ATP 3-90.61 - Brigade Special Troops Battalion (2015)

*ATP 3-90.
61
Brigade Special Troops Battalion
August 2015
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes FM 3-90.61, 22 December 2006.
Headquarters, Department of the Army

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*ATP 3-90.61
Army Techniques Publication Headquarters

No. 3-90.61 Department of the Army
Washington, DC, 17 August 2015
Brigade Special Troops Battalion
Contents
Page
PREFACE.............................................................................................................. iii
INTRODUCTION ................................................................................................... iv
Chapter 1 MISSION AND ORGANIZATION ....................................................................... 1-1
Mission................................................................................................................ 1-1
Organization and Capabilities ............................................................................ 1-1
Attachments ...................................................................................................... 1-11
Chapter 2 SUPPORT TO THE BRIGADE COMBAT TEAM .............................................. 2-1
Command and Support Relationships ................................................................ 2-1
Mission Planning, Preparation, and Execution ................................................... 2-2
Miltary Police and Chemical, Biological, Radiological, and Nuclear Platoons ... 2-4
Mission Preparation ............................................................................................ 2-4
Mission Execution ............................................................................................... 2-5
Chapter 3 SUPPORT AREAS ............................................................................................. 3-1
Support Area Considerations ............................................................................. 3-1
Information Collection Planning .......................................................................... 3-4
Base/Base Cluster Defense ............................................................................... 3-7
Mission Command Warfighting Function .......................................................... 3-10
Movement and Maneuver Warfighting Function............................................... 3-11
Intelligence Warfighting Function ..................................................................... 3-11
Fires Warfighting Function................................................................................ 3-11
Sustainment Warfighting Function ................................................................... 3-11
Protection Warfighting Function ....................................................................... 3-12
Responsiveness ............................................................................................... 3-12
Site Selection .................................................................................................... 3-12
Base Defense Preparation ............................................................................... 3-12
Base Defense Operations ................................................................................ 3-14
Convoy Security ............................................................................................... 3-17
Convoy Operations ........................................................................................... 3-20
Preparation and Rehearsal............................................................................... 3-21
Distribution Restriction: Approved for public release; distribution is unlimited.

*This publication supersedes FM 3-90.61, 22 December 2006.
ATP 3-90.61 i
Contents
Reaction to Contact........................................................................................... 3-22

Tactical Movement ............................................................................................ 3-22
Organization ...................................................................................................... 3-23
Assembly Area .................................................................................................. 3-23
Stability.............................................................................................................. 3-24
Protection .......................................................................................................... 3-25
Sustainment ...................................................................................................... 3-25
Stability Operations ........................................................................................... 3-26
Conduct ............................................................................................................. 3-28
Nongovernmental Organizations, United Nations, Relief Agencies, and
International Organizations ............................................................................... 3-28
Defense Support of Civil Authorities ................................................................. 3-28
Chapter 4 SUSTAINMENT .................................................................................................. 4-1
Characteristics .................................................................................................... 4-1
Support Functions ............................................................................................... 4-1
Activities .............................................................................................................. 4-2
Organizations ...................................................................................................... 4-3
Brigade Support Battalion ................................................................................... 4-4
Planning responsibilities ..................................................................................... 4-4
Military Operations .............................................................................................. 4-4
Maintenance ........................................................................................................ 4-6
Services .............................................................................................................. 4-6
Human Resources Support ................................................................................. 4-7
Army Health Systems Support ............................................................................ 4-7
Support Areas ..................................................................................................... 4-9
GLOSSARY .......................................................................................... Glossary-1
REFERENCES.................................................................................. References-1
INDEX ......................................................................................................... Index-1
ii ATP 3-90.61 17 August 2015

Preface
ATP 3-90.61 provides doctrinal guidance for commanders and staffs who are responsible for planning and
executing brigade special troops battalion (BSTB) missions in brigade combat teams (BCTs). It is designed to
serve as a reference for the development of tactics, techniques, and procedures; materiel and force structures;
institution and unit training; and standard operating procedures (SOPs).
The principal audience for ATP 3-90.61 is all members of the profession of arms. Commanders and staffs of
Army headquarters serving as joint task force or multinational headquarters should also refer to applicable joint
or multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers
and educators throughout the Army will also use this publication.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United
States (U.S.), international and, in some cases, host nation laws and regulations. Commanders at all levels ensure
that Soldiers operate according to the law of war and the rules of engagement (ROE). (See FM 27-10.)
Unless stated otherwise, masculine nouns or pronouns do not refer exclusively to men.
ATP 3-90.61 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent
publication follows the definition. This publication is not the proponent for any Army terms.
ATP 3-90.61 applies to Active Army, Army National Guard/Army National Guard of the United States, and U.S.
Army Reserve unless otherwise stated.
The proponent of ATP 3-90.61 is the U.S. Army Maneuver Support Center of Excellence (MSCoE). The
preparing agency is the MSCoE Capabilities Development and Integration Directorate; Concepts, Organizations,
and Doctrine Development Division; Doctrine Branch. Send comments and recommendations on DA Form 2028
(Recommended Changes to Publications and Blank Forms) to Commander, U.S. Army Maneuver Support Center
of Excellence, ATTN: ATZT-CDC, 14000 MSCoE Loop, Suite 270, Fort Leonard Wood, MO 65473-8929;
e-mail the DA Form 2028 to <usarmy.leonardwood.mscoe.mbx.cdidcodddengdoc@mail.mil>; or submit an
electronic DA Form 2028.
17 August 2015 ATP 3-90.61 iii

Introduction
ATP 3-90.61 describes how the BSTB provides combat support to the BCT. The battalion contains military
intelligence; communications; and chemical, biological, radiological, and nuclear (CBRN) platoons and provides
mission command for the units assigned and attached to the BCT. The BSTB is organic to the armored brigade
combat team (ABCT) and the infantry brigade combