special Assistant to the Commanding General. LTC
Willis has strongly supported reserve component distribution of the
handbook to meet staff training needs.
We also appreciate the early support provided by the proponent

schools. Doctrine, training, and resident program of instruction materials
were graciously provided to support this effort.
We would also like to personally thank COL Daniel Butler, Director,

Tactical Commander's Development Course (TCDC) for letting one of the
authors "sit in" two years ago. LTC Roger Carter's professionalism and
enthusiasm during the class made the TCDC experience most worthwhile.
TCDC provides commanders with the ability to synchronize battlefield
operating systems. We are grateful if we have been able to contribute to
better training and combat readiness for their staffs.
A-2
Table of Contents
PREFACE ......................................... A-4
INTRODUCTION ..................................... A-6
To The Commander .............................. A-6

To The Commander and Staff ...................... A-6
Purpose ...................................... A-7
Organization ................................... A-8
Level of Detail .................................. A-8
Checklists . ................................... A-8
X O .............................................. A -9
CSM ............................................ A-16
Si ............................................. A -24
S2 (BICC).......................................... A-41
S3 (S3 Air) .......................................... A-54
S4 (BMO) ......................................... A-64
Fire Support Officer ................................... A-82
Engineer ......................................... A-94
Air Defense Artillery .................................. A-107
Signal ........................................... A -118
Chemical ......................................... A-125
Chaplain . ......................................... A-135
A-3
PREFACE
This Research Product, prepared for the Dcputy Commanding
General for Training, U.S. Army Combined Arms Command, Fort
Leavenworth, Kansas, presents information for the maneuver battalion
commander and staff to consider. It provides information to determine
staff functional capability, assess staff actions, and provide fundamental
references for inexperienced staff officers. It describes the core duties of
battalion staff officers and key slice liaison officers on the battle staff.
Feedback from field commanders, combat training center (CrC)

observations, and research conducted by the Training Systems Research
Division of the U.S. Army Research Institute for the Behavioral and Social
Sciences supports the need for staff training at the badtalion level. The
results of this effort have been published in ARI Research Report 1607
(December 1991) Battle Staff Training and Synchronization in Light
Infantry Battalions and Task Forces. Current officer training programs do
not systematically provide necessary functional area skills. The
Commander's Battle Staff Handbook serves as an interim tool to meet this
critical requirement. The handbook is a reference document, not a
complete training program. It can serve as the battalion commander's
guide to staff functional duties in combat preparation. It can also be used
to give the battalions new staff officers a starting point to learn their own
garrison responsibilities since functional area references are provided. This
handbook can not replace functional area skills training and the valuable
experience acquired during staff and field exercises. It can, however, be
the supportive first step for the enthusiastic staff officer who lacks initial
knowledge and comprehension about his duties.
Direct Inquiries to:

P.O. Box 2086
Fort Benning, Georgia 31905-0686
Unless otherwise stated, whvnever the masculine gender is used,

both men and women are included. While staff duty positions in maneuver
A-4
battalions and liaison positions in slice elements are generally restricted to
men, this may not always be the case.
Local reproduction for DOD training purposes is authorized.

Commercial distribution is prohibited.
A-5
INTRODUCTION
To The Commander
The material in the Commander's Battle Staff Handbook was

prepared through reviews of relevant staff materials provided by TRADOC
branch schools, interviews with s.uject matter experts, and from the
assessment of unit operations from the combat training centers. You have
learned to synchronize your combat power during your experience at Fort
Leavenworth, at the Tactical Commander's Development Course, and you
have come to realize that you will have staff officers with a wide variety of
experience, but not necessarily any that prepares them to fill their staff
specific assignments. The purpose of the Commander's Battle StafT
Handbook is t( give you a tool to help you lead, train, and use your staff
more effectively. This handbook is, at best, an introduction to staff
functional skills. It can never replace formal functional area training, but it
will get you and your staff officers started. The information contained in
the handbook will provide you and your staff with what they and supporting
officers from the brigade slice should know to begin functioning as a team.
To The U:ommandcr and Staff
The one issue continually raised during interviews with subject

matter experts, particularly with experienced support and liaison officers,
was the need to draw in key support staff members during planning. A
common attitude expressed by commanders, XOs, and S3s, for example, is
that the Fire Support Officer or the S2 as an Intelligence branch officer,
must "sell his product." You as the commander, XO, or S3 can not afford
to let assigned or attached staff officers wait and decide how best to "break
in" to your staff to support your operation. We recommend that you foster
a command climate and staff planning policies that force principal staff
members io draw in supporting staff, particularly if a regular relationship
does not exist across units at home station. The commander must set the
example by including at least the FSO and Engineer in the initial and all
subsequent staff planning sessions. Ensure that the XO and S3 take the S2
under their wing and train him. Use the checklists provided in some of the
key staff sections to encourage active participation in planning and
preparing for your operation.
A-6
The Commander's Battle Staff Handbook provides a biief
description of battle staff duties for the XO, CSM, SI, S2, S3, S4, and
BMO as well as primary slice element staff officers, the Fire Support
Officer and the Engineer. Information is provided so that the staff is
aware of other slice elements. These include Signal, Chemical, and Air
Defense elements. A section describing the Chaplain's duties is also
included. Duty descriptions also consider interaction across staff elements,
or how staff activities are synchronized to support planning and preparation
for the execution of battalion operations. Recommendations for the
commander and principal staff officers are included in the form of
chccklists, to serve as memory joggers.
The Commander's Battle Staff Handbook is not intended to be a

tactical guide for operations, and it certainly is not intended to be a guide
for commanding a mancuvcr battalion. For the commander, it is intendcd
as an intervention to offer basic staff functional area information to
inexperienced staff members. For the staff officer it is a quick reference
for the first few days on the job and when there are critical time p,'essures.
It breaks the initial "fog" around what you must do and what the rest of the
staff does. Information includes garrison activities to aid the new staff
member in getting up to speed. Giving a new staff officer reproductions of
specific sections with the admonition, "Do this," is not effective. The
commander and staff will gain the maximum benefit frnm reading the
entire handbook. This will give the commander an o or'view, or refresher
look at interrelated staff activities and allow staff officers vr acquire basic
knowledge and a few references needed to begin to perform their own
duties. They will also learn how their activities are integrated and
coordinated with the other staff sections and slice elements.
Success on the battlefield will depend on your ability to fight

according to the basic tenets of Army Operational doctrine: Initiative,
Agility, Depth, Synchronization, and Versatility. You and your subordinate
commanders and staff must master these tenets to conduct effective Army
operations. Your staff officers must have functional area knowledge and
comprehend the related responsibilities of other staff sections in order to
integrate staff actions. Applying acquired knowledge during exercises will
build experience and staff functional integration.
A-7
Organization
The handbook is organized by traditional staff functions, not by

Battlefield Operating Systems (BOS). Emphasis is being placed on
Personnel (Si) and Logistics (S4) because these two positions are most
commonly filled by maneuver branch officers who have received no specific
staff functional area training. The Intelligence officers (S2) assigned to
maneuver battalions are typically lieutenants and captains who have been
trained to be Intelligence Analysts, but have not been Zrained to serve as
S2s on combat arms battalion staffs. Newly assigned principal staff officers
may be forced to "learn under fire." They can benefit from the format of
briet' necessities and supporting checklists. The commander can use the
checklists during planning and preparation to ensure that staff actions are
being synchronized.
Level of Detail
Note that the Commander's Battle Staff Handbook offers only

limited details. It is not intended to replace formal training programs, or
guide all actions during exercises, or provide a single reference source for
everything t!.e staff officer needs. It is a basic, quick reference, to get you
started. Staff functional area references are provided.
Checklists
Checklists appear in boxes for quick reference by the user. When a

checklist is continued on the next page a dotted line is used to indicate
continuation.
A-8
Xo
A-9
INTRODUCTION
The XO is second in command. As the battalion's "chief of staff',

and 21C, he must be prepared to assume the duties of the commander at
any time. The commander may use the XO to operate the unit's main CP,
the alternate CP, or supervise overall logistical support. He must decide
how he can use the XO most effectively given individual staff strengths,
mission requirements, and METT-T, and then communicate his intentions
clearly.
ASSETS
Coordinating staff officers are responsible directly to the XO. At

battalion level, the coordinating staff includes thL S1, S2, S3, and S4.
Additionally, the special staff, including task force attachments, is directly
respcnsible to the XO during the staff planning process.
* PRIMARY XO DUTIES
Th11,XO haz.- primnry responsibility for tne following areas;
a 'Establishing staff operating proceJures

* Ensuring the cominaride and the ,taff are informed ;n matters
affecting ihr command
* Assembiing and supervising the st2ff during the decision-making
process ensuring a coordinated, synchronized plan
a Esvablishing timelines (1/3.2/3)
* Estblishing the required liaison
& Ensuring information fhow betweer, 6We ,-.taff and corimmnider on
... staff recomm,mdations and the commander's decisions
A-10
* Representing the commander (when required) and supervising the
main CP and its operations
* Monitoring the overall battle and supcivising planning of future
operations
* Directing the staff
* Displacing the main CP
* Enforcing standing operating procedures
* Deployment and readiness of the battalion
• Serving as the materiel readiness officer and supervising unit status
reporting
* Providing for battalion logistical support
STAFF COORDINATION
The XO is directly responsible to the battalion commander to ensure

the staff is coordinated, synchronized, and supervised during the decision
making process. He is the primary synchronizer of staff actions, both in
garrison and in the TOC.
The coordinating staff officers assist the commander by coordinating

the plans, activities and operations of the command. Collectively, they have
responsibility for the commander's entire field of responsibilities, except in
areas the commander decides to control personally or which are reserved
by law or regulation.
A-11
PLANNING
The XO is actively involved in the planning process. Critical

activities performed by the XO include the following:
"* Ensures staff responsibilities and tasks are clearly assigned and lAW
capabilities
"• Enforces standing operating procedures and policies
"* Serves as the task master
"• Prepares and enforces the time schedule
"* Ensures staff coordination is affected through briebacks,
rehearsals, and frcquent commo
"* Ensures tactical plans are logistically supportable
"* Prepares to assume command (if required)
, Ensures tactical plans contain sufficient detail
During the mission planning phase, the XO performs the following

key tasks:
"* Reviews (with the BICC) the area of operations and the area of
interest to ensure thorough understanding of the brigade's
mission
" Analyzes acceptable levels of risk

-Does the superior commander specify a risk he is willing to
accept to accomplish the mission?
-Can an acceptable level of risk be deduced from analysis of the
higher headquarters' mission?
"* Analyzes planning and preparation time

-Computes amount of time available from time of execution to
receipt of mission
-Estimates the total time required for the commander and the
staff to gather information, process it, make a decision, and
produce and issue the order
A-12
-Computes, by reverse planning, the amount of time available to
move the unit to the point of execution and to conduct
rehearsals
-Ensures adequate time is available for subordinate leaders to
conduct troop leading procedures
-Records the results of the time analysis by assigning times to
tasks that must be accomplished
"* Develops (with the S3 or the Assistant S3) the restated mission for
the commander's approval
-Are only the tasks essential to the mission contained in the
restated mission?
-Is the purpose in agreement with the higher commander's
purpose?
"* After receiving the commander's guidance and intent, directs the
staff in the decision making process, e.g., COA development,
wargaming
"* Develops a detailed time line
"* Ensures all staff and special staff are involved in the mission
analysis
"* Organizes mission analysis briefing and agenda for task force
commander
PREPARATION
The XO supervises the staff to ensure that the plan, as written, is

executable and coordinated with all primary staff and task force elements.
He ensures the plan meets the commander's intent. When plans are
revised, the XO ensures that revisions are communicated to all affected.
He stringently enforces the time schedule and serves as the task master.
Brielbacks and rehearsals are absolutely critical during this phase.
Specific XO/S3 duties and responsibilities during the planning

process and during the planning and preparation phases at the main CP
may vary. The battalion commander must clearly specify their roles.
A-13
EXECUTION
During execution, the role of the XO depends significantly on the

command and control plan and the physical location of the Command
Group. The battalion commander may use the XO to operate the main
CP or the alternate command post. The XO monitors the battle, prepares
for possible future operations, and is ready to assume command if required.
He assists the commander in synchronizing the battle (primarily CS and
CSS) from the main CP.
CONCLUSION
The XO, as the second in command, is the battalion commander's

assistant in coordinating and synchronizing the staff. To ensure the XO is
appropriately utilized, the following information checklists are provided.
What the XO needs to know from the battalion commander:
"• How the battalion commander plans to use him

"* Responsibilities in TOC operations
"* What his relationship is with the S3
"* Decision making authority for the commander/command structure
"* Commander's intent and guidance
"* Command philosophy
What the battalion commander needs to know from the XO:
"* Operating policies and procedures

"* Staff coordinated recommendations
"* Current status of CBT, CS, and CSS assets within the task force
"* Status of available resources
"* Operating budget
"• Unit Status Report
"* Materiel readiness
A-14
REFERENCES
ARTEPs
ARTEP 7-20-MT"P. Mission Training Plan for the Infantry Battalion.

December 1988.
Field Circulars
FC 7-16). Battalion and Brigade Command and Control. Undated.
Field Mianuals
FM 7-20. The Infantry Battalion. 6 April 1992.

FM 71-2. The Tank and Mechanized Infantry Battalion Task Fore.
27 September 1988.
FM 90-4. Air Assault Operations. 16 March 1987.
FM 101-5. Staff Organization and Operations. 25 May 1984.
A-15
CSM
A- 16
INTRODUCTION
The CSM is the senior NCO in the unit. He keeps the commander
advised of potential situations, procedures, and practices affecting the
welfare, morale, job satisfaction, and use of the battalion's enlisted
members.
ASSETS
The CSM's most important asset is established through a close

working relationship with the 1SGs. The Battalion CSM should establish
an open channel of communication with his fellow CSMs and actively
incorporate, where possible, their experiences into his day-to-day battalion
activities. This will ensure the battalion's enlisted members receive the
benefits of this experience, which should translate into more effective unit
performance.
A-17
PRIMARY CSM DUTIES
Educational Responsibilities
0 Professional Development. The CSM is the leader, counselor,

advisor, and teacher of NCOs through the Noncommissioned
Officer Development Program.
* Education. As the senior enlisted member of the unit, the CSM

must stay abreast of all NCO changes and keep the commander,
staff, and the enlisted corps of the command informed.
0 Training. The CSM has a key role in providing the zommander

with valuable feedback during the training management cycle.
He coaches, mentors, and assists subordinate NCOs on the
training management process and is the key to effective
performance oriented training.
Unit Policy
" Administration. Makes recommendations to the commander

regarding assignments, discipline, training, awards and
decorations, and uniform regulation pertaining to enlisted soldiers
of the command
"* Weight control. Monitors the unit's Weight Control Program

"* Morale and welfare. Supports the morale policies and welfare
program established by the commander
"* Equal opportunity. Assists the commander in formulating policies

and programs to ensure activities are conducted in proper
perspective and without prejudice
A- 18
* Sponsorship program. Ensures a sponsor is assigned to each new
arrival to assist with the inproccssing of the soldier and his
family and to prcparc the soldier to begin his duties
Suspenses. Maintains the accurate and timely accomplishment (f

suspenses of status reports of his section. He looks out for all
attachments to ,he section and makes them feel a part of the
team
Tactical Functions
" CP defense. Monitors the defense of the units and command

posts, is familiar with all phases of war, and is a master of the
basic soldier fighting skills
" Ration. Oversees the proper routine during the tactical feeding
period paying particular attention to ensure all membcrs get their
fair share or ration
" EPW. Ensures they are searched, segregated, fed, and cared for
properly before turning them over to the proper authority
" Casualties. Monitors the timely, effective and dignified evacuation

of casualties. Ensures that the wounded soldiers' weapons,
equipment and personal effects are secured and marked
" Resupply. Ensures that prompt, properly organized and

continuous resupply and redistribution of supplies is undertaken
as necessary. Serves as external liaison for CSS during combat
operations
A-19
Senior Leader Rcsp1nsibilities
4 ,cader and problem solver. Receives taskings from the battalion

commander and acts as a trouble shooter
0 Direr .•n.. *uidance and wise counsel to ISGs and NCOs

( ' the coia..
* Discipline and standards. Assists the commander in maintaining

high standards of discipline and conduct
* Standards. Insists that all soldiers in the command conform to the

standards of discipline, dress, and deportment at all times.
Serves as the role model and inspires by example
* Solaier welfare. Is knowledgeable about all social welfare,

functions, and activities and actively participates, where possible,
in unit and social functions
STAFF COORDINATION
The CSM is directly responsible to the battalion commander. He is

the principal noncommissioned officer of the unit and a key member of the
i.taff. The CSM works directly with all staff members in all phases of every
mission to ensure that the commander's intent is being met.
PLANNING
The CSM monitors the planning prezess.
"* Enforces standing. operating procedures and policies

"* Provides feedback to the ccmmander during the planning phase
"* Applies the common sense rule
A-20
PREPARATION
The CSM offers advice and expertise to the staff while the plan is
being written. He can be helpful in checking that all aspects of preparation
are followed through according to plan.
EXECUTION
During the execution the CSM has specific outlined duties. He may,
for example, perform critical liaison functions, lead advance and quartering
parties, and supervise activities at breach or ford sites. He also must bc
able to identify potential problems, correct existing ones, and provide
feedback to tb, commander where appropriate.
CONCLUSION
The CSM is the commander's eyes and cars. A CSM has no

conflicts of interest. He is dedicated to assisting the commander in
directing the unit towards the successful accomplishment of the mission.
To ensure that the CSM is effectively utilized, the following information
checklists are provided.
A-21
I.I
What the CSM needs to know from the battalion commander:
"• Commander's intent

"* How the commander plans to use him •i'
"* Command phi!osophv -
"* The commander's expectations of a CSM
"* Commander's likes and dislikes
"* How the commander defines the CSM's job in the unit
"• Command focus
"* Guidance on social functions
What the battalion commander needs to know from the CSM:
* Training status of unit

* Changes in NCO educational training programs and oppoatunities
* Welfare, morale, and satisfaction of enlisted membeis within
battalion
* Administration recommendations regarding ,s.,ignrments, discipline,
training, awards and decorations, and uniform regulation releant
to enlisted soldiers of the command
"* Input on equal opportunity policies established within the unit
"• Potential combat technical and tactical deficiencies in the unit and
suggestions for improvement -
A-22
I.I
REFERENCES
Army Rc•,t l.atons
,R 611-201, Enlistcd Career Mana•,emcnt Fields and Military

f)ccupational Specialties (CSM Duties, Responsibilitics, and
Authority). 31 October, 19)0.
"-gTrain Circula.
_ s -
TC 601-xx. The Role of the Ccmmand Scrgeant Major.
USASMA CSM (D) Training Packet. The Command Sergeant Major

Handbook. March 1989.
A-23
A-24
INTRODUCTION
The S1 is the battalion's basic personnel manager. His role has two
parts. The functional role of the S1 consists of supervising and
coordinating the unit's personnel and administration systems. In addition,
he is also entrusted with the traditional role of the adjutant, serving the
commander across a wide range of activities.
The SI is the essential administrative liaison between companies at

the battalion and the brigade. He handles personnel actions which flow
from the companies to brigade or the military personnel office.
Additionally, the S] performs the personnel functions of special staff
officers at higher levels, e.g., PAO.
ASSETS
SI section. The S1 section consists of the S1 and the PAC. SI

activities are executed from both the combat trains CP and the field trains.
The S1, PSNCO, and two administrative specialists collocate with the S4 at
the combat trains CP. The PAC is located in the field trains.
S1 personnel at the combat trains CP perforrm strength accounting,

casualty reporting, and CP functions. Those in the field trains perform
replacement operations, personnel actions, as well as administrative, postal,
legal and fi.ance &,.rviccs. The Si is 3he medical service planner for the
battalion/squadron. N-,; coordinatus witli the medical platoon leader
(bc.alion surgcon) and with the niediza) opcrations officer to ensure that
patient treatr.,ý! and evacuation are planned and coordinated throughout
the battalioa area.
SMedicaUli,,toon. The medical platoon provides unit-level medical

m;uppo't for the battalion. It zollects, triages, and treati patients, then
either evacuates them or returns them to duty. The mr dical platoon
establishes and applies preventive medicine programs aimed at preventing
disease and illness and monitors the field sanitation acti .,iies of the
bat.alion. It stocks medical supplies (class VIII) for the battalion and
A-25
provides all medical support. The medical platoon is also responsible for
maintenance and evacuation of battalion medical equipment needing repair,
establishing aid stations, casualty collection points, and contaminated
casualty treatment.
Aviation units generally do not have both combat and field trains.
The S1 and S4 establish an ALOC that serves as an alternate CP. Aviation
units are not authorized a medical platoon. They have a medic section
under the headquarters company but no doctor, physician's assistant (PA),
or flight surgeon are authorized.
PRIMARY S1 DUTIES
The Aduutant
As the adjutant, the S1 helps to develop and maintain the battalion

commander's daily schedule by:
"* Knowing where the commander is at all times

"* Scheduling visitors from outside the battalion
"* Scheduling appointments, briefings, and meetings to avoid conflicts
"* Highlighting times and dates important to the commander such as
awards and promotion ceremonies, courts-martial, briefings,
meetings, and inspections
"* Highlighting scheduled leaves/TDY for all key personnel
"* Highlighting social engagements, such as dining-ins, hails, farewells,
and receptions
• Highlighting commander and staff calls
Additional S1 responsibilities to the commander. In addition to time

management, the Si assists the commander in other ways as well. These
responsibilities include:
A-20
"* Reviewing all correspondence for content and accuracy
"• Serving as both a conduit and expediter of information
"* Maintaining a policy book that contains the policies frem all higher
headquarters. The Si assists the commander in dcveloping the
unit's personnel policies, and keeps a current policy book
* Providing counsel to the command concerning personnel issues
This involves providing assistance and clarification (in such areas
as personnel status, assignments, and PAC matters), pointing out
deficiencies, shortcomings, and problems
° Ensuring the commander is informed and prepared to attend all
conferences
* Ensuring administrative readiness of troops for dcplovability
Unit Responsibilities
Unit program manager. The SI typically manages a number of unit

programs. He manages the cup and flower fund; directs all social activities
and ceremonies; ensures that ceremonies except outdoor ones that include
drill (S3's job) are (onducted correctly; ensures all protocol and etiqucttc
rules are observed; ensures the unit has a viable hometown news release
program; helps develop stress management programs in the unit;
encourages participation in active health programs; supervises the
battalion's weight control program; represents the commander at the
installation morale support fund meetings; implements the commander's
safety program; establishes and maintains an active and effective alcohol
and drug abuse prevention and control program; and works closely with the
S3 and CSM in the establishment and maintenance of effective civilian
educational programs for officers and NCOs.
Family care. The Si takes an active role in the care and support of
fa.r'ily members in the unit. He monitors the status of sole parents and
married service couples (family care plans); ensures that the PAC knows its
responsibilities for noncombatant evacuation operations when required;
ensures that soldiers and their spouses know what services the legal
assistance and claims offices provide; ensures the unit's soldiers and
families know of all the quality of life services available to them; monitors
the family support groups for the commander; is familiar with US
government and local policies governing marriage overseas, passports, and
A-27
citizenship; ensures all sponsors actively assist incoming soldiers to obtain
transient and permanent quarters; makes sure soldiers and families know
what services are available from the Red Cross; provides a liaison between
the unit and Army Community Services; and distributes information to
soldiers and families about child development services on the installation.
Key Staff Responsibilities
* Assistant OIC of combat trains CP

* Personnel accounting and strength reporting
* Maintains SIDPERS database
• Deployment strength accounting
-Maintains status of nondeployable personnel
0 Duty rosters
* Managing office systems
0 Supervision of civilian personnel
* Management of EPWs
0 Rear detachment operations
a Preparation for overseas movement
0 Religious activities
0 Medical planning
0 Casualty management
* Replacement operations
0 Postal services
* Administratioi of UCMJ
0 Morale, welfare, and recreation activities
- Awards and decorations
STAFF COORDINATION
As a staff member, the SI must work closely with other staff

members to: facilitate and monitor the accomplishment of command
decisions; provide timely and accurate information to the commander and
subordinate units; anticipate requirements and maintain current estimates
(personnel and loss rate); develop portions of the CSS annex; recommend
replacement priorities; determine and recommend courses of action to
achieve mission accomplishment; and prepare plans and orders.
A-28
The S1 coordinatcs with the S2 for interrogating prisoners and with
the S4 for processing captured equipment and planning transportation
rcquiremnents. The Si also coordinates with the medical platoon leader and
the medical operations officer to ensure that patient treatment and
evacuation, to include additional transportation requirements are planned
and coordinated throughout the battalion area. The SI also coordinates for
religious support with the battalion UMT section. He also assumes public
affairs responsibilities since no public affairs assets are available to aid the
commander at battalion level.
PLANNING
The planning focus of the SI centers around the personnel and

administrative factors impalcting soldier and unit effectiveness. These
factors are discussed briefly below.
ni.t strength maintenance. In assessing unit preparedness, the SI

must focus on the effects of deployability, losses, critical MOS and skill
shortages in the battalion (by platoon) and in attached units, projected
gains and losses, and any local situations affecting the number of personnel
in the unit. He assists company commanders in ensuring deployment
standards are current.
Replacements. The primary concerns here for the S1 include listing

critical outstanding replacement requirements, status of previous allocation,
by unit (when critical to the situation), and location of replacement
processing units.
Noncombat matters. The SI must take into consideration the impact

of people, other than soldiers, on the mission of the unit. Examples would
include care and support of dependents, third country nationals, EPWs,
civilian internees and detainees, DA civilians, and personnel available for
labor requirements.
Soldier personal readiness. The SI is responsible for reporting the

status of morale and esprit de corps, and any significant influences on the
morale of units.
A-29
Services support. The S1 must be able to assess and evaluate the
adequacy of personnel service and logistical support services as they impact
on troop preparedness and recommend new policy(s) or programs where
appropriate.
Organizational climate/commitment/cohesion. In planning the

battalion personnel service support needs, the S1 may have to carefully
consider (depending on the situation) soldier satisfaction with the unit,
identification/involvemcnt with the unit, and unit cohesion.
Personnel estimate. In preparing the personnel estimate, the SI

needs to pay particular attention to troop preparedness issues, including
unit strength, casualty estimates, replacements, noncombat matters, soldier
personal readiness, and services support. For each COA, the SI assesses
the impact of identified problem areas, trends, and deficiencies for a
specified personnel factor on troop preparedness.
The personnel estimate is only one of the estimates the commander

considers during the decision process. Although FM 71-2 requires only a
hasty or informal estimate, it often is not donc at all or is overlooked. The
three page estimate shown in the Staff Officer's Handbook is full of items
that are certainly useful in situations where the unit has weeks to prepare
for the mission but in the high intensity environment of major conflicts,
most of those items are not appropriate nor is there time to consider the
entire list before the battalion commander needs to give his order. To
streamline the personnel estimate process the following formulas can be
used in conjunction with the associated factor tables.
A-30
Hasty personnel estimate: Offense.
Main Effort Elements

Other Factors
x
X
Combat Mission x (visibility)
Strength Factor x (enemy fatigue)
x_ (velocity)
x (surprise)
Combine the four other factor values = x .60= (1)

Main Effort
Casualties
Other Axis Elements
Other Factors
x =
Strength Factor x_ (enemy fatigue)
x_ (velocity)
x_ (surprise)
Combine the four other factor values = x .40= (2)

Other Axis
Casualties
Support by Fire Elements
Other Factors
x .32 =
Combat X (visibility)
Strength x ("nemy fatigue)
x__--(velocity)
x_ (surprise)
Combine the four other factor values = (3)

Support by fire
Casualties
A-31
ADD (1), (2), and (3) = x .72 =
Total Number of
Casualtics
Combat Strength = number of soldiers participating

Mission Factor = select value from table of weighting factors
Other Factors = select value(s) from table of weighting factors
Hasty personnel estimate for tlb- offense: Table of weighting factors
" Mission factor

-Mecting engagement (.24)
-Hasty attack (.30)
-Deliberate attack (.38)
-Attack of strongpoint (.64)
-Support by fire (.32)
" Other factors
-Visibility
day (1.0)
night ilium (0.9)
night (0.7)
-Enemy fatigue
rested (1.0)
24 hrs no rest (0.8)
-Velocity
no velocity gained during the attack (1.0)
moderate velocity maintained (0.9)
high velocity maintained (0.7)
-Surprise
minimum (1.0)
substantial (0.9)
complete (0.7)
" Additional considerations
-Medical assets available
-Impact of EPW
-Replacements expected (12 hrs/-24 hrs/-48 iirs)
A-32
Hasty personnel estimate: Defense.
Against Enemy Main Effort Elements

Other Factors

Strength Factor x_ (enemy fatigue)
x (posturc)
Combine the four other factor values x .54 = (1)

Against enemy
main effort
Against Enemy Secondary Efforts

Other Factors
X =
Strength Factor x (enemy fatigue)
x__ (posture)
Combine the four other factor values x .45 = (2)

Against enemy
secondary efforts
ADD (1) and (2), = x .72 =

Total Number
of Casualties to
be Evacuated
A-33
Hasty pcrsonncl estimate for the defense: Wceighting Factors
" Mission factor

-Hasty Defense (.32)
-Deliberate Defense (.19)
-Strongpoint (.11)
" Other factors

-Visibility
day (1.0)
night illumination (0.9)
night (0.7)
-Enemy fatigue
restcd (1.0)
-Posture
Hasty (1.0)
Improved (0.9)
Prepared (0.7)
" Additional considerations

-Medical assets available
-Impact of EPW
-Replacemcnts expected (12 hrs/-24 hrs/-48 hrs)
Based on the casualty rates and the number of medical evacuation

vehicles in the task force, the S1 can determine if current assets are
sufficient or if additiona: assets are required. He can also determine if the
medical assets available need to be tasked organized differently to meet the
current need.
A-34
PREPARATION
The S1 continues to monitor unit strength through reporting

procedures established in the unit TACSOP.
EXECUTION
During the execution phase of the operation, the SI coordinates with

the BMO, 84, and mcdic to ensure that a fully crewed, equipped, armed,
and fueled weapon system is provided back to the maneuver commander.
The S1 is also responsible for ensuring the following functions are
accomplished accurately, smoothly, and efficiently. The accomplishment of
these functions is critical for the effective management of cembat-csscrntial
personnel information.
R,.placcment operations. Replaccmrent operations include the

coordiiat'2d support and delivery of replacements and RTD soldiers. It
includes ofders issuance, l.ersonnel accounL.ing, logistical support,
processing and transportation. It depends on the strength management
function for information on where to deliver replacements and RTD
soldiers.
Strength management. Strnngth management assesses an

organization's combat power, plans for future operations, and assigns
replacements on the battlefield. It predicts the need for replacements and
provides a mixture of individuals and small units. It depends entirely on
the personnel accounting and strength reportng function to provide critical
strength information to support the information requirements of the
current battle. It depends on personnel data base management to support
the information requirements of the future battle.
Personnel accounting and strength reporting. Personnel accounting

and strength reporting accounts for soldiers, reports their duty status, and
serves as the foundation for critical battlefield decisions. Personnel
accounting and strength reporting depends on personnel data base
management for the necessary tools to manage the reconciliation process.
A-35
Casualt v manaecment. Casualty management cncomlpasses two
functions: casualty operations and casualty management. Casualty
operations records, reports, and accounts for casualties promptly and
efficiently. It uses postal operations as the means for redirecting the
personal mail of soldiers who become casualties. It depends on personnel
accounting and strength reporting to locate soldiers who have been
evacuated. Casualty management coordinates the personnel and logistical
processes involved in casualty management at all levels.
Pcrsonnel information management. Personnel information

management provides a record of critical personnel information about
soldiers to suppor" battlefield decisions and to mect the nation's obligation
to retain historical information for its veterans. it also provides a manual
source of information on skills, grades, numbers, and physical limitations as
a backup to the electronic personnel data base.
Personnel data base managernent. Personnel data base managemrent

consolidates current and projected personnel information on soldiers and
units in a number of command data bases (SIDPERS). This information
serves as the basis for command decisions and projected battlefield
requirements. It depends on personnel information management and
personnel accounting and strength reporting for information from which to
update the data base.
Postal operations. Postal operations manages and operates a postal

network to move, deliver, and collect mail in the deployable force. It
delivers official mail, including critical spare parts and medical supplies,
and provides an alternative delivery system for personnel information.
Postal operations depends on the personnel accounting and strength
reporting lunction to know where soldiers are on the battlefield, and the
casualty function to determine the status of casualties and redirect their
mail.
Awardcs and decorations. The S1 receives recommendations for

awards .nd decorations with witness statements, processes the
recommendations, and forwards them to higher headquarters.
A-30
CONCLUSION
The SI is a vital link in th(- conmmander's tafas he supcrvi~ses the

health, mnorale, and general welfiire of the battalion. To ensure that the SI
is appropriately utilized, the following information checklists Lire provided
What the Si neecds to know fforo the battalion commander:
"* Mission
- Commande:r's concept of operation
"* Commander's intent
"* Task organization
"* The encmy situation
"* Time available
"* Chain of command
"* How the commander can be iocatcd
"* Rehearsal time anid location
What the battalion commiandcr needs to rknow from the ')I-
0 S1 estimate
-Number of casualties by maneuver unit at expected enemy
contact locations
-Status on the delivery of replacements and I{TD soldiers
-Unit combat power
combat
operationis based on present
to execute future
-Ability
0 Duty statuý of soldiers,
0 Casualty rcprorts
Locotion of thi: PAC'
*Emeirgency mnedical and preventive miedicine, muasuffcs
*Reconstitution plan
*Deploymeut *atusI
A-37
REFERENCES
Note. This section is oed on T,7, 12-17, Adjutant's Call: The SI

Handbook. 1991,
Scconday icfe;'uces iueludc tho tollowing:
"Com0nRmandcr - S1 Rclationship
Dcpartrr.nt ofF!he Army Forms
DA F1ORM 5367-k, Personnel Status Report. December 1984.
Department of the Army Pamphlets
DA PAM 600-8. Management and Administrative Procedures.

1 August 1986.
Field Mianuak
FM 22-5, Drill and Ceremonies. 8 December 1986.

FM 22-101. Leadership Counseling. 3 June 1985.
FM 27-1. Legal Guide for Commanders. 12 June 1987.
FM 101-5. Staff Organization and Operations, 25 May 1914.
Training Circulars
TC 12-18, Battalion Commander's Guide to the SI Section. 22 May 1992
Teclhical Manuals
"TM 11-7010-213-12. Operator's and Organizational Maintenance Manual

for Tactical Army Combat Service Support Computer System.
15 June 1987.
A-38
LL~gprtmcnt (of the Army Pa!mphlets

1 August 1986.
DA PAM 600-8-1. SIDPERS Unit Level Procedures. 2 Mlai-h 1)81).
Field Manuals
FM 12-6. Persornnel Doctrine. 1 Nove~mber 199)0.

EM 101-5-1. Operational Terms and Symibols. 21 October 1985.
Unit Profzrarns
Department of the Army Paniphkle
DA PAM 28-9. Unit Level Recreational Sports. I April 197-5.

DA ADAM 350-15. Comnandcr's Handbook on Physical Fitness.
15 October 198.2.
DA PAMN 350-18. The individual's H-andbool; on Physical Fitness.
1 May, 1983.
DA PAM 350-21, Fanmily Fitness P-Tndbook. I November 1984.
DA PAM 360.3. Arrmy Hometown News Program. 1 August 1984.
DA PAM (0-0 Guide to Protocol and.Etiquette for Official
Entertainment. 15 October '1989.
FM 26-2. Management of Strce:,s in Army Operations. 2.9 August 1980.
A~royvRc-LzdJtons
AR 27-3. Legal Assistarice. 10 Marcii iWO.

AR 210-50. H-ousing Managemen. "24 Api i 1990.
AR 215-i, Adniiniqstrat on of Army Morale, Welfarc, and Reciea('On
Aclivities and Nonapp~ropuiatej Fund InstrumeroafliCiS.
15 Octobo!t 1990.
A -39
AR 215-2. The Management and Operation of Army Morale, Welfare, and
Recreation Programs and Nonappropriated Fund Instrumentalities,
5 October 1990.
AR 215-3. Nonappropriated Funds, Personnel Policies, and Procedures.
20 February 1984.
AR (X00-20. Army Command Policy. 1 September 1989.
AR 930-4. Army Emergency Relief. 1 November 1986.
Department of the Army Pamphlets
DA PAM 27-17. Procedural Guide for Article 32(B) Investigating Officer.

16 September 1990.
1 August 1986.
Wartime Functions/Activities
Army Reculations
AR 190-8. Enemy Prisoners of War - Administration, Employment, and

Compensation. 1 January 1991.
AR 220-1. Unit Status Reporting. 1 August 1988.
AR 220-10. Preparation for Overseas Movement of Units (POM).
15 June 1973.
AR 600-200. Enlisted Personnel Management System. 1 June 1991.
Field Manuals

FM 8-15. Medical Support in Divisions, Separate Brigades, and the
Armored Cavalry Regiment. 21 September 1972,
FM 8-55. Planning for Health Service Support. 15 February 1985.
FM 19-40. Enemy Prisoners of War, Civilian Internees, and Detained
Persons. 27 February 1976.
FM 21-20. Physical Fitness Training. 1 June 1986.
FM 22-9. Soldier Performance in Continuous Operations.
8 December 1983.
FM 26-2. Management of Stress in Army Operations. 29 August 1986.
FM 71-2. The Tank and Infantry Battalion Task Force. 27 September
1988.
A-40
S2
(BICC)
A-41
INTRODUCTION
The battalion commander has specific information needs relating to

the unit's area of operation and specific tactical interests. The two critical
categories of information available to both the battalion and brigade
commander are intelligence and combat information,
Intelligence. Intelligence is derived from processing all available

information known about the enemy forces, their composition, disposition.
intentions, their locations, direction, speed, and combat readiness.
Expeditious processing and analysis, timely production, and rapid
dissemination of intelligence is necessary to plan, direct, and support the
battalion's close operations.
Combat information. Combat information is data possessed by the

battalion which meets the commander's immediate battlefield needs. Due
to the perishable natufc of the information and/or its criticality to the
situation, the S2 must rapidly process it in time to satisfy the commander's
requirements. His "tools" for rapid processing include his knowledge of the
enemy (doctrinal templates) and his situational and event templates.
The S2 is responsible for collecting, analyzing, and disseminating

information about the enemy and the area of interest. The S2 also
prepares the collection plan designed to support the staff-developed
decision-support template.
ASSETS
The battalion relics primarily upon the combat information provided

by its organic, attached, and supporting IEW resources to execute all
nlissions assigned. The principal IEW resources in the battalion include
scouts, maneuver companies, patrols, OPs, and FISTs. Field artillery,
military intelligence [to include ground surveillance, ttUMINT, and
SIGINT (low-level voice interccpt-LLVI) teams], Army aviation, close air
support, air defense artillery, combat engineers, and various combat service
A-42
support units all provide the battalion with additional resources to satisfy it.s
IEW requirements.
The battalion's organic, attached, and supporting IEW resources arc

capable of providing vast amounts of information about close-in cenmy
forces. The ADA 01 system and MI GSR resources provide early warning
and indications of enemy ground activity out to and beyond the limits of
the battalion's AO. GSR teams can be attached to a battalion. They can
be augmented by REMBASS. These assets can acquire, track, and monitor
enemy forces as they enter the battalion's AO. Field artillery FISTs
acquire, track, and report close-in enemy forces for immediate destruction.
The field artillery battalion's G-36 radar can locate enemy mortars and
artillery batteries affecting the battallion's operations. It can also provide
early warning for impending artillery or mortar firings into the battalion
sector. Patrols, night observation devices, and observation posts conducted,
used, and established by the battalion's companies and scouts also acquire,
confirm, report, track, and monitor enemy forces in the close operations
area.
PRIMARY S2 DUTIES
The S2 is primarily concerned with directing and coordinating the

collection, reporting, and dissemination of combat information and
targeting data. He plans and supervises (under the direction of the S3)
reconnaissance and surveillance (R & S), amplifies IPB products received
from brigade based on the battalion commander's PIR, and forwards
requirements that cannot be collected by the battalion's assets to the
brigade S2.
The S2 directly supervises the tactical intelligence officer, who is

part of the two-mau BICC. The BICC provides combat information and
acts as the intelligence resource management element for the battalion.
The BICC assists the S2 in such tasks as:
A-43
"• Developing and maintaining the intelligence data base
* Planning and managing the battalion collcction effort along with the
R&S plan
"• Integrating information and intelligence from all sources
"• Processing and disscminating intelligence information
"• Preparing intelligence summarics and reports
"• AMsisting the S3 it evaluation of the comniand's OPSEC posture
"* Assisting the S3 in identifying friendly vulncrabilitics to enemy
intelligence collection systems
"* Assisting the S3 in identifying the typec and amount of OPSEC
support required
Additional S2 Duties
* Receives and analýrzes mission

* Requests support/infornmation from higher
• Distributes maps/imagery/sketches (maintains accountability)
* Bricfs staff on abbreviated intelligence estimate to assist their
planning
* Analyzes terrain
• Analyzes weather
& Evaluates threat
* Integrates threat evaluation with battlefield area evaluation, terrain,
and weather analysis
0 Develops R.& S plan/overlay to find high payoff targets and to
support the DST
• Develops high value target list
a Writes intelligence annex to OPORD
* Plans EPW processing with SI and S4
, Updates PIR
0 Disseminates critical reports and probable enemy course of action
to subordinate units
° Submits reports to higher as required
A-44
", Coordinates with entire staff to develop IPB
"* Tracks enemy locations and BDA
" Solicits input from other staff officers and attachments conccrnine
enemy cenployment of assets
The IPB process is a total staff effort. Relying solely on the S2 to do it will
not work.
STAFF COORDINATION
Once the mission has been rcceived, the S2 performs the following
coordinating activities:
"* Upon the commander's approval, the S2 translates PIRs and IRs
into specific intelligence requirments, reconnaissance, and
surveillance missions for subordinate, attached, and supporting
units and requests information from the next higher cchclon
"* Participates in the targeting cell and helps develop the
commander's high payoff target list
"* Coordinates with the FSO for inclusion of field artillery target
acquisition systems
"* Works with the chemical officer to determine indicators of possible
chemical attack, and, if found, works together to develop the 1P13
"* Works closely with the staff engineer to coordinate and consolidate
command requirements for weather and terrain analysis support,
in addition to having responsibility for air threat
"* Pciforms rapid target and situational development activities before
and during combat, providing pertinent inf",.,rmation to
subordinate, higher, and adjacent un:ts
A-45
"* Develops situation template of enemy reconnaissance to lay ground
work for S3's security planning
"* Coordinates R & S plans with SI/3/4, battal;on signal officer
(BSO). FSE, TF cngincer, ADA. unit commander of area in
which teams will operate, and adjacent and higher S2/G2. (Note.
The S3 is the rcsponsible staff officer to resource and implement
R & S plan)
• Assists the FSE in the development of targct selection standards
"* Advises higher S2 of R & S plan
"• Requests support from higher $2/G2 (requests for intelligence
information, imagery requests)
"* Assists/supervises the S3 in taggcting battalion weapon systems.
planning, executing, and assessing batulc damage results
"* Plans and supervises the implementation of countersurvcillancc
measures to support all operations
"* Supervises the command's personnel and information securiyNi
programs
"* I)evelops air avenues of approach into the task force AO in
coordination with the ALO and ADA officer whenever possible
• Participates in wargaming enemy COAs
PLANNING
Intelligence Preparation of the Battlefield (OPB)
IPB is performed to determine and evaluate enemy capabilities,

vulnerabilities, and probable COAs. The thrust of 1PB is to support the
commander in the decision making process. The S2 produces and briefs
the majority of the 1PB products, but input and coordination must come
from the entis, staff. Each staff officer with an enemy BOS functional area
must assist the S2. It must be a team effort to prevent COAs from being
developed in a vacuum. During the staff planning process the XO/S3 must
ensure thi.- occurs.
A-4),
STAFF IPB CHART
Ev ent Doctrinal Product
v Division WO .................... Begin

--------- analysis of the AO
* Division OPORD
Mission Analysis - OCOKA. Weather. Enewy
capabilities by BOS, Doctrinal template
• Publish WO
Commander's Guidance ------------------- PIR
* COA Development..........------------- Event and Situation template
* WVargaming
Decision Brief ------------------------------ Collection plan, DST
* Brigade OPORD
R & S plan ---------------------------------- Intclliignce Annex and Estimate.
R & S plan
Note. Continuation O1 the staff planning process is dependent on the

S2/staff producing the items listed above.
A-47
The mi
portance ol complete. accurate 1['13 to sueees a battle can
not be overcrnphasiied. The five steps in the IPJ3 process include thc
* Batikljeld evaluation
-Determine areas of operation and interest
-Consider NI ETT-T. Corn mande rs concept of operation. time.
width, height (airspace). elect ro-optical [actors
* Terrain analysis
-Develop terrain data base and terrain factor overlays
-Dcvelop niodilicd conibined obstacle oserlavs
-ID1 analve aven
(onsi d er tics of approach usine ()COKA factors
-Line of sight
-Movement rates
-Mobility corridor
-Cross over corridor
* Weather analysis (performed in conjuncti(.n with terrain analysis)

-Develop weather factor analysis and critical values
- l)evelop weather (Iat a base arid weather lactor overlays
-Det erm inc im 1 .act of weather on troops, terrain, equipment,

fric ndlr /enemv opcrat ions. maneuverability and o1se rvation
* 1 breat evaluation
-Develop threat data base
-Evaluate threat capabilities
-Develop doctrinal tern plate lile
* Threat intecration
-Develop situation templates (down to companY level)
*Dcvelop event tern plate and collection matrix
-Assist n '.lcvelopnie nt of the decision su pport tc rn plate
Recon ri;i s-;, rice /( otilite rreci m na issa nec and Sectirity Plan nini! Steps
Planning iii ust be precise and time iv to concentrate the bait alions
limited reconnaissance assets on p iRs arid provide sufficient tinie to iathier
information. To win the reconnassance battle, it may be necessary to
assign other assets, e.g., engineers (obstacle intehhience), maneuver forces,
A-48
(;SR, FIST-Vs/COLT/artillkry FC~s. etc. UnIty of command is a nm-,t but
if there are more assets in the reconnaissance force than a scout platoon
Icadcr ian control, other C2 headquarters may be neccessiir% such as the
H-HC comnmander or a maneuver commander.
Although the S2 plans for R &'S and recommends what assetsI to

use, the S3 is responsible for tasking sublordinate units/attachentcns and
implementing the R &Q S effort. The S2 can refocus thev effort as
intelligence is collected. The S3 is also recsponsible for planning,
MOrestieig, and implementing the security plan. The S2 lays out tlIL erinem
reconnaissance situational temnplate- as formulated 1for that plan.
A-49
*ik '.c( Ci r noandcis ocaliorhs, schfnl(c (11
ii l~Lt
ma
J/-J *.siiW.Uji1
(w 113 todc.%ch. PIRI PN~/~jolwi
r~pircncn-co'.icrhighcr a'nd lowJ' i~caidquarlers' P1 R)
-Trnoopt) Availo~i't (onzaroc wiu! highicr R &-S~'s: avaiIldbiIa,L
* 1)c\l'p R?& S p)lon anid i~L~ using jii~fI. i
Pti&' S ass.,cl s sheuid bt. rdiv arsid, CitiLhi. s~ ioratci-, or as paool

.. h k:iask 1'c-cc cý:imbirc Iarm~s rchcawsaI 7
* nrLp)..:u :,ClbtduL; plan ~tr:t

* (ký!Juie;-c pLus wa
-i !1/31/4t HSO. FSFL'. 'IT v'ngi rwv:, ADA. kajit
ci~~iand ý' mc"in 11ViUch
w leam~s w1li (ip'talc, adjacml an
li.hRic S mi~m 1,,dr task torcc co~mmiander or S3
j R.-cci-c Ri & S icau lc~udc.-ý hac-khficf

-mr -il& S
12 *rans awa rt of and unidu rstuid l,
Adiwsc hiLghcr ý2 of 1%`1S ploin

T .jIsippr;on ri'~in hii-%hcr S2`6 2
~< ctoOPORD .~i;a!unt.
* [tda'i: R.& S phi Iflask; l.-~ S sk/cat'npoLrin
hc
L1~' ,' c lvl'iv: k( & S tlanis/patxols
dc
PREPARATION
T[he s2 enisures flhe mission amd concept of IhC ope ration are
undLrstood so that hig~herim tsniiLojectives are aIchic vcd. The S_
conitinuously prep.~res and updates all initelipence -alt~achreats, -inspc~ction".
and rchears-ads of plains and ru;rcnignisa( all levels, ilicludinit
reservus, lAW mission prioritfle;.
Duri ng (fie execution phase o" thc m;Lssior.. batzL hon informaownoi
require mont. from thu S2/I3ICC iflelLLde the followineg:
Accurate aod tiviely SALUTE fep( ris on '20!i. tacts ano y nbcrion.,w
of initial reforts - -
Idenitification and ,.ri ficat on of 11(i-tmirs of :sl 160t pavoi) :arget ,

Local ion, dfiretoii' ;-nd yocd o'plitioinfl ,,ni comn~im~-iy"'t'
ejenijents withiii the cnm'iem i i!;t -cc hielon K~ai n
*Location, (irecta-.n. and sp..e~d of -aieinv sccoi.d-_cI clor bat' ai'MnS
Nkhich indicate (he first-k-xhc hm regime '.C:Y rije.in effort
Locations :ird a e 01
ot fo010- on badtalions in renemy Second
pasItIons, indiviitial v~hicle psiiioms. ,And dihano'iaici in~anuw:

*Locations of Nirr;,'rs, eoh~tacles rniinc;!tIdJ:;., and bypas;s routes
L£Effccis of tcrrain and Iprevailin, %minds

S;&nifica~n chamanus to cuirreni asing,
c~urrent 01) :r,'.tion;
~ '(i tiaat ~
The S' is Jso i;uviuied in thec follo%'ijng activIities during thie oxevution of
the mission:
A-51
4 ' I *Supervises reconnaissanice. countcrr,ýco~-i ot'S:,LtIC, ant uvilac
activiJes (in coordination with thec S3)
Upitsthc intelligence cstiinatc
*'Keeps XO informed about the enem'% siluation
Wokrks closely with the FSO and assistant S3 to onsure information
is passed betweeni staff sections
Participates in targeting meetings
Helps update the commander's high payoff targets
CONCLUSION
The S2 providecs the intellitzence: and counterintelligeceio service for

the battalion. His success depends to a large extent on the relationship
developed between himself and the commander and the S3. If the S3 arnd
commander (1o not have confidence in the S2, then tactical plans will not
be focused on the enemny and will subsequently fail. This point is critical,
hocause in gtarrimin the S2 and S3 seldom initeract, vet in the tactical
environment they must work together and have confidence in one another.
The commander and S3 must ensure that a relationship is developed thai
quickly instills this mutnwil confidentic.
To eunsure hfat the S2 is appropriateiy utilized, the following

infornmaton checklists are provided.
What the S2 needs ito know from the battalion commander:
"* Mission
"* Commander's concept of operation
"* Comnmander's intent
"* High payoff targets
"* Commander's PIR
"* Time available,
"* Assets available for R & S
"* [low the comnmander can be located
"* Chain of command
"* Rehearsal time and location]
A-52
C
* Irulligcri
REfERE16NCES
FM
N*2tx TacPtics, T c! ioq tes. andmProcedurvs for iLTm wning
;7N' 7-:j [11, Inbinujrev jij Aeri! 191)2.

Fd F!' I ScouIt Pilr.(cwlhw: 198,7.
kVI 34 I Ir~tJlhuice~ and lcrtiic irar Opcrations. 2 Julh 19817
1N4-2-1.lat, s e;hiqcs Pr1(CIreedti"c fOr Rtconnai.ssanci: Anld
SllVlli,, aIlIC tl~l~eihii'.:CQICC IOPf)(rt io Counite ricn(n~isal:e
il) .1ic 19))],
F -.'! 34-3. 1tiIzceArarlv-,i'... 15 March 1990.
FM >4N 'oimlt Gmn man)ocrs, II andho'ikl on111cl~e flee. 2S .epternfle;'
FM ?'4-S'; rgd:nd
w oi~aiIO JintIntlligecel.( and)(LEJcl miIc Warfare
&)pc ations. 1i5 Aypril1'6
ivI 3442ý. Weu~ihcr SUoIxjr(A for Arnmy Tactical Opecration1s.
31 Aowgust M9t0.
T-%' 374-1301. In c04.10e nePc tciaral ion oif the 13' chl.23 Xiav I 9X6ý.
FIV 71-2. Thc 'Link and)('kLCMechanid I'rfian~v IBa tlitio Task Forkce.
.i.
A- 53
$3
(S3 Air)
A-54
INTRODUCTION
The S3 is the battalion commander's principal stafl oflicer for

matters concerning operations, plans. organization, and training. tic i. tihe
commander's main assistant in coordinating and planning the bat tle. The
nature of the operations officer's responsibilities requires a high degree of
coordination with other staff members. The S3 is aided by the S3 Air and
an S3 section.
ASSETS
The S3 Air is located at the main CP and functions as the Battle

Captain and Xo's deputy. tie coordinates the employment of ('AS with
the FS() and the TACP, as well as with thie air defense, leader. tte
integrates CAS into the commander's scheme of maneuver. The S3 Air
assumes the S3's duties when the S3 is absent in garrison. Tactically. he
steps in for the X() at the IO. The .3 Air supervises the battalion's
informal A2C2 elcmen:, which consists of representatives of the iire
support and air defense elements and of the tactical air control party.
The S3 section, trained by the S3, is employed to control and

operate forward with the command group when required. The
configuration of the S3 section is very different in garrison. The
organization and function of the seclion should be clearly defined for both
garrison ¶ind tactical decployment. Specific issues such as who is responsiblc
for the TOC vehicle, the TAC CP, who will man which vchiclc/section, and
where spccific sections will deploy can be resolved by the operations
sergeant major and the S3 Air/Assistant S3.
A-55
iM
M II I I
PRIMARY S3 DUTIES
The S3 has primary coordinating staff responsibility for thc following

areas:
)perations. The S3"s operational rcsponsibilitics involve:
"* Supervising R & S surveillance activities

(The S2 assists as an advisor or as the expert on all collection
assets available)
"• Maintaining a current operation estimate of the situation in
coordination with other staff officers
"* Preparing, authcnticating, and publishing the overall tactical SOP
with contributions from other staff sections
• Preparing, coordinating, authenticating and publishing operation
plans and ordcrs; and reviewing plans and orders of subordinate
units
"* Recommending priorities for allocating critical resources of the
command, including time, personnel, supplies, and equipment,
such as: ammunition basic loads, RSR of ammunition, unit
replacement requLirements. and electronic frequencics
" Recommending task organization and assigning tasks to
subordinate elements of the command
"• Using resources to accomplish both maneuver and support,
including resources used for deception purposes
"* Coordinating all aspects of maneuver with support
"* Recommending integrated schemes of tactical maneuver and/or
dispositions and fires, including nuclear and chemical fires
"* Recommending boundaries and other control measures
"* Recommending the general locations of comnmand posts
"* Designating areas for bivouacking, quartering, and staging units
"* Preparing operational records and reports
"* Exercising staff supervision over EW, PSYOPS, OPSEC, CMNO,
deception activities, and rear area protection
"* Considering airspacc management aspects of operations
"* Intcgrating all combat, C.S, and CSS assets
"* Designing C2 structure to control operations
A-St'
Orgaizaton.The S3's role inl he area of organization inclttdc,:
"* DeterimninL! Unit cofl1position most likyto accomplish nmi~Sion

"* OrgLanlizing, and equipping ulnitsý rccommenilding, types of forcc., to be
employed
"* Assigning, attaching, and detaching, units, detachments, or teams,
"* Rece-N-ivin Units. detachments, or teanis and one nting, traiining_. and
reorganizinu them as neccessary
Trai nin . Training rcesponsibilities of* the S3 includle:
* Idenltifying training requiremntcns based on combat and garr-i'son

missions and the training, status of the unit
"* Ensuring- that t raining requiremenrts [or combat arc orienlted onl
conditions and standards of' combat
"* Preparing and cairrying otit training programs, directives, and
orders, and planning and conducting field exercises
"* Determining re(Juircrimints for and allocations of training resources.
inCluding ammunition bor training, ranges. tacilities, and training
aids and devices
"* Organizing and conducting inter-nal schools, and obtaining and
allocating quotas for external schools
"* PlanningI and conducting training inspections, tests, and
evaluations
"* Compiling training records and reports
"* MIaintainiung the Unit readinecss stat us of, each unit inl the Command
"* Planning 11thecommand operating budget for training, and
monitoring ttse of' training funds to support training programs
"* Conducting battalion training meetings
- Preparing annual and quarterly training guidanice for the battalion"
A-5 7
STAFF COORDINATION
The S3 advises the battalion commandcr on combat, CS. and

operational matters: organization. and traininC. He is responsible for any
MTOE chances: as well as scheduling, in coordination with the S4. nc\e
equipment traininrg teams to support arrival of new material. IIc is also
responsible, with tle aid of other staff officers, for integrating the following
operations into the tactical plan;: psychological operations. electronic
warfar., jaim ing/EC,.I operations., operations security, deception,
countrrcconnaissancc. and tactical ltoop movenicrnts.
The S3 coordinatcs -with the XO and battalion signal cfflicer on rhw

location of the main CP. HL coordinatcs the activities of the S2, the FSO,
the FAC and, if supporting, the engineer and ADO, to ensure their plans
support the commandcr's concept. lic also supcrvisecs the chemical and
signal officers and assistant S3/S3 Air. Finally, he coordinates closely with
the XO, SI, BMO, and S4 to ensure tactical plans are logistically
supportable.
A-58
P LANN IN G
The S3 is actively involved in all phases of the planning proce,,S.
"* Usin ,uthle I rral n analysis provided by the S2. the S3 asC.sesse areas
ol' operations its the\ im1pact On ileIndMlx and encim capabilities
* Devlops igh payoff tarizet list in coordination with tre n~cl
me mbers
"* Develops atschemei thatt will optilm ii observat ion and fields of ti re.
based on1 terrain, \Isibilit v conditions, and weapon s\sitnil
capabilitics (f~or both fre ndly and enemy forces)
"* U.sing intel~ignceIC pvidedLC( bV thle 52, aialvies Crcnmv's mlostI
recent aict it iics and intenlt ions
"* Evaluates possible rerney COAs identified by the S_2
"* Approves the R & S plan
"* Pr-ojects stattus of Unit. relative to the type of' operation
"* Develops and maintains the troop list. including review and revision
to ensure asslegnmenti of' the number~s and types of units needed it)
support and acconipl ish thle filissbon
"* Identifies command and support relationships
"* Determines location Of combat, CS, and CSS units
"* Assesses mission requilremntcns and recommnniids additional
resources if' req1uired
"* Develops friendly COAs
"* Participates in stall wargarn inu of- COAs (leads if XC) is
uinavailable)
"* Estimates the numibers, and types of units to be orgiani/ed andI III
priority for phasing in or replacing personnel and equipment in
thle units
"* Refines OP()RI) in accordance with inform ation updates
"* Develops task force R &, S plan with thle S'2 and FS(
"* Develops con nterruconnaissanmce plan wNith inpu)Lt from S2 and FS(
"* Drives unil /task force rehearsals
S3 Air Plainni ng Act ions for Air Assault Oticrat ions
During the planninu, phiase. the S3 Air may be responsible for

executing sonie, or Lill, of' the following actions depending on thct specific
operation:
"* Recives warning order

"* Reccives personnel status from SI
"* Receives equipment status from S4
"* Receives enemyv situation briefing from S2
"* Receives initial inform aition from ;.ir mission comnmande r (AN IC)
"* Analyzes ANtC''s initial informiation for available a.scset
"* Begins preparation of air movemntcll table
"* Issues warning order
"* Processes air reqtiests from S3
"* Obtains PZs fromi 83; provides PZs to fire sup~port coordinator and
staff as needed
"* Establishes liaison w%,ith TACP; coordinates preplanned TACAI R
"* Provides available flight route information to 83
*Receivecs task force commander's concept
Ob)t ains any additional tactical air reqluirenme nts fromn PSCOOR D
*Initates requeCst.s for TACA IR cap (cover) and offensive air
support
Oh()bains logistic PZs from S4
*Comipletes air nmvenicnit table; subimits to S3 ifor appro-. :il
*Distributes air flo\ ement table,
*Obtains subunit airloading tables
*Consolidates airloading tables; provides to task- force commander,
S3, XO, and S1
*Receives C)PORD
*Coordinates air missioni brie-iniws
The A L( or the aviation brigade/bat talmio commnander's

repiese ntative rece i%,.s available f'light routes from th Si'8?corn pates f'light
route timec and distance; and olbtains, LZ.s, flight routes, and aircraft
allocations from the supporting aviation tunit S3 for the supported unit S3
for dlissemination to his staff and subordinate units.
A-00t
S3 Air Planning Actions: Mission Analysis
The S3 Air plays an important role in the mission planning process

through the following activities:
"• Analyzing the purpose of the brigade mission and the purpose of
the commander two levels up
"• Reviewing the higher commander's overall deception plan and
ensuring that friendly forces are not positioned contrary to the
higher commander's deception plan
"• Identifying tasks to be performed: specified, implied, and essential
"* Identifying limitations placed on the task force by the higher
headquarters
" Addressing the following questions:
-What task was I given?
-What specific results must I attain in terms of the enemy,
terrain, or a friendly force?
-What was the purpose of the task?
-How does this task relate to the main effort?
-What is the unique contribution the task force mission makes to
the brigade's mission and concept?
-What limitations have been placed on my freedom of action?
-If these are limitations, why has my superior commander limited
my possible courses of action?
PREPARATION
The S3 continues to monitor all preparation and coordination. He

and his staff ensure that the plan, as written, is fully prepared to be
implemented. All elements of the S3 section are actively involved in this
process. The S3 also assists the XO in the supervision of all primary staff
and slice representatives.
A-61
EXECUTION
At the commandei's discretion, ihe S3 may be positioned to

command and control an arca that the commander cannot monitor.
CONCLUSION
Thc S3, as the battalion's operafions officer, is the commnander's

main assistant in coordinating and planning the battle. Note that th-t
comnmandcr must clearly define rolcs for the XO and S3 dependent on the
tactical situation and operational requirements. To crisure that the S3 is
appropriately utilized, thc following information checklists are provrided.
What the S3 rveds to know froým the battalion commander:
11Ilowth
cormanirdcr rnlans to use him
*S3's relationship with the command structure and the XO
*Command'rr's inient/planning guidance
0 Evuiytliing the commander knows
What the battalion commander needs to know froin the S3:
"* Current operation estimate

"* Command resource allocation priorities including time,
personnel, 5,upplics,, and eq uipment.
"* Pi opo-,ed task organizationl and mission responsibilities of
subordihnate units
"* Proposod tactical manteuver, dispositions, and fire scheines
"* General locations of command posts
* verview of EW, PSYOPS, OPSEC, deccption activities, CIVIC. and
rear area protection measures
*Overview of airspace c,;nsiderations
*U nit traini~ig ICq wremenc-ts
*Propose~d unit training prograinis/'bud.get/r esourk,- o-calm'
*Unit readiness status
REFERENCES
Field Manuals

FM 25-100. Training the Force. 15 November 1988.
FM 25-101. Battle Focused Training. 30 September 1990.
FM 71-2. The Tank and Mechanized Infantry Battalion Task Force.
27 September 1988.
FM 90-4. Air Assault Operations. 16 March 1987.
FM 100-103. Army AirsFpce Command and Control in a Combat Zone.
7 October 1987.
A.63
S4
(BMO)
-4
INTRODUCTION
Sustainment is as important to success as any part of the battle plan.

The battalion commarder must be aware of both the operational and
logistical possibilities anl limitations of his situation. The S4, aided by the
S4 section and specialized platoons (support, maintenance) organic to the
headquarters and headquarters company (HHC), manages the battalion's
logistical support.
ASSETS
Battalion logistical support is provided by the support and

maintenance platoons under the supervision of the S4. The S4 section is
responsible for providing ammunition, fuel, food, water, maintenance, and
transportation services to the companies. The battalion supply sergeant
locates in the field trains CP, acting as section sergeant for the company
supply sergeant and also assists the HHC commander in monitoring the
administrative and logistics (A & L) net during the preparation and
execution phases. He assists the S4 in getting needed supplies forward and
may, at times, move up to the combat trains CP to provide assistance in
specific areas. The HHC commander and the support platoon leader
locate in the battalion field trains and respond to the forward units' support
requirements. Significant differences in logistical capabilities exist between
light and heavy battalions. These differences are addressed in this section.
Support platoon. The support platoon is responsible for the

transportation of fuel, amnmunition, and supplies, and the preparation and
delivery of meals (for the light battalion meals are provided by the HHC
brigade mess). The support platoon leader acts as the assistant S4. He is
responsible for the organization and timely dispatch of LOGPACs. The
movement of supplies and evacuation of wounded and KIA arc both
dependent on well coordirated support platoon operations. In heavy
battalions, the medical platoon's organic ambulances are the primary means
of casualty evacuation.
A-65
Maintenance platoon. The maintenance platoon operates from the
unit maintenance collection point (UMCP), field trains, and company/team
combat trains. It is responsible for the battalion's PLL and maintenance
records. The platoon provides maintenance teams to support the
battalion/task force maintenance mission. The platoon performs unit
maintenance of all equipment as far forward as possible except for
COMSEC and medical. In addition, the platoon interfaces with the
forward support battalion (FSB) and the intermediate direct support (IDS)
maintenance support team (MST). It provides unit level maintenance for
the battalion/task force equipment.
The platoon leader is the battalion maintenance officer (BMO) for

infantry battalions other than light. He is assisted by the battalion
maintenance technician (BMT) and battalion maintenance sergeant (BMlo).
BMO responsibilities include the following:
0 UMCP operations and controls maintenance support within the

maintenance platoon
• Directs the maintenance effort to rcpair jobs requiring no more
than four to six hours to complete
* Shifts maintenance as•cts to meet battalion/task force
requirements according to the commander's priorities
* Maintains close confact with the battalion XO and S3 to remain
current on the tactical situation
* Coordinates maintenance support with the battalion S4 and the
FSB's support operations section
* Coordinates with the S4 to determine the location of the LIMCP
based on the elements of METT-T, which is typically located on
the battlefield in the combat trains area
* Focuses on placing maintenance support forward to sustain
maximum combat power
* Coordi.natue with the FSB tMST and establishes maititenance
priorities. Enstircs that the I1)S MST's iequirements are
coordinated with ;he FSB's support opcrations office
A-66
Works wvth the BMT and BMS in coordinating unit maintenance
operations
-Ensures his BMT is aware of the support priority and manages
maintenance in the forward area of the battlefield
-EnsLres, through the BMT, that the repairs on site and in the
company trains receive first priority of his maintenance
res(oluces
• Ensurems that at least one PLL is placed in the field trains
:In the UMCP, the BMO ill normally position PLL necessary to
support at least two of the maneuver companies and
headquarters company clement; (pcrating in the forward areal
The BMO also plays a critical role in the following unit maintenance
operational areas:
Task ForcSuroort
Maintenance Support of Task Forces

"* Task organizes maintenance requirements
"* Organizes platoon into maintenance teams
* Contiols company maintenance teams sent forward
Maintenance Operations
"* Organizes the maintenance platoon to support task force
operations
"* Contributes to the development of the logistics annex of th,
operations plan or the SOP to include maintenance support
requirements for the company/combat/and field trains
"* Organizes the UIMCP with maintenance p!atoon personnel,
recovery vehicles, tool trucks, and ILL assets
Support of Offensive, Defensive, and Offensive Operartions

"* Monitors the tactical situation to support the attack
"* Informs the S3 and S4 of the specific locations of the UMCP
"* Coordinates naintenance requirements with the XO addressing the
current situation, priority of effort, and plans for the next
operation
A-67
Responsibility
"* Responsible for recovery of heavy equipment beyond the owning
unit's capability
"* Manages the battalion's recovery operations using recovery
equipment of the maintenance platoon
Recovery Management
* Coordinates recovery operations with the overall repair effort to
best support the commander's priorities and the tactical situation
Repair and/or Recovery Plan

* Develops a plan of action for the disabled equipment based on the
request for assistance. His evaluation should include a review of
the following:
-Tactical situation
-Work load
-Availability of maintenance and recovery personnel
*When the extent of damage/failure can not be determined, the

BMO plans a recovery mission but may also send maintenance
personnel to attempt on-site repair
* Assigns the repair or recovery mission to a maintenance team.

Ensures detailed checklists are used in preparing for on-site
repair
Special Recovery Considerations

* Develops specific procedures for conducting maintenance/repair
operations under NBC attack, recovery of foreign equipment, and
joint multinational operations
A-08
Sustainment Operations
BMO's Role
, Responsible for developing the battalion combat readiness
sustainment program
* Ensures that:
-Leaders' roles are clearly defined
-Procedures for (ie maintenance platoon, its sections, and the
maintenance tearm leaders are clearly defined
-Units receive support LAW established program and procedures
For the light battalion, unit-level maintenance is consolidated at

brigade. During task force operations either the (light battalion) S4 or the
HHC XO assume maintenance responsibilities by coordinating DS and
slice maintenance elements.
A-69
PRIMARY S4 DUTIES
The S4 is primarily concerned with the sustainment of the battalion.

To execute the tactical sustainment requirements of the battalion, the S4
must take an active role in the following areas:
• Manning support which includes rationing, clothing, and individual

equipment
* Fueling the force
• Arming the force
* Moving personnel and equipment to include managing
tran.portation networks
* Fixing for the purpose of preserving weapon systems and
equipment
* Movement and placement of the combat trains CP
* Emergency resupply
* Communication with lower, higher, and adjacent headquarters
focusing on combat trains CP to combat trains CP
• Protecting the sustainment system (rear area security)
0 Management of MTOE
• Redistribution of assets
0 Providing support for EPWs
-Transportation
-Rations
-MP coordination
-Facilities
* Producing the CSS plan for the battalion that includes:
-Main supply routes
-Proposed logistic release point (LRP) sites
-Class IV/Class V supply points
-Casualty collection points
-Evacuation plan for evacuation and care of deceased remains
* Managing the operating budget
A-70
STAFF COORDINATION
The S4 must work closely with the XO and the S3 to ensure that the
operational plan can be fully supported. He must backbrief the maneuver
elements on the support plan to ensure that it meets all of the maneuver
elements' needs. He is closely associated with the S1 as they share
responsibilities of the combat trains CP. Together, they set up and operate
the trains CP, monitoring the battalion command net as well as the net
control station (NCS) of the battalion A & L net. The S4's interaction with
the S2 provides him with the required intelligence to forecast losses and
subsequent resupply. He maintains close contact with the company XOs
and/or lSGs to ensure timely and adequate supply. As the primary
provider/coordinator of supplies, equipment, and services, the S4 must be
fully integrated into the command and staff structure of the battalion.
PLANNING
Key planning imperatives for the S4 include the following:
"* He must thoroughly understand the mission and the tactical concept
of the operations
"* He must anticipate requirements
"* He must plan in detail
• He must continuously assess risks
The goal of the S4 planning process is to provide the most

responsive logistical support to the tactical force. A good sustainment plan:
"[ Provides formnission accomplishment

* Is based on facis and valid assumptions
* Establishes relationships and fixes responsibilities at the unit/slice
level
* Decentralizes authority
A-71
"* Contains on-hand supply status of all units, particularly water,
Classes III, IV (obstacle defense), IX, and V
"* Is simple, flexible, and coordinated
"* Is rehearsed with all TF CSS executioners
"* Provides for continuous and adequate support
"* Allows CSS functions to be performed as far forward as possible
" Supports by "push" packages rather than requisitions
"* Provides for the positioning of areas and units to support the
operations, to afford priority to the main effort, and to survive
"• Addresses the control of roads, airlift, and other means of
transportation
"• Provides for the protection of CSS units, both personnel and
materiel
"* Has tailored, practical logistics reports that transmit key information
with minimal confusion in the shortest time
"* Estimates battle costs in terms of:
-Consumption
-Damage
-Destruction
Supply planning. The most important areas of supply planning are

those of "fueling" and "arming" the weapon systems of the supported force
(fueling is a less critical issue in the light infantry battalion, although wa!er
resupply takes on greater significance due to limited transportation assets).
Providing fuel to using units is critical for conducting successful combat
operations. The battalion commander must set clear priorities for fueling.
The S4 must plan consumption accurately, and economize whenever
possible to assure adequate support. Slice assets should be integrated, such
as engineer fueler and wrecker HEMITs, water buffalos, and
engineer/ADA cargo trucks. An efficient fuel system can only be
established with good pre-battle planning. This requires in part, receiving
accurate assessments of the unit's daily fuel requirements from the S4.
Fuel requirements can be estimated from the following tables.
A-72
Raw Class III Data
Fuel Capacity Range

HMMWV (998) 25 Gallons 542 KM
HMMWV (996) 25 Gallons 483 KM
HMMWV (966) 25 Gallons 51.5 KM
BRADLEY 175 Gallons 483 KM

M113 95 Gallons 365 MILES
M1A1 504 Gallons 440-480 KM
SP VULCAN 95 Gallons 443 KM
Computing Bulk Fuel Requirements
For Tracks:
Item Density x [(Idling Rate x Hours/Day) + (Cross Country Rate

x Hours/Day) + (Secondary Road Rate x Hours/Day)]. This
formula provides estimated bulk fuel requirements for the
following vehicles:
Idle XCountry Secondary Roads
Bradley 1.5 18.6 9.3

M113 1.0 8.6 8.9
M901 1.0 8.6 8.9
M IA1 10.8 56.6 44.64
SP Vulcan 1.0 5.2 13.0
For Wheels:
End Item Density x Consumption Rate x Hours/Day.

All HMMWVs have a consumption rate 0,497, or 1/2 gallon per hour
Note. Consumption rates will vary with mission (i.e., different missions
require more or less idle and shutdown time). Adjust these rates as
required.
A-73
Arming is the largest, most time-sensitive task of the logistic
sustainment system. Prc-battlc planning involving close coordination
between the 84, S3, and S2 (who provides specific facts on expected size of
the enemy and where contact will be made) is important. Critical to the
planning process is the calculation of the ammunition requirements for the
operation. This is normally computed by the S3. The S4, however, will
probably have more time to devote to this task during the staff planning
process. Key planning considerations include:
"* How many weapons of what type are in the unit

"* How long the element leader plans on firing on the enemy
-Estimated number of targets?
"* Estimated rates of fire, for how long
"• What enemy is expected on the position
-How many rounds will it take (on the average) to k1l a target?
"* At what estimated point in time the element will need a resupply
-How much of what type?
"* How and from where the unit will be resupplied
-What route will be used to get to the unit?
-Who will link up with the emergency Class V truck?
-Has the truck driver been briefed on his expected mission?
-Has the unit been briefed on these data?
Supply planning: Anti-tank weapon p)lanning steps/considerations.
"• Determine number of vchiclcs on objective

" Determine average number of rounds to destroy a vehicle
"• Estimate the number of targets that will be fired at
"* Multiply the number of targets times rounds required per kill to get
an estimate of how many rounds will be needed
"* The type of round selected by the gunners will have an impact on
what needs to be rc%upplicd
A-74
Supply planning: Automatic wcapon planning stcps/considerations.
"* Estimate how long a position will need to be suppressed

"* Determine how many aiming points are likely to be fired at
"* Estimate rates of fire for weapon systems and how long they will be
firing at that rate
"* Multiply rounds per minute by number of minutes a weapon will be
firing at each rate of fire. Take into account any barrel
change times and expected enemy reinforcements/counterattacks
The S4 si.Juld be forecasting the battalion's ammunition

requirements long before the tacticians finish their maneuver plan. The S4
can not wait until the OPORD to request Class V supplies for the task
force. His estimates should be based on the IPB and the tentative plan.
Once the sub-unit missions are completed, the S4 can tailor LOGPACs
based on expected needs and unit requests. Emergency Class V supplies
should be tailored for expected shortages from specific units.
Maintenance planning. Pre-battle planning of the forward

positioning of maintenance assets, stocks of repair parts, and replacement
equipment, and setting priorities for recovery and repair is critical for the
tactical success of the mission. Key input from the S4 in this area is his
estimate of the loss of Clasz VII weapons and vehicle systems. The BMO
and maintenance support team are responsible for configuring Class IX
supply packages. The BM(O must be able to determine time guidelines for
specified maintenance actions and rccommend repair/recovery priorities
based on the operational requirements of the mission.
ira , ;irtajtion and movement plannir g. Planning, controlling, and

executing both unit movement and transportation operations rcquimes
detailed preparation. Effective pre-battle planning of transportation
sustainment niust occur to maximize the use (f resources and overcome the
complicating effects (if terrain, weather, and enemy interdiction. These
requirements are determined by identifying the type and amount of cargo.,
distan'e Io be moved, arid spccia! movcrnc;,J requircments (e.g., time
limitations, dimensions, etc.).
"A-75
P•/,nning for sustainment protrction. The battalion commander may
frequently have to take active steps to defend the unit's sustainment system
when the threat exceeds the CSS capability or critically threatens disruption
of sustainment support functions. Sustainment protection planning is the
responsibility of all CSS unit commanders and staffs. Typically the HHC
commander is responsible for the field trains CP, while the S1 and S4 are
responsible for security measures at the combat trains CP. The battalion
commander and his staff must plan a base defense system that
accomplishes the rear operations tasks of securing the unit base, detecting
any enemy infiltration attempts, delaying the attackers' progress, and finally
destroying the enemy force. Normally, passive security is emphasized, but
the unit must supplement this witb active security measures. Guards
should have anti-vehicle weapons systems (AT4, Dragon) available to them.
Plinning for light/hcavy operations. The light battalion S4 must be

able to integrate the heavy unit's CSS slice into the battalion trains (the
heavy unit should be OPCON to the light). He must ensure that the heavy
unit knows the situation and that all the logistical actions conducted in the
battalion's area of operations are coordinated. The light battalion S4 is
responsible for ensuring that the CSS slice is adequate for the situation
when the heavy unit is attached to the light battalion. He must also
assume control of the CSS slice and coordinate the integrated CSS plan.
This coordination is best conducted in the field trains between the two
HHC commanders working under guidance from the S4.
Planning for heavy/light operations. The heavy battalion S4 must

integrate the light unit's CSS slice into the battalion trains (the light unit
will normally be attached). He may have to provide transportation assets
to support the light force's logistical and movement requirements. The
light unit will have different needs based on its PLL, most notably 60mm
mortars, MK19s, and a higher volume of small arms parts. The light unit
will also have a higher demand f3r water turnaround since available water
reserves are limited to what the soldiers can carry in their canteens and five
gallon cans,
A-76
Logitisstim . In preparing the logistics estimatc the S4 needs
to consider the following:
"• Status of supply Classes 1, III, V, IX (hcavy units especially) and

water
"• Operational status of key weapons systems at present and the
expected status for line of departure/defend by time, and of
MEDEVAC and other CSS vehicles
"* Quantities of specified classes required to support the operation,
especially those resources required to support habitually attached
slice elements such as FIST, Eng, and ADA
* Assets available for transporting Class IV materials (particularly for
light units)
* External support requirements
* Use of LOGPAC operations versus othcr techniques
* Anticipated equipn.,,nt losses
* The advantages and shortcomings of specific COAs
Note. Coordination with the S2, S3, and SI is critical.
Post planning considerations. Once the plan is finalized, the S4

should:
"* Brief the combat trains CP personnel, to include both the St and S4
personnel
"* Post a copy of the fire support overlay, maneuver and obstacle plan,
and IPB in the combat trains CP
"• Have available a copy of the battalion and brigade OPORDs, plus
battalion, brigade, and adjacent unit SOIs
"° Maintain a battle roster and a vehicle rostcr by bumper number and
nomenclature plus special additions to the major erJ item
(TOWs, Stinger racks, etc.)
"* Insure that the combat trains CP has charts showing current task
force maintenance, personnel, Classes Ill and V status down to
platoon level. IThese charts should mirror some of the charts
kept at the TOC, specifically combat power charts]
A-77
The S4 must have a radio management plan for when he must
assume TOC duties. He will initially need to maintain CSS nets as well as
talk on brigade command, DS FA, and other nets as per battalion/brigade
SOP.
PREPARATION
The S4 continues to monitor the current friendly and enemy

situations and must be prepared to react as required. To accomplish this
monitoring, he continues working with the primary and slice clement staff
officers or NCOs. During preparation i'c insures that the support platoon
and maintenance platoon leaders are fully prepared to implement the
battalion plan within the commander's intent. He conducts face to face
coordinatic-n with unit ISGs, XOs, and separate platoon sergeants prior to
the LRP tii ic. Hc leads the CSS rehearsal.
EXECUTION
The S4, along with the Si, establishes aind operates the combat
trains CP. The combat trains maintain company equipment, fuel,
ammunition, rations, Class IV barrier material, and wter status and submit
reports in accordance with the battalion/brigade TACSOP. The S4
monitors the support platoon and maintenancu platoon as each executes
mission support,
The combat trains CP acts as the maneuver headquarters for all task
force C(S assets moving ofn the battlefield and should put out periodic
tactical situation ur,datcs on the A & L net as required. When a unit
announc•s sudden heavy losses on the command net, the combat trains CP
alerts CSS elements (especially medical) so they arc prepared to aid the
unit as necessary. The combat trains CP is the battalion's altcrnate
command post and must maintain the current situation and be prepared to
assume control if the main CP is incapable of doing so. The combat trains
CP should have copies oi all reports the TOC uses to communicate with
brigade.
A-78
CONCLUSION
The sustainment of the battalion is the primary responsibility of the

S4. He must work closely with the command and staff structure. To
ensure that the S4 section is appropriately utilized, the following
information checklists are provided.
What the S4 needs to know from the battalion commander;
• Mission statement
* Concept of the operation
* Brigade and battalion commander's intent
* The enemy and friendly situation
* Priority of fires and effort
0 Priority of maintenance support
• Priority of Classes III and V supply and priority for the tailoring of
emergency resupply in the combat trains
a Any special ammunition requirements
a Mission essential tasks for each task force unit
• Maneuver control measures
• Time line for operation (phases)
6 Future operations/next mission
* Obstacle plan/special needs for target reference point markers in
the defense
• Chain of command, how the battalion commander can be located
a Rehearsal schedule
* Axis of advance and the enemy avenue(s) of approach
• Resupply time line/pause for recovery
A-79
What the battalion commander needs to know from the S4:
"* Key CSS constraints

"* Input during mission analysis and on all courscs of action (COA), to
include supportability of COAs (medical, maintenance,
emergency resupply)
"* Does the S4 understand the mission and tactical concept?
"* Positioning of assets and units to support operations
"* Organization of trains (echelon versus unit)
-Is there a split aid station and maintenance element?
"* Does plan allow CSS functions to be performed as far forward as
possilbie?
-Is the main effort weighted?
"• Unit's fuel/ammunition/maintenance/Class IV barrier material
requirements vs on hand and available
"* Curient status and expected line of departure/defend by time status
"* Class VII weapon system loss estimate
"* Transportation requirements/routes/capabilities
"* Adequacy of command and control facilities for directing CSS
activities
-Is rctransmission needed to talk to BSA/lield trains?
"• Night operation measures/considerations
"* How are slice clements and other elements supported under task
force control?
"* How are the scouts and counterrcconnaissance (in defense)
supported?
"* When the LOGPAC is coming forward so the effective task
organization time does not interfere with resupply numbers
(chow, headcount, etc.)
A-80
REFERENCES
.N~tS This section is based on the Combined Arms and Services Staff
School Module (E410/1), Fundamentals of Tactical Sustainment.
March 1989. Additional information was provided by FM 7-20, The
Infantry Battalion. April 1992, Chapter 8, and Appendix B
and D.
Secondary references include the following:
Army Regulations
AR 700-9. Policies of the Army Logistics System. 3 June 1985.
Field Manuals
FM 8-55. Planning for Health Service Support. 15 February 1985.

FM 10-14-2. Guide for the Battalion S4, 30 December 1984.
FM 43-5. Unit Maintenance Operations. 28 September 1988.
FM 71-1. Tank and Mechanized Infantry Company Team.
22 November 1988.
FM 71-2. The Tank and Mechanized Infantry Battalion Task Force,
27 Septcmbcr 1988.
FM 100-5. Operations. 19 January 1993.
FM 100-10. Combat Service Support. 18 February 1988.
FM 101-5-1. Operational Terms and Symbols. 21 October 1985.
FM 101-10-1/2. Staff Officers Field Manual: Organizational, Technical
and Logistical Data, Planning Factors (Volume 2). October 1987.
Other
Issue No. 11. Maintenance Management Update. March 1988.

Issue No. 11. Unit Supply Update. January 1988,
NTC lessons Learned.
A-81
FIRE SUPPORT OFFICER
A-82
INTRODUCTION
The FSO's primary duty is to coordinate the battalion's fire support

mission. His place of duty is where he best meets the commander's needs
or objectives. It is critical that he sees the battlefield with the commander
and understands the maneuver commander's intent. It helps him
determine how available fire support assets can best be used in support of
the commander's plan. He also assists in the training of the battalion's
mortars.
Each time the commander and the S3 discuss current or future

plans., concepts, or courses of action, the FSO participates. He must work
closely with most of the primary and special staff officers.
ASSETS
G(cidilly. the battalion's FA support comes from the 105-mm or

155-mm howitzer battalion in DS of the brigade. Other fires come from
artillery units that reinforcc the DS battalion and by units in GS of the
division. The mortar platoon provides the most responsive indirect fire
available.
Each maneuver commander is provided or allocated an indirect fire

system to influence his portion of the battlefield. The light company
commander has an organic 60mm mortar section; the battalion commander
has an organic 81mm mortar platoon. When the maneuver brigade is
committed to battle, the brigade commander generally will be allocated a
direct support artillery battalion. Other assets that may be provided to the
maneuver force include Army attack helicopters, TACAIR support, naval
gunfire, and IEW. Air defense and engineer assets may also become
important components of the fire support system
A-83
PRIMARY FSO DUTIES
Under the maneuver commander's guidance the FSO integrates and

synchronizes the firepower of field artillery (FA), mortars, close air support
(CAS), and, when available, naval gunfire, with the maneuver of combat
units.
Primary FSO Dutics
"* Works as a member of the targeting team (FSO/Commandcr/S3/

S2/ALO/Mortar platoon leader) to develop the observation plan
(part of the R & S plan) and the fire support execution matrix
"* Determines/synchronizes fire support mission requirements and
means available, (e.g., USAF, ADA, mortar platoon, engineer,
and direct support field artillery) and recommends priorities of
fires and allocation of fire support
* Assesses the enemy situation and recommends when to attack what
targets with what munitions for how long to achieve the
commander's dcsircd effect
* Determines what fire support coordinating measures facilitate the
commander's scheme of maneuver considering the impact of
anticipated changes
• Directs the attack ot targets and coordinates tirc support in the
battalion's area of operation based upon the commander's high
payoff target list and attack guidance
a Keeps his higher and lower fire support elements (FSE) informed
of the battalion's situation; and reports information to the
commander and his staff, especially enemy and friendly fire
support matters
a Establishes, operates, displaces, and supervises the target
acquisition effort of the FOs and FSE with guidance from the
commander, the S3, and the FA commander
* Conducts target analysis, prepares, executes, and monitors the
battalion's fire support plan
0 Coordinates and monitors ammunition requests and resupply
actions with the XO and S4
A-84
STAFF COORDINATION
The FSO is in charge of the FSE. The FSE should be collocated

with the tactical operations center (TOC) so that the FSO can easily
coordinate with the staff. The FSO will coordinate with several technical
advisors, collocated in the FSE and TOC in the planning and coordination
of the battalion's fire support. Representatives may include the following:
" S3 Air. Receives, coordinates, and processes all close air requests.
He advises the Air Force tactical air control party of the ground
tactical situation and other important Army information
" Air liaison officer (ALO). Provides expertise on and monitors

requests for close air support (CAS) and battlefield ait
interdiction. He keeps the FSO informed of the current status of
available air support
" Air defense artillery (ADA) representative. Provides information

on the status of air defense artillery and coordinates airspace
control with the FSO
" Supporting arms liaison team officer (SALTO). Advises, monitors,

and approves naval gunfire and Naval/Marine air requests
" Engineer officer. Coordinates the emplacement of mines and

obstacles
" Mortar officer. Provides techL,:al expertise on matters related

to indirect fire
"$ 4. Provides information on how much Class V is available for

special missions, (e.g., WP, Illumination, HE)
A-85
PLANNING
It is very important that the FSO shares the commander's view of

the battlefield. During planning, he will want to do the following:
* Compare known terrain features with the commander's fire plan

and inspect probable friendly unit positions
* Find his forward observers (FOs) and fire support teams (FISTs)
and ensure they know how to coordinate with other agencies
* Plan with the engineer for field artillery delivered FASCAM
minefilkds
To function effectively the FSO should use:
"* Fire support situation map

"• Fire support status chart
"• Secure radios to communicate with his DS battalion, and
higher/lower FSEs/FISTs
"* A digital communications device such as a variable format message
entry device (VFMED) or a battlefield commander's terminal
(BCT) linked to the FA battalion TACFIRE/LTACFIRE in the
DS battalion fire direction center. A FIST digital message device
(DMD) also can be used to establish a digital link between the
FSO and DS battalion TACFIRE
"* Charts displaying the attack guidance matrix, high payoff targets,
and target selection standards
The key to effective life support integration is thorough and

continuous inclusion of the FSO in the planning process and a vigorous
execution of the plan. There are two major considerations that must be
included in the commander's thought process when planning and
coordinating fire support. First, integration of fire support will not be
optimum unless the commander becomes personally involved. His active
support is required to ensure the right staff members coordinate with the
FSO and the FSO coordinates with them. Second, fire support agencies
require more planning time than maneuver units. Responsive fires
require that fire support systems be in the right place at the right time.
A-86
Field artillery takes time to reposition. Preplanned CAS requires at least
30 hours to effect coordination and to prepare the proper ammunition and
aircraft combination. Also, stafT coordination, particularly with the S2,
involves detailed planning to generate the targeting information required
to support the commander's plan.
The FSO needs to bc included upon receipt of the mission or

immediately following; anything less will greatly decrease the battalion's
survivability. The FSO needs to be concerned with the following:
" Understanding the commander's guidance, his intent, and courses of

action [The commander's intent answers When, Where, What
(timing, desired effects, duration), Why, and How (to supplement
not interfcre)]
"• Preliminary guidance on desired effects of high-payoff conventional
targets
"* Areas or points of the operation in which certain risks may be
acceptable
"* Guidance on command and control arrangement and reserve force
commitment
• Guidance and assumptions on critical events to be considered
Based upon information gathered above, the FSO prepares his staff
estimate at which time he also analyzes each course of action from a fire
support perspective. Before analyzing each COA the FSO should plot
higher's targets; look at doctrinal targeting tasks by mission type; and check
the S2's terrain analysis. The FSO will recommend a course of action
which can be best supported by fire support assets. Once all the staff
inputs have been considered and a course of action has been chosen, the
following actions are taken:
A-87
a The staff and FSO refine the IPB and target value analysis (TVA)
processes to include refined named areas of interest (NAIs),
decision points, and high-payoff targets
0 The FSO and S2 integrate and refine the observation/observer plan
* The FSO develops the fire support tasks, responsibilities, and
requirements
a The FSO writes the fires paragraph and fire support annex and/or
fire support execution matrix
• The iigh-payoff target matrix and attack guidance matrix are
developed. These matrices provide the commander with a tool
by which he prioritizes the processing of targets from targeting to
engagement. They will not always mirror the matrices provided
by higher echelons
0 rhe FSO develops the target selection standards
Mission Planning Considerations
When planning for the mission the commander must consider the
type of mission and how it impacts on the positioning of his fire support
assets. The FSO, S3, and mortar platoon leader should plan and
cooidinate both FA and mortar positions. The fire support elements need
maneuver room to keep up with the battalion. Thes.e elements also require
more time to react to the changing situations.
Offensive operations. In offensive operations, field artillery and

mortars are positioned well forward (2/3 of maximum range) to exploit
range, to facilitate liaison and communications, and to avoid early
displacement. FA battalions are also located to avoid interference with
other units.
Defensive operations. In the defense, field artillery is positioned in

depth and to the flanks of the enemy anticipated axis of advance to ensure
continuous fire support throughout the battle area. Some assets are
positioned well forward to provide long range interdiction fires.
Displacement considcrations. Dependent on the tactical situation

and terrain, field artillery units move much like the maneuver units. In any
case movement must be coordinated to provide continuous fire support.
A-88
Firc Support Coordination Measures
The FSO is responsiole for the appropriate use of fire support

coordination measures to facilitate rapid coordination and safeguards for
friendly troops. There are two categories of fire support measures,
permissive and restrictive.
Permissive coordination measures. A coordinated fire line (CFL) is

a line beyond which mortars, field artillery, and naval gunfire may deliver
surface-to-surface fires in the establishing headquarter's sector without
coordination. Normally, the CFL is established at brigade or independent
battalion or higher headquarters. A fire support coorrdination line (FSCL)
is a line beyond which all fire support means may attack targets without
coordination. The FSCL is usually established by corps or an independent
division. A frec-fire area (FFA) is a designated area into which any fire
support agency may deliver fires without coordination. Normally, the free
fire area may be established at battliion or higher.
Restrictive coordination measures. A -cstrictive fire line (RFL) is a

line established between converging friendly forces that prohihits fires or
effects from fires across the line without coordination with the affected
force. The RFL is established by the commander of the converging forces.
A restrictive fire area (RFA) is a designated area where specific restraints
have been imposed and fires can not exceed those restraints without
approval from the establishing force headquarters. A RFA is established
by battalion or an independent company or higher headquarters. A no-fire.
area (NFA) is an area which no fires or effects of fires are allowed, Two
exceptions are (1) when establishing headquarters approves fires
temporarily within the NFA on a mission basis, and (2) when the enemy
force within the NFA engages a friendly force, the commander may engiage
the enemy to defend his force.
Aitu ace coordination measures. Airspace coordination measures

include the informal airspace coordination aeaiACA) which is used for
immediate air strikes. It can be time-distance separation or a terrain
feature separation of the attacking air and surface fires. Normally, the
informal ACA is established at task force or higher level. A formj.
airspace coordinption area is a three-dimensional block of airspace in which
friendly aircraft can fly without fear of being hit by friendly fire. It is
established by brigade or higher hcadquarters.
A-89
Unit boundaries. Unit boundaries are both permissive and
restrictive fire support coordination measures. Company boundaries allow
a company commander to engage targets within his boundaries without
coordination. Boundaries require outside agencies (e.g., battalion mortars,
battalion FSE, other companies) to coordinate fires with the company
commander (normally through his company fire support officer). Proper
use of boundaries can normally preclude the FSO from having to establish
unique fire support coordination measures.
PREPARATION
The FSO, working with the S2, continues to update the fire support
plan. He monitors the activities within the FSE and insures that all plans
are understood and ready for execution.
EXECUTION
Fire Cott rot
The FSO has direct acce.ss to the TACFIRE main fire control
computer through a VFMED or he can use a FIST DMD. The TACFIRE
rystem provides greater accuracy and reduced reaction time and makes
better use of target information. However, it is critical that the FSO
maintain voice override, since TACFIRE is primarily a planning tool.
TACFIRE is influenced by the commander's guidance, The commander
should, with the FSO, determine the attack criteria for certain targets. He
can tell the artillery when, what, how much, and prioriiy.
A-9,)
TACFIRE Capabilities
"* Selects the best available fire support means

"* Calculates the required ammunition expenditures to accomplish the
desired effect
" Accepts and passes critical target intelligence from brigade, the DS
artillery battalion, adjacent brigades, Division Artillery, and
Division FSE
" Field artillery intelligence sources include:
COLTs, FISTs, and FOs
Weapons-locating radars (AN/TPO-30, and -37)
Unmanned aerial vehicles
Other artillery units
Higher headquarters sources (area security information center,
nationals, and satellites)
CONCLUSION
The commander, quite literally, calls the shots. He should make

sure that his intent is known to the FSO during the planning phase of the
operation. The commander must use all of the people and equipment at
his control to insure that he gets the most from his fire nupport system.
Advanced planning is important. Once the enemy is stopped, the
commander must consider his next actions. He should be frugal in
planning and not create an unmanageable number of targets.
Communication is the key to success between the fire planner and

the maneuver commander. The process must be continual and the intent
of both parties understood. To assist in this process, the following
informa•ion checklists are provided. Some of the questions will require
input from the commander, others will require special staff input, while
many will require a coordinated !staffsolution.
A-91
What the FSO needs to know from the battalion commander:
"* Mission
"• Commander's concept of operation
"• The enemy situation
"* The friendly situation
"* Purpose of fires
"* High payoff targets
"* Priority of fires
"* The most critical indirect fire targets by priority
"* What the commander wants the mortars to do for the unit
"* Any special fires (prep, FPF, illumination)
"• Fire coordination signals
"* Any special munitions (FASCAM, smoke)
"• Commander's maneuver control measures
"* Time available
"* Obstacle plan
"* Chain of command
"• How the commander can be located
"* Rehearsal time and location
"* Axis of advance
"* Enemy avenue(s) of approach
"* Ammunition resupply procedures
What the battalion commander needs to know from the FSO:
0 His targeting capabilities

* All fire support assets available
* Effect/defeat criteria for TACFIRE
* Ability of fire support assets to meet defeat criteria as stated in the
commander's attack guidance
* His evaluation of high payoff targets
• Are fire control measures synchronized with maneuver control
measures?
• Are ammunition prestocks available?
• Is fire support coordinated with the obstacle plan?
* Who will position and control fire support assets?
* How will he provide continuous support to the maneuver force
A-92
REFERENCES
Field Manuals
FM 6-1. Field Artillery Fire Direction System TACFIRE Operations.

13 December 1984.
FM 6-20. Fire Support in the Airland Battle. 17 May 1988.
FM 6-20-1. Field Artillery Cannon Battalion. 29 November 1990.
FM 6-20-10. The Targeting Process. 29 March 1990.
FM 6-20-20. Fire Support at Battalion and Below.
FM 6-20-40. Fire Support for Brigade Operations (Heavy). 5 January
1990.
FM 6-20-50. Fire Support for Brigade Operations (Light). 5 January 1990.
FM 6-50. Field Artillery Cannon Battery. 20 November 1990.
FM 6-121. Field Artillery Target Acquisition. 25 September 1990.
FM 6-161. Field Artillery Radar Systems. 7 September 1984.
FM 20-60. Battlefield Illumination. January 1970.
FM 100-103. Army Airspace Command and Control in a Combat Zone.
7 October 1987.
Training Circulars
TC 6-40A. Field Artillery Automated Cannon Gunnery. 21 April 1989.

TC 6-71. Fire Support Handbook for the Maneuver Commander.
10 November 1988.
A-93
ENGINEER
A-94
INTRODUCTION
The primary mission of the combat engineer unit is to increase the

combat effectiveness of the maneuver battalion. This is accomplished by
increasing the mobility of friendly forces, by impcding mobility of encmy
forces, and by providing the friendly force increased survivability. The
secondary mission of the engineer is to fight as infantry when so required
by higher level.
ASSETS
The light battalion may be allocated an engineer platoon or company

by the brigade. Other engineer assets, such as FASCAM, may be provided
as needed. The engineer platoon/company is used mainly to emplace and
breach obstacles and to help with the battalion reconnaissance effort.
Enginccr platoons in the light division have organic mine detectors,

demolition kits, carpenter kits, and pioneer tool kit,. Other engineer
equipment (e.g., armored combat carthmovcrs (ACEs), small emplacement
excavators (SEEs)) can be requested from the supporting engineer
battalion.
The heavy battalion may be allocated an engineer company under

the Engineer Restructuring Initiative (ERI) in which an engineer brigade
will be organic to the heavy division and an engineer battalion in direct
support to each maneuver brigade. The ERI engineer company has 2
sapper platoons of 3 squads each mounted in M113 armored personnel
carriers and 1 ACE per platoon. The assault and barrier platoons of the
ERI company have 5 ACEs, 2 combat engineer vehicles, 4 AVLBs, 4 mine-
clearing line charges (MICLICs), and 2 ground-emplaced mine scattering
systems (GEMSSs) or Volcanoes. ERI bulldozer-equipped engineer
companies have 4 bulldozers in lieu of 7 ACEs.
A-95
ENGINEER CAPABILITIES
Hea4 Engincer Characteristics
Heavy engineer companies are equipment heavy and manpower

light, highly mobile, and protected when mounted. They are
most effective operating as platoons and are capable of self-
tactical sustainment with only minimal support from the parent or
supported unit. They possess organic bridging assets (AVLBs)
and can provide scatterable minefield capability [GEMSS,
Volcano/Flipper, (ADAM/RAAMS - from 155mm howitzer)].
Note. The effective employment of FASCAM assets requires
careful coordination among the engineer, FSO, S3, and S2.
The heavy engineer focus is on in-depth tactical obstacles

supporting a heavy force or combined EAs in open or mixed
terrain. They possess mobile recon capability and can recon
numerous NAIs. They have rapid and survivable breaching
capability, possessing both mechanical and explosive breaching
assets. The bulk of the heavy engineer equipment is required for
heavy force survivability.
Heavy engineer companies provide rapid linear tactical obstacle

emplacement (row and scatterable minefields, wire), some
obstacle material haul, mobility support, and survivability support.
They provide responsive flexibility to support rapid shifts in
engineer missions and the equipment necessary to maintain the
mobility of the heavy force.
* Heavy engineer continuous capability is limited to the MICLIC

which is only effective against single impulse mines and manual
breaching.
A-96
Light Engineer Characteristics
"Lightengineer companies are both equipment and manpower light

(LT Division: 2 platoons/64 men; ABN/AASLT Division: 3
platoons/96 men). They lack haul assets, have no organic
bridging assets, possess limited communications capability, and
are foot or wheel mobile. The light engineer companies have
organic scatterable minefield capability (Volcano, ADAMS,
RAAMS) They are capable of decentralized offensive operations
of 48 hours or less. Reconnaissance missions are dismounted,
resulting in fewer NAIs in detail. The light engineers are capable
of assault breaching or limited in-stride breaching, but not both.
Light force survivability requirements are provided by the light
equipment slice or heavy engineer equipment slice for the light
battalion,
" Light engineer companies provide countermobility/survivability

through point obstacle emplacement, preparing disrupting
obstacles well forward, and strongpoint preparation.
The engineer battalion can provide a company in DS of each

maneuver brigade, but there are not enough platoons within each company
to provide a platoon DS to each maneuver battalion. Tie norro'd method
of support is on an area basis. The effectiveness of engineer support is
greatly reduced if these assets are piecemealed out.
A-97
PRIMARY ENGINEER SUPPORT DUTIES
The Engineer staff officer provides expcrtise/input in thc following

areas:
Mobility
Offensive Focus
"* MSR/other route clearance and maintenance
"* Combined arms breaching
"* Lane handover
"* Assistance in the forward passage of follow-on forces
"* Clearing and gap crossing
Defensive Focus
"* Terrain considerations
"* MSR/lane closure
"• Force repositioning/counterattacks
"* Combat trails
CounIcTmobjility
Offensive Focus
* Emplacement of situational/tactical obstacles
• Blocking enemy avenues of approach into the battalion's flanks and
rear
• Development of plans for the rapid transitioning from offensive
operations to a hasty defense
Defensive Focus
* Obstacle belt (battalion)/group (brigade) locations and functions
* Situational obstacle repair teams
* Direct/indirect fire integration to obstacles, priorities, and obstacle
resourcing
* Priorities and use of cnginccr equipment
A-98
Survivability
Offensive Focus
"* Continued support of protective positions
"* Development of fighting/protective positions to support the
transitioning to a hasty defense
Defensive Focus
"• Fortifications (number and type)
"* Protective obstacles, anti-tank ditches, wire, anti-personnel mines,
camouflage, strongpoints, and deception
"* Priorities and use of engineer equipnmcnt
* Survivability positions
Additional Engineer Battlefield Support Duties
Although not directly related to combat activity, engineers further

contribute to the battalion's success on the battlefield by performing
various sustainncnt engincering tasks. Sustainment engineering includes
those tasks which increase the mobility, survivability and sustainability of
tactical and logistical units to the rear of the FLOT, e.g., construction and
repair of lines of communication, logistics facilities support, area damage
control, and construction material production. Doctrinally, this is done by
corps units assigned to support a division.
Engineer support duties and respoiasibilities during offensive

operations can be divided into three phases. During the planning phase,
the engineer does an engineer estimate followed by an engineer plan.
Engineer planning involves the analysis of terrain, friendly and enemy
characteristics, and capabilities. During the reconnaissance phase of the
operation, the engineer augments scouts or patrols to collect critical
information about obstacles, the breaching of specific obstacles, or enemy
engineers. During the offensive operation the engineers will be involved
with the task force in one or more of the following: in-stride breaching,
deliberate breaching, battlefield isolation, and flank protection.
Engineer support duties and responsibilities during defensive

operations can also be divided into three phases: planning, battlefield
A-99
preparation (i.e., designing tactical obstacles and preparing survivability
positions, while allowing for any mobility requirements), and contingency
battlefield operations such as obstacle activation, emplacing obstacle
reserves, providing support for counterattack forccs, preparing
supplemental positions, and repairing, restoring or improving existing
designs.
STAFF COORDINATION
The task force engineer works closely with the S2 during the IPB
process and development of the situational template. He contributes to the
R & S plan to help confirm or deny the enemy situation by providing an
analysis of the terrain and friendly/threat capabilities, enemy engineer
options, and anticipated priority of efforts. fie also works with the S3, S4,
and FSO to develop the engineer plan, to provide resources to support the
plan, and to coordinate fires with obstacles. The engineer works closely
with the battalion commander to address the following: purpose of the
obstacles, priorities of mobility, countermobility. and survivability during
offensive, defensive and other tactical operations, work priorities,
emplacement guidance for scatterable mines, and restrictions on obstacle
use.
PLANNING
A common SOP or a thorough understanding of each unit's SOP (to

include all combined arms units) is essential for synchronization. An
exchange of liaison officers is also critical to the synchronization process.
The commander must be aware of the characteristics of the supporting
engineer element.
The engineer must consider the maneuver commander's intent and

the type of offensive operation being conducted in developing his plan. A
highly mobile engineer force, well forward and integrated into maneuver
formations is critical to maintaining the momentum of the attack. Specific
arrangements are necessary to hand over obstacles from forward breaching
A-10()
units to engineers for lane improvement and obstacle clearance.
Sustainment engineering requircments will increase during offensivc
operations since LOCs will lengthen, An on-call rapid mining and rapid
obstacle emplacement capability is essential for flank security. The amount
and type of engineer equipment needed in the offense must be considered.
At brigade and task force levels, engineers must be configured to emplace
obstacles rapidly to protect attacking forces from enemy counterattacks
once the objective is seized, Long term planning (division level and higher)
for transitioning to the defense allows time for class IV and V to be sent
forward.
As a member of the combined arms staff, the engineer officer

participates in the following activities during operation planning:
IPB Preparation
"* Combined obstacle overlay
"* Situational template
"* Event template
"* Decision support template
"* R & S plan
"* PIRs
"• Intelligence collection and analysis
"* Continuous METT-T update
Scheme of Maneuver
"* Direct fire planning
"• Sector or battle position planning
"* Obstacle planning
"* Breach planning
"* High value target recommendations
"* Coordinate class IV
"• Maintain obstacle emplacement records
Note. The engineer officer or the battalion XO should identify an LNO
who will coordinate/control the -a;c of assets to ensure the
timeline is adhered to, and assets do not remain idle
A-101
Fire Support
* ADAMS/RAAMS input
* Forwards ADAMS/RAAMS target worksheets through engineer
channels to division
• Fire support target recommendations
* Obscuration
Planning for Iyght/hcaý_b unit operations. Heavy forces defend from

prepared firing positions. If engineer assets are unavailable, the concept
and the terrain al!ocation must allow for protection through maneuver or
for the use of hide positions. A common obstacle plan must fully integrate
the requirements for both forces. The S2's terrain analysis must address
the requirements of both forces to allow the S3/enginecr representative to
develop an effective plan. Finally, range disparities between weapons
should be considered when preparing obstacle plans.
Engineer estimate. The engineer estimate is an extension of the

command estimate. It is performed concurrently with other staff estimates
and refined in accordance widh situational updates. The engineer estimate
K
has three distinct purposes:
To ensure early integration of mobility/countermobility/survivability

operations
• To focus engineer coordination with the commander and staff
• To ensure timely development of plans, orders, and annexes
A-102
The successful development of the cnginccr plan is depcndcnt on:
* Thorough understanding of the commander's intent

* Early identification of key engineer tasks
* Thorough undcrstanding of assigned engineer assets and how to use
them (i.e., well thought out execution matrix that considers
survivability)
* Thorough understanding of the terrain through either ground or
aerial reconnaissance
0 A sound organizational strategy allowing for rapid transition to
offcnsive missions
PREPARATION
The actions of the engineer during the preparation phase of the

operation are critical to the battalion's success. During this time,
preparation activities focus on improving the battalion's mobility,
developing countermobility measures, and improving the unit's survivability.
The engineer clement also supports the operation by providing intelligence
to the commander through the S2 by updating METT-T.
EXECUTION
During the execution the eng" icer supports the operation by

monitoring the status of all defensive obstacles and the elimination/
breaching of enemy obstacles. His elements will continue to update
METT-T and provide intelligcnce, and are prepared to fight as infantry as
required.
A- 103
CONCLUSION
Engineers provide the commander with the extra technical skills and
equipment needed to execute the mobility, countcrmobility, and
survivability requirements of the battalion. To ensure this slice element is
appropriately utilized, the following information checklists are provided.
What the engineer needs to know from the battalion commander:
"* Mission
"* Concept of operation
"* The enemy situation
"• Any special fircs (prep, FPF, ilium)
"* Any special munilions (FASCAM, smoke)
"* Maneuver control measures
"* Time available
"* Chain of command
"* Rehearsal time and location
"* Axis of advance
"* Enemy avenue(s) of approach
"* Ammunition resupply precedures
"* Location where the commander wants to kill the enemy
(targeted areas of interest, EA)
"• Targeted clements (and intent for situational obstacles)
" Priorities for employing mobility, countermobility, and survivability
measures
"• Obstacle intent, i.e., to turn, fix, block, or disrupt
a Commander's plan for controlling blade teams
A-104
What the battalion commander needs to know from the enginecr:
* Does he understand all the above elements?
*rhe following engineer specific items:
• Engineer estimate
* Barrier material requirements
* Mine laying capabilities
• Blade hours available
* Target turnover criteria
• What problems he anticipates in implementing the battalion
commandc;'s plan
* Has he coord~r.Ated with the FSO and S3 to insure that obstacles
are covered by fire?
* Has he coordinated his terrain analysis with the S2 and S3?
* What equipment does he have direct access to?
• Plan for use of assets (equipment, Class IV, platoons)
* Plan for tracking engineer work (obstacle emplacement, survivability
l)0u.)itions)
• Specified and implied tasks
* Input to and assessment of COAs
• Enemy employment of engineer assets
* Engineer participation in rehearsals (particularly breaching)
Note. In the TOC, the engineer should have the following information
posted or on templates:
"* Dozer blades available

"* Mines - Class V
"• Barrier material - Class IV
"• Situational obstacle information
"• Demolitions
"* Mine detectors, etc.
• Supply points, etc.
* IPB NAI/MSR/route clearance operations
• Planned, expected, % complete obstacles
* Areas of responsibilities/task organization
A-105
REFERENCES
Field Nlar.uals
FM 5-7-30. Brigade Engineer Company Combat Operations

FM 5-100. Engincer Combat Operations. 22 November 1988.
FM 5-101. Mobility. 23 January 1985.
FM 5-102. Countcrmobility. 14 March 1985.
FM 5-103. Survivability. 10 June 1985.
FM 5-104. General Engineering. 12 November 1986.
FM 5-114. Engineer Operations Short of War.
FM 6-20-40. Fire Support for Brigade Operations (Heavy). 5 January
1990. FM 6-20-50. Fire Support for Brigade Operations (Light). 5 January
19(0.
FM 7-30. Infantry, Airborne and Air Assault Brigade Operations.
24 April 1981.
FM 20-32. Mine/Countcrmine Operations. 9 December 1985.
FM 34-130. Intelligence Preparation of the Battlefield. 23 May 1989.
FM 71-2. The Tank and Mechanized Infantry Battalion Task Force.
27 September 1988.
FM 71-3. Armored and Mechanized Infantry Brigade.
11 May 1988.
FM 71-100. Division Operations. 16 June 1990.
FM 90-13-1. Combined Arms Breaching Operations.
28 February 1991.
FM 1(M-5. Operations. 5 May 1986.
FM 101-5. Staff Organization and Operations. 19 January 1993.
FM 101-5-1. Operational Terms and Symbols. 21 October 1985.
FM 101-10-1/2. Staff Officers Field Manual - Organizational, Technical,
and Logistical Data, Planning Factors (Volume 2). 7 October
1987.
Other
Combined Arms and Services Staff School (E716/1).

Combined Arms Operations: Volume !1. March 1990.
A-106
AIR DEFENSE ARTILLERY
A-107
INTRODUCTION
The objective of air defense is to limit the effectiveness of cenmy

offensive air efforts to a level that permits freedom of action to all friendly
forces. An infantry battalion has no organic, dedicated, air defense
weapons. It may be supported, however, by a Stinger section, a Vulcan
platoon, or both from the divisional ADA battalion.
The division air defense system is capable of limited protection of

maneuver and critical CS and CSS forces. It provides the division
commander the flexibility he requires to maneuver on thc battlefield. The
air defense system identifies and engages enemy aircraft before friendly
forces can be attacked. The system has the capability to engage targets
simultaneously to support division close, deep (only with Patriot or Hawk),
and rear operations. It interfaces with the informal A2C2 element in the
main CP to ensure rapid transmission of data, to coordinate fires, and to
protect friendly airspace.
ASSETS
ADA support provided to the battalion will vary based on the

guidance provided by the battery commander (brigade ADA officer) to the
brigade commander. Battalions are most often supported by air defense
weapon systems such as the Stinger, Vulcan or Avenger. A stinger section
includes a headquarters element which is composed of a section chief, and
three to five Stinger crews (two men per crew). Each self-propelled
Vulcan carries a three-man crew and two Stingers. Towed Vulcans, which
normally support light battalions, also have a three-man crew. [Note:
heavy divisions will field Bradley Stinger Fighting Vehicles (BSFV) and
Avengers will replace towed Vulcans in light divisions].
The Stinger section sergeant is located at the TOC to plan and

control ADA integration and early warning (if the battalion has the Stinger
attached). He immediately analyzes the changing air defense posture, and
recommends how to deal with the threat. If a platoon of Vulcans is
supporting the battalion, the ADA platoon leader coordinates use and
A-108
employment of all supporting air defense assets. He generally stays with
his platoon.
PRIMARY ADA OFFICER DUTIES
"* Advises the commander and the staff on all matters related to the
emplovmcnt of ADA units
"• Dectrmines requirements for ADA units and recommends their
allocation to subordinate units and the command relationships
between the subordinate units and supporting ADA units
"* Advises the commander and the staff on active and passive air
defense measures
"* Passes air attack early warning to supported unit
"* Prepares the ADA portion of plans and orders to provide
continuous coverage
"* Writes the AD annex to order
"* Prepares the ADA portion of the TAC SOP
"* Prepares the Air 11'l3 with the tar.!: fLrcc SZ
"* Coordinates, with the S2, the integration of ADA operations into
the overall intelligence system
"* Ensures coordination of Army ADA operations within the battalion
and with higher commands
"• Coordinates for security and logistical support of his own element
Note. Usually the ADA element is integrated into the
brigade/battalion. In DS, logistical support comes from the
supported unit (except for ADA specific)
"• Plans and coordinates the use of airspace in conjunction with the S3
Air
* Monitors the readiness status of ADA units and advises the
commander and appropriate staff clujents
" Advises on the impact of EW on ADA operations in coordination
with other staff elements and assists in the preparation of the
EW annex to operation plans and orders
A-109
"* Participates in the development or revicw of joint ADA rules and
procedures pertinent to the battalion
-All arms for air defense. Advises task force on methods of self
defense against air defense
-Rules of engagement. Advises task force on rules of
engagement for enemy air
-Hostile criteria. Advises task force on what constitutes a
hostile act by threat aircraft
"* Monitors ADA OPSEC measures to ensure compliance with

directed procedures
" 'Coordinates fire support to protect air defense teams
"* Checks with air assets to ensure IFF codes are coordinated
STAFF COORDINATION
The ADA platoon/section leader must work closely with the S3 to

determine ADA asset allocation, positioning, and missions in accordance
with the priorities established by the commander. Air defense must be
continually synchronized with aviation operations to preclude fratricide of
friendly aviation assets. Complete integration of all ADA units into the
combined arms plan is critical.
A-110
PLANNING
ADA Planning Considerations for Offensive Operations
"* Size of the ADA clement

"* ADA gun and missile system composition
"*Night combat limitations/advantages
"•Location of the main battle
"*Rapidly changing nature of battlefield situations
"*Continuous coverage
"*Fire support
• Supported commander's priorities
ADA Planning Considerations for Defensive Operations
* Enemy's main avenue of approach (ground and air)

* Static defense (amount of terrain to be retained, number of fixed
positions requiring protection)
* Dynamic defense (size of enemy, maneuver, and fire assets
available)
* Fire support
* Supported commander's priorities
ADA Planning Considerations for Retrograde Operations
"* Location of reserve elements, command posts, FARPs, and

maneuver choke points
"*Deception and security measures
"*Visibility conditions
"•Nature of the tactical situation
"*Availability of air defense assets
"*Fire support
• Supported commander's priorities
A-Ill
Establishing Air Defense Prioritics
In order to optimize the limited number of existing ADA resources

available, the commander must work in close coordination with the ADA
officer in establishing clear priorities for each of the battalion's assets. This
is accomplished by systematically evaluating each asset for criticality,
vulnerability, rccuperability, and threat.
Criticality. Criticality is the degree to which the asset is essential to

mission accomplishment.
Vulnerability. Vulnerability is the degree to which an asset is

susceptible to attack or to damage if attacked. Consideration should be
given to the asset's hardness, its specific mission in the overall operation,
the degree to which the asset can disperse or displace to another position,
the degree to which it can provide its own air defense, and the amount of
protection afforded by passive air defense measures.
Rccuperability. Recuperability is the degree to which the asset can

recover from inflicted damage in terms of time, equipment, and available
manpower to again perform its mission.
Threat. The probability of an asset being targeted for attack by

enemy air must be assessed if economical allocation of ADA resources is
to be achieved. Targeting information provided by intelligence estimates,
past enemy attack methods, and enemy doctrine are all useful in
determining which assets require active air defense protection.
Additional Considerations for Establishing ADA Priorities
The criticality, vulnerability, recuperability, and threat of each asset

must be weighed against its total contribution to the battle. The
commander must carefully consider the tradeoffs for protecting various
assets across the expanded scope of battlefield operations including close
and rear operations.
ADA Employment Principles
The balanced application of the following principles (mass, mix,

mobility, and integration) to fit the needs of the tactical situation can
A-112
enhance the effectiveness of the battalion's air defense and increase the
survivability of ADA.
"* ADA combat power must be massed to successfully defend the

asset against attack
"* ADA systems (guin dnd missile) must bc properly mixed so that any
limitations in one svstem are offset by the capabilities of anothcr
system
"* ADA units tasked with providing air defense to maneuver units
should possess mobility equal to that of the supported clement
"* ADA weapons must be fully integrated into the commander's
scheme of maneuver
ADA Employment Guidelines
In conjunction with the principles mentioned above, the commander

should try to incorporate as many of the following guidelines (balanced
fires, weighted coverage, mutual support, overlapping fires, early
engagement, and defense in depth) in hi-, aii defense plan as the tactical
situation will allow.
"• ADA weapons should be positioned to deliver balanced fires in all

directions
"* ADA weapon fires should be weighted toward known enemy
locations, unprotected unit boundaries, or enemy attack corridors
or routes
"• Individual fire units should be mutually supported
"• ADA weapons should be positioned to provide overlapping lires
"• ADA weapons should be positioned so that hostile aircraft are
engaged early, prior to expectcd ordnance release
"* ADA weapons should be positioned to provide defense in depth so
that threat aircraft cr counter an ever-increasing volume of fire as
they approach a specific defended asset
A-113
PREPARATION
The ADA platoon/section leader monitors the readiness status of

ADA units and confirms that ADA OPSEC measures are being complied
LAW directed procedures. He ensures ADA operations within the
battalion are coordinated with higher commands.
EXECUTION
The ADA platoon/section leader carefully monitors the status of

aviation operations. Based on intelligence updates provided by the S2 and
requirements from the S3, he makes appropriate adjustments in the
allocation and positioning of ADA assets.
COMMAND/SUPPORT RELATIONSHIP
Doctrinally, the relationships between air defense units and other

units may be either command or support and are directed by the G3 in
coordination with the division air defense artillery battalion commander.
The ADA elements supporting the battalion can be kept under or attached
to companies. Centralized control is preferred since it allows for better
coordination of ADA support. Although the. Vulcan platoon is employed
under platoon control, Stingers can be employed by team. The commander
will determine appropriate control measures for the tactical environment.
In offensive operations, the battalion air defense priority goes to the

companies. For defensive operations, the ADA priority shifts to battalion
logistical, fire support, and command and control assets.
A- 11.l
ADA CAPABILITIES
Batlalions are most often supported by air defense wcapon systems

such as the Stinger and Vulcan (the Stinger Fighting Vehicle, and Avenger
in the near future). The Stinger counters high-performance, low altitude
ground attack aircraft, helicopters, and obscrvation and transport aircraft.
Each two-man Stinger crew has an M998 with six Stinger weapons in its
basic load (or will bc mounted in a Stinger Fighting Vehicle with six
missiles in its basic load). The Stinger's planning range is 5,000 meters.
The Vulcan system is employed in forward area air defense to counter low-
altitude aircraft. Since its aerial range is only 1,200 meters, the Vulcan is
normally employed with Stingers.
CONCLUSION
The infantry battalion's main air defense asset is a passive measure:

remaining undetected. If support is provided from the divisional ADA
battalion, the following information checklists will ensure all key ADA
related issues are addressed.
A-115
What the ADA officer needs to know from the battalion commander:
"* Commander's intent and scheme of maneuver

"* Nature and scope of assigned tactical missions
"* Air defense priorities
"* Guidelines for selecting fire positions
"* Can ADA elements with GS mission provide incidental coverage
over the battalion arca?
lositions of friendly forces in proximity of air defense teams
Aviation assets
What the battalion commander needs to know from the ADA officer:
0 Recommended air defense priorities

• Number, type, and positioning of ADA weapons defending each
aw, t
* ADA task organization
0 Terrain and weather factors impacting on air defense plan
o Threat characteristics and tactics impacting on air defense plan
. Number of types of ADA weapi)]. ava•ilalle to each der(ense
* Weupon sysicm requirements, limitations, characteristics, ;mpacting
on air defense plan
a Specified and implied tasks
. Input to and assesment of COAs
a An cfilective early warning plan
9 Weapons control status and air defense warning status
* OPSEC plan for ADA assets
A-110
REFERENCES
FicId Manuals
FM 7-20, The Infantry Battalion. 6 April 1992.

FM 34-130. Intelligencc Preparation of the Battlefield. 23 May 1989.
FM 44-8. Small Unit ScIf-Defense Against Air Attack. 30 December 1981.
FM 44-16. Chaparal/Vulcan/Stingcr Platoon Combat Operations.
29 May 1987.
FM 101-5. Staff Orgzanii•ation and Operations. 25 May 1]W4.
Other

Staff Skills, RoIls, and Relationships. March 19490,
Combined Arms and Scrvicws Staff School (E716/1),

Combincd Arms Operations: Volume 1. March 1)90.
Combined Arms and Services Staff School (E716/1 ).

Combincd Arms Operations: Volume II, March 1990,

(ombined Arms Operations; Volume III, Mairch 1940,
A- 117
SIGNAL
A-I1H
INTRODUCTION
The 13S0 advises the comrnandcr/S3 oin all communications and

electronics matters including positioning command and control elements.
He is the point of contact for the issue of SOI during operations, as well as
for communications troubleshooting. He is also responsible for providing
retransmission capabilities to the battalion.
The signal officer is the communications section/platoon leader

responsible for the welfare of the sctlion's/platoon's members and for
planning and trouble.shooting alter operators have .zonducted
troubleshooting procedures for communications within and external to the
battalion, The XC) exercises primary staff supervision over the BS() (bitl
must keep the S3 informud of the commander's requirements) while tht,
H-eadquLarters and Headquarters Company (1-I IC) commander has
comnmand respoiisiliilitv.
ASSETS
The communications sect ion/pl atoon represents a ready source of

manpower for the MK'C commander. It should not, however, ble
considred a ready source oif mianpowcr to the 11l11C commander ovcr and
above: minimium taskings, Tie battalion commandcr must make it clear
that operational control of the sect ion/plaitoon belongs to tlbe signal officer,
The signall olikecr coordinates and exercises technical supervision over the
cill11ovinelt ofol)an III ilr icat ion sysnrs and equipment, trainiing activities of
battalion commniunicat ions perso~nnel, and battalion cornmunication
ccirtirication for all ofilces and NC~s. Ilie normally works out of the TOC
tinder control of the S3/XO.
A-I 1 )9
PRIMARY SIGNAL OFFICER DUTIES
" Keeps commander and his staff informed on all signal matters
-Use of secure equipment
-SOls
-Controlling key lists
-TACSAT single channel and AM to "FM use"
-Retransmission assets
-System allocations (identify communication resources/means
and prioritize usage)
-FM radio use
-Equipment maintenance
-Training on all communications and electronic systems
-Automation integration
"* Integrates the communication support plan into the order process
"o Exercises technical supervision over signal activities to ensure safe

operation
" Ensures that communication resources and support are adequate to

meet mission requirements. This may require combining/
reconfiguring equipment, committing spares, using field
expedients, and/or requesting assistance from higher
headquarters
STAFF COORDINATION
The S3 has staff supervision over the communications activities of

the unit in combat. However, the signal officer is directly responsible to
the commander for communications. This responsibility does not
necessarily go through the S3. The commander may desire to work strictly
with the S3 or he may prefer to deal directly with the signal officer. If the
latter is the case, then the signal officer must keep the S3 informed of the
commander's communication requirements and his projected actions,
A-120
The signal officer must have a close working relationship with the
entirc battalion staff, especially the S3. This relationship must include the
signal officer at brigadc and subordinate signal personnel.
PLANNING
The signal officer provides expertise in the following areas during

the planning phase:
"* Plans all aspects of the unit communications system

"* Plans the integration of the unit communications system into the
systems of higher, lowcr, and adjacent headquarters
" Prepares and writes the signal annex of unit orders and plans
"* Advises the commander on the ECCM aspects of EW and
develops anti-jamming procedures for MIJI reports
"* Plans and coordinates for continuous/extended (retrans)
communications among and within brigade and battalion
command posts
"• Ensures selected areas afford the most in communications potential
and the least in potential enemy EW interference
"• Plans location of command and control node in coordination with
the HI-C commander
PREPARATION
During this phase, all conmmunication., elquipment is inspected and

tested 1')br comrnplCtcnCss ind prpcr functioning. Any failure detected
during this time rriu,,t be corrected prior to continuing. All security
measures arc ri~'icwcd and rehearsed, Remote antennas, radios, and relays
are established.
A-121
EXECUTION
During the execution phase, the signal officer performs the following
activities:
"* Manages and directs all aspects of the unit commutiications system
"* Supervises the communication activities of subordinate and
attached units
"* Supervises the maintenance of signal equipment for the battalion
and subordinate units
* Supervises communications among the battalion and higher, lower,
and adjacent headquarters
Establishing an Effective Communications, System: Key Factors
"I Use proper authentication procedures in all operations

"• Have SO secured on a tic-down cord
"* Use radios on lowest power
", Transmit for no more than 8-12 seconds
"* Use directional antennas
"* Use abbreviated radio procedure and send abbreviated reports
"• Use the secure mode when possible
"* Send timely, accurate reports, following the SALUTE format
"* Keep radio volume low and use hand mike:, while listening
"* Use brevity codes and OPSKEDs where possible
"• Rehearse procedures/systems
- Develop contingency plans for communications
A-122
CONCLUSION
The importance of communications for effective command and

control can not be overemphasized. If the commander is planning for a
communications system, he should be guided by the types and amount of
equipment that are available. All C-E assets available throughout the
command must be considered. This includes equipment in the signal unit
as well as the C-E equipment and personnel assigned to the battalion.
To ensure the capabilities of the signal officer arc fully utilized, the
following information checklists are provided.
What the signal officer needs to know from the battalion commander:
"• Mission
"* Concept of operation
"• The enemy situation
"• Any special fires (prep, FPF, ilium)
"* Time available
"* Chain of command
"• Rehearsal time and location
"* Communication/equipment requirements
What the battalion commander needs to know from the signal officer:
"* Communication equipment status

"* Communication resources available
"* Communication support available (mobile subscriber equipment
coverage)
"• Special/additional training requirements
"* Modifications in SOls
"* Frequency changes/alternate means of communications
"* Anli-jamming plan
A-123
REFERENCES
Field Manuals

FM 11-30. MSE Communications in the Corps/Division.
27 February 1991.
FM 11-32, Combat Net Radio Operations. 15 October 1990.
FM 11-41. Signal Support Echelons Corps and Below (ECB).
18 December 1991.
FM 11-50. Combat Communications Within the Division
(Heavy and Light). 4 April 1991.
FM 24-1. Signal Support in the Airland Battle. 15 October 19•o.
FM 24-12. Communications in a "Come-As-You-Arc" War. 17 July 1990,
FM 24-18. Tactical Single-Channel Radio Communications Techniques.
30 September 1987.
A-124
CHEMICAL
A-125
INTRODUCTION
The task force NBC staff consisting of the chemical officer and the
chemical NCO. is primarily responsible for integrating NBC defense,
contamination avoidance, and smoke operations to support task force level
operations. In an NBC cnvironmcnt, the battalion must be ready to
implement contamination avoidance and protective measures to enhance its
survivability and provide timely information to higher hcadquarters about
possible contamination threats to other units. The chemical officer,
assistcd by the chemical NCO, plays an important role in enhancing the
battalion's survivability by training and supervising the battaiion
decontamination team. This training is critical since time and resource
constraints require that the battalion conduct its own (limited. hasty)
decontamination operations. The unit may be forced to fight dirty with
occasional MOPP exchange. Deliberate decontamination operations will
occur, most likely, when units arc being reconstituted.
The commander must ensure that decontamination operations arc

planned to support contaminated maneuver forces. In the defense, this
support is planned from the FLOT to the battalion rear boundary. In the
offense, decontamination support is planned from the battalion rear
boundary through the objective.
Monitoring for NBC hazards is the responsibility of the entire unit.

The commander must also ensure that the appropriate personnel are
trained to operate chemical detection, decontamination, identification, and
radiac equipment; and conduct surveys as required from higher
headquarters.
ASSETS
The combat assets under the direction of the chemical officer and
NCO arc battalion internal. The chemical officer is assigned to the S3
section in a combat battalion. Howe,,er, in the case of airborne or air
assault battalions, a decontamination specialist is assigned to the HHC. A
decontamination specialist is assigned to the armor and infantry battalion
HHC and each line company has an assigned NBC NCO. Each battalion
A-126
is authoriicd organic dccontamination equipment either one Ni 2AI PDDA
or two N. 17 Sanators.
Battalion level internal assets consist of one chemical sergeant. His

functions are to advise the commander and to "train the trainers- who, train
the a,"signed operators of nuclear and chemical monitors and detectors.
NBC defense teams (i.e., company level detection and radiological

survey and monitoring teams and a battalion decontamination team) arc
not requircd by any current doctrine. These requirements are normally
found in the unit SOP.
PRIMARY CH-IEMICAL OFFICER DUTIES
The chemical officer exercises staff supervision over NBC training

and equipment maintenance within the battalion and exercises technical
supervision over all NBC activities. The task force NBC staff focuses
planning to support the mission by addressing, in detail, decontamination,
smoke, and NBC reconnaissance operations.
The chemical officer, together with the S2, includes NBC in the IPI3
process. The chemical officer develops templates to estimate enemy use of
chemical agents and enemy smoke operations for each enemy COA
developed by the S2. In developing his estimate, the chemical officer must
also consider the enemy's tendency to employ these assets to:
"* Block positions

"* Deny terrain
"* Block cross mobility corridors
"* Canialize forces
"* Reinforce obstacles
"* Disrupt command and control
"* Slow rcinforccmcnts
"* Block the flow of supplies
"* Contaminatc reserves
"* Cause casualties
* Break the friendly defcnsc
A-127
When evaluating the probability of future chemical sti ikcs bw the
enemy, the chemical officer must considcr the following:
4 Chemical munitions sighted in enemy's corps or division area

• Chemical bombs or spray tanks uploaded on enemy aircraft
• MOPP status of enemy troops
• Reports of chemical strikes
* Repositioning of known enemy chemical units, especially
decontamination units
* Communications intercepts unique to special weapons' firing
batteries
The chemical officer provides recommendations on the use of

friendly smoke operations so the staff can effectively integrate all available
smoke assets and develop a detailed smoke plan lAW the commander's
intent and/or to support the mission. To effectively use smoke as an
obscuiant the following factors must be considered:
"* The electro-optical capabilities of the enemy

"* The extcnt to which electro-optical devices arc cmployed, and
whether they arc being employed on reconnaissance systems,
direct-lire systcms, or all systems for both the enemy and friendly
forces
"* The smoke dclivcry capabilities for both the enemy and friendly
forces
"* The extent of enemy smnoke employment
"° The dircctcd-energy weapons (DEW) capabilities for both the
enemy and friendly forces
"• Types of smoke mission.s
"• Available assets
"* Smoke target critcria
"° Weather data from (he S2
The chemical ollicer also provides cxpcrtisc in the tactical

employment of flame weapons. The application of flame weapons at
decisive times and places on the battlefield reinforces fighting positions,
A- 128
achieves surprise, and produces casualties and psychological shock. Flame
weapons provide the tactical commander a resource to:
"*Repel enemy penetrations

"*Destroy enemy forces
"*(Gain time
"*Provide obstacles
"*Isolate or canalize an enemy
"•Slow enemv movement
"•Surprise enemy forces
& Degrade enemy morale
STAFF COORDINATION
The chemical officer works closely with the S2, S3, S4, and the
brigade chemical officer. Coordination efforts focus primarily on issues
related to the opcralional effcctivcias, of friendhl NBC employment and
ihe dangers associated with anticipated enemy use of NBC. The chemical
officer must work within the intelligence network. He is required to
provide input to the S2 regarding his analysis of enemy intelligencc
gathered on NBC activities. He coordinatcs with the S4 ensuring chemical
defense equipment is prepositioned forward as indicators for the use of
chemical weapons begins to malerialize. Coordination with CSS staff is
required for both decontarninalion (water, dccontam inants, augnientes,
transportation, medical support, rouites, etc.) and smoke operations.
It is critical that the chemical officer fully understand the

commander's intent and the complete scheme of mancuver/concept of
operations. lie receives specific guidance from the S3.
A- 129
PLANNING
The major responsibilitics of the chemical oflicer during the

planning process include:
"* Integratl g NBC threat analysis into the IPB process

and NBC rccon into the R & S plan
"* Performing vulnerability assessments given the commander's
acceptable loss criteria
"* Compl'ting MOPP analysis and recommending NIOPP status
"* Determining automatic masking criteria
"* Prcdicting fallout and downwind vapor ha/ards and their effects on
operations
"* Preparing the smoke and NBC annex to plans and orders, NBC
estimates, and SOPs
- Mlaintaining supply status and allocations of NBC defense stocks
The lICIiL.Al officer also advises the commander in the following

areas:
"* The use of smoke to support the tactical scheme of maneuver

"* Impact of thu enemy's use of NBC weapons on the civilian
population
"* Impact of NBC contamination on tactical, logistical and civil-
military operations
"* Use of riot control agents and herbicides ir support of tactical
operations and the need to get release authority
"* Use of flame weapons and flame field expedients
"* The rcsupply of fog oil. diesel, mogas, two-cycle fuels, and water
to s.!pp,,rtiný chemical units
"* The resupply of chemical defense equipment in anticipation of
enemy use of chemical weapons
A-130)
P~REPARATION
Durilng this phase. tile chem~icail Altacc contianuics it, monitor tile
cnrniv situation and dhe unit's prcparat~on. Hc and hi staff inspect the
unit to enisure tile cquipmenit is ready and that the asirc perators arc
prepared to perfornm their respectiveL additional dutic.N as thc tacticall
sit uataon req uire;s. Key -c-,pon:jitIit iCs durlfing tIhe p epI111rittion phase,
include:
"* OChcking NBC' precparedaicss/rcadincss issueL,

"* Enisuring the organic occontlarn itiat Ion cquipmcnt is ope rationmal and
the PDDA operator is lainiiliair/knowIcldiwabllc of p~l~anned
deccontamination operations
"* Managing MDE
"* Eaisuring the clicetikvi link-up of attached NBC' assets, if' not Alrcady
coinpIctcd _______
E XECUTION
Thc primary rcspnrsihilitics of the chcmical officer during the

execution of the operation include:
"* Maintaining thli NBC. situIationl map

"* Providing recom necndatIions concerning Nl()PP levels consistent willh
thle cncmvy th-reat and the tactical sit uation
"* Recommnicrding operational exposure guidanice (OE(;)
IThe OEGi is normally mandlated by higiher headquartcr"I
"* Collating, cvaluating, and distributing NBC' contamninaflon data
"* Providinug recommnicrdations conicerning thc empiloymennt of
Isupporting NBC' reconnaissance and smoke units
"* Disseminating the NBC' 3 chemnical mecssage
"* Supcrvising the activities of'che nical detect ion and aadiological
.surveyv and monitoring teams.,
"* Co ordin~at ing and miper~ isini! decontam naition missions cond ucted
with or 'without suipportingL divisional assets
A- 131t
In addition, the chenmical officer advi•cs thc corninndcr in ihe
following arcas:
" Clearing of lbstacles and hazards, creaitcd by enemy nuclear and

chcmical %-capons (coordinatcd Nith the cngincer)
" Acquisition. stora'gc, issue, and movement of chemical equipment
and supplies, to include MNOPP matericl resupply rates and
distribution schedules
A-132
CONCLUSION
The chemical officer provides valuable expcrtise in the employment

of nuclear, biological, and chemical weapons on the intcgratcd battlefield.
To ensure that the chemical officer and his asscts arc fully utilized. the
following information checklists, arc providcd.
What the chemical officer needs to know from the battalion

CoInlnlafdcr;
". Mission
"• Concept of operation
"• Commander's intent
-intent for fighting contaminatcd
-(Com niander's) acceptable loss criteria
-Decontamination prioritics/conccrns
-Employment considcrations for NBC reconnaissance
"* The cncrns ,,Hiuation
"* Priority of fires
"• Any special fires (prep. FPF, ilium)
"* Fire coordination signals
"* Any special munitions (FASCAM, smoke)
"* Time available
"* Obstacle plan
"* Chain of command
" Flow the commander can be located
"* Plchcaisal t imc and location
"* Axis of advance
* Enemy avcenue(s) of approach
A-1133
What the battalion commander needs to know from the chemical
officer:
1. Does he understand above clements?

2. The following chemical specific itcems:
" NBC nuclear w%,apons status

"* Impact of friendly use of NBC
The chemical officer's:
"* Assessment of the crnemiy's use of' chemical weapons
"* A~s.essnicrt of the enemiy's use of nuclear weapons
"* Criteria for LI'C!,C aSSeSSmelnts
"* Evaluation of the battalion monitoring teamis' readiness
"* Assessment (it potential downwind vapor hazards
"* Reconmnendatiorns on enployineuit/niissions of attached N BC assets
"* Decontani ination (to include priorities) and smoke operation plans
"* Tcmplatcd chemrical strike.,
* denitification of NBC r-coninaissance niision(s)
*Assessment of dhe use/imipact of rerney smoke ope!ralions,
RE17EIENCES
Fejaldmnuals
FM 3-1. Chemical and Biological (Arntaminatoini Avoidance.

10 November 19'92.
FMI 3-4. NBC Pr'rlecion. 21 Octobe~r 1985,
FM .3-5. NBC Decontaminat ion. 24 Juric 1985,.
FMI 3-7, N BC IIlaridook. 7 Jujne 1990.
FIM 3-50. Smoke Operationis. 4 Decemnber 1990,.
FM 3-1001. NBC' Dcfense,, Chemical Warfare, Smnoke, and Flarne
Operations,. 23 May 1991,J
FM 7-2(0, '1lie Infarntry Battalion. 0iApril 1992.
A-134
CHAPLAIN
A- 13•5
.. S.. ?A
INTRODUCTION
The chaplain is the battalion commander's special staff officcr for

matters conccrning religion, morals, ethics, and morale as aflccted by
religion.
ASSETS
nitn minisirv teanim(l:NIT). The UNIT consists of the chaplain and

the chaplain assistant. Together they move throughout the battalion area
of opcrations providing religious support to the commander, his
subordinate commanders, his staff, and the NCOs and soldiers of the
battalion. The chaplain assistant is a critical mcmbecr of the team. While
Lh d&,x.; pividL .,,ui'av and drives, at times, for the non-combatant
chaplain, he has .nanri other very important tasks in religious support
operations.
Comnnmand serglotili1a•or. As the senior NCO and the adviser to

the commander on enlisted affairs. the CSM is privy to vital information
concerning the soldiers. Working with the CSM, the chaplain can help
solve many problems for soldiers long before they get into "official"
channels,
First scrgeantns. First sergeants can provide valuable assistance to

the chaplain in the early identification and diagnosis of soldier problems.
On the battlefield. ISGs can also play an important role in controlling
combat stress while worIing with the chaplain during his visits with .,oldicrs
in tactical assembly areas (TAAs) and on the line.
Medical platoo n, During an engagement, the chaplain will work very

closely with the medical platoon to ensure religious support for casualties
and th1 medical personnel that are treating them.
A- 13(
PRIMARY CHAPLAIN DUTIES
"• Prepares the religious support estimate

"* Prepares the religious support plan
"* Submits the religious support plan in amncx format for inclusion in
the battalion OPORD, when appropriate
"* Conducts religious support (RS) operations (or coordinates for

them in cases wNhcrc the chaplain is unable to dot so because of
denominational conflicts)
-Establishes communication and coordination of religiou.,

support with higher UNITs and with UNITs on their flanks
-Conducts appropriate religious services, rites, ordinances,

sacramcnts, and ministrations
-(iivcs pastoral care to soldicrs, particulaily thosc who hav'c

become casualties
-Ensures that soldiers from other units operating in thc battalion

AO reccive religious support
-Ensures soldiers with special religious needs are accommodated
-Performs appropriate memorial/funcral services and patriotic

ceremonies
• Advises the commander of matters concerning rcligion, morals.
cthics, and morale as affected by religion

"* Advises the commander and staff on the influence of indigenous
religious groups and customs on the commander's courses of
action
"• Works with the S1 and the battalion surgeon in the battalion mental
health program to include training unit Icadcrs in the preventive
aspects of stress on soldiers
A-137
Unit Responsibilities
F~tlil\ care. The chaplain takes an active role in the support 01

family mcnibers. Prior to deployment. the chaplain encourages and adviseN
family support groups. familiarizes himself with US Government and local
policies governing marriagaes overseas: as.-ists the SI in working family care
issues: and assists soldier families in making contact with local support
agencies such as the Red Cross, Army Community Services, and Army
Emergency Relief.
STAFF COORDINATION
The chaplain coordinates with various staff members/individuals in

the areas listed below:
With the XO:
" Rot .g...us support plan

" Staff meetilie-
"F Daily activities
With subordinate unit COs/ISGs:
"* Worship services

"* Times and locations for visiting soldiers
"* Special spiritual needs of their soldiers
"• Other special needs
IIntegration of replaccments
A- 138
\With higher unit ministrv teams:
"*Religious support plan

"*Battle stations
"*Additional rcligious support
"*Availability of plans
"•Resupply of ecclesiastical supplies
0 Replaccments
With the SI for:
"* Personnel estimate

"* Update on casualty data
"* Letters of condolence
"* Update on replacement data
"* Movement plan with undatcs
"* Requests for additional RS
"• Religious support annex for OPLAN/OPORD
With the S2 for:
"* Update on entemy situation

-Locations
-Probable courses of action
-Activity which impacts on RS activities
"* Update on weather
"• Tcrrain/trafficabilitv data
"* Additional maps of AO
"* Indigenous religious groups and sites for ll'B
"* EPW
A-139
With the S3 for
". Coursc- of action (from Sn3 plans)

"* Update on unit locations (current/planned)
"* Combat power with changes
": Update on operation
" Task organization
With the S4 for:
"* CSS plans (with graphics)

-Main/ahtcrnatc/"dirty" chemical supply routes
"* Health Service Support plans (with graphics)
-Ambulance exchange points (active/planned)
-Mass casualty plans/criteria
-Aid station location/forward treatment team
PLANNING
The planning focus of the chaplain centers around religious support

to soldicrs IOrwai d ,cfore engagcments, in TAAs during preparation time.
and at aid stations during engagements. After the engagement, the
chaplain provides religious support to soldiers forward in addition to
providing mcmorial scrvic•s and ccrcnonie., These planning activities are
discussed briefly below.
Tacl ical ascmblv areas. While soldiers arc preparing for combat,
they will be anxious about what the future holds. Religious services, rites,
and sacramicnts, consistent with the chaplain's particular f;i61i group
affiliation may not be sufficient. Therefore, the chaplam iins for
additional denominational support. contacts the bri,'ade chaplain to
coordinate that support. and coordinates with the units for time and place
for all religious support. Additionally, the chaplain will plan to visit with
soldiers, providing pastoral care, counsel and assurance where necessary.
A- 14)
Battalion aid station. Based on casualty projections, the chaplain
plans to locate where the preponderance of casualties are expected. This is
particularly important if the medical platoon leader decides to split the aid
station into two treatment teams. In a low intensity conflict environment, it
may be neccssary for the UMT to travel betwcen several locations to cive
religious support to casualties.
Memorial services. Critical to the morale of the surviving soldiers is

the appropriate honoring of their comrades who have fallen in battle. The
chaplain plans ahead for this eventuality.
PREPARATION
The chaplain prepares the religious support plan and coordinates it

as quickly as possible because while the rest of the unit is preparing for
combat, he needs to begin providing religious support. During the planning
phase, the chaplain assistant makes sure the team and its equipment is
ready to go. It may be neccssary to arrange for transportation and to
coordinate with the 1SGs for religious support in the TAA.
EXECUTION
As noted earlier, the chaplain begins providing religious support

prior to the rest of the unit beginning its operations. Priority is given to
those going into combat first. The amount of time available dictates how
much time the chaplain spends with each element of the unit. Every effort
is made to reach as many soldiers as possible.
A-141
CONCLUSION
The chaplain provides the commander, the staff, and the soldiers
with religious support and pastoral care. To ensure the chaplain is
appropriately employed, the following information checklists are provided.
What the chaplain needs to know from the battalion commander:
* Mission
* Commander's concept of the operation
* Commander's inlent
0 The enemy situation
* Time available
* Chain of command
* Task organization
• How the commander can be located
• Rehearsal time and location
* Transportation and communication support
What the battalion commander needs to know from the chaplain:
a Religious support plan

0 Issues dealing with ethics, morals, and morale as affected by religion
* Impact of local religious groups and sites on planned military
operations
a Any special rcligious accommodation requests from nsoldiers
a Any humanitarian issues arising from indigenous groups
* Location of the UMT
* Communication link to battalion UMT
a How additional religious support assets can be obtained if needed
A-142
REFERENCES
Commnnder-Chaplain Relationship
Arm' Rcaulations
AR 165-1. Chaplain Activities in the United States Army. 31 August 1989.

AR 600-43. Conscientious Objection. 1 August 1983.
DA Pamnnhlets
DA PAM 600-8. Managctlent and Administrative Procedures.

August 1986.
DA PAM 600-63-12. Spiritual Fitness Module for "Fit to Win" Program.
September 1987,
DA PAM 600-75. Accommodating Religious Practices. 1 .lanuary 1980.
Field Manuals
FM 10-63. Handling of Deceased Personnel in Theaters of Operations.

28 February 1986.
FM 16-1. Religious Support Doctrine: The Chaplain and Chaplain
Assistant. 27 November 1989.
Trainine Circulars
TC 16-2, Religious Support to Casualties, Memorial, and Funeral Services.
December 1991.
Family Care
Army Recgulalions
AR 600)-63. Army Health Promotion, 17 November 1987.

AR 608-99. Family Support, Child Custody, and Paternity. I May 1987.
A-143
DA Paniphlet.,
DA PAM 350-21. Family Fitncss Handhook. I N(ovmcbcr 1984.

DA PAM 608-47. A Guide t, Establishing Family Support Groups.
6 January 1988.
Wartime Function,/Activitics
DOD Forms
DOD Form 1380. U.S. Field Medical Card. June 190'2.
Ot hers
STANAG 2070. Emcrgcncy War Burial Procedurcs.

DOD Handbook. Rcligious Rcquliremcnts and Practices of Certain
Selcctcd (iroups. A Handbook for Chaplains.
A- 144 940203

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(Ii

Research Product 94-02

The Commander's Battle Staff Handbook

An Introduction to Staff Functional Area

94-05507 December 1993

Fort Benning Field Unit

Training Systems Research Division

Approved for public release; distribution Is unlimited,

A Field Operating Agency Under the Jurisdiction

CPT Mike Bowman

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESSRES) B. PERFORMING ORGANIZATION

11, SUPPLEMENTARY NOTES

12a. DISTRIBUTION/ AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE

13. ABSTRACT (Maztmum 200wordS)

Unclassified Unclassified Unclassified Unlimited

13. ABSTRACT (Continued)

The Commander's Battle Staff Handbook:

An Introduction to Staff Functional Area Duties

Robert J. Pleban, Thomas J. Thompson, and Patrick J. Valentine

ARI Field Unit at Fort Benning, Georgia

Training Systems Research Division

Army Project Number Zducit!;n •. -=d TrVidig

Currently, systematic staff functional area training is not

The research leading to this product was sponsored by the

INTRODUCTTON ....................... ...................... 1

Background ......................... .................. 1

THE COMMANDER'S BATTLE STAFF HANDBOOK. . . . . . . . . . . 4

Organization and Format ................ ............... 4

SUMMARY ......................... . * . # .... . 10

CONCLUSION ................. ...... ....................... . 11

APPENDIX A. COMMANDER'S BATTLE STAFF HANDBOOK ...... A-I

Table 1. Percentage of Respondents Who Found

2. Percentage of Respondents Who Found Handbook

3. Percentage of Respondents Who Felt Handbook

4. Overall Value of Handbook as an Aid in

Table 6. Percentage of Battalion Staff Members Who

AN INTRODUCTION TO STAFF FUNCTIONAL AREA DUTIES

The primary function of the battalion commander's staff and

In theory, the individual should be trained to perform

Synchronization is one of the five basic tenets of the

Synchronization is arranging activities in time and

The chain of operational doctrine, from Army level

The current focus for the Infantry and Armor Advanced

Recent surveys conducted by Thompson et al. (1991) of AOAC

Current Systemic Training Interventions

One immediate response to the need for improving staff

The handbook is small enough to fit in the pocket of the

The Commander's Battle Staff Handbook

Organization and Format

The handbook is divided into twelve sections, with each

"* executive officer (XO)

The internal organization of each section is, for the most

" The overall usefulness of the handbook for use

"* Organization of the sections in a meaningful fashion

Frequency of use/usefulness of handbook. All sections of

Ninety-one percent of the respondents' ratings (91.1% of the

Percentage of Respondents Who Found Checklists Useful

Extremely Very Fairly Not Very Not at All

20.8 45.8 27.1 4.2 2.1

Ninety-three percent (93.7%) of the respondents rated the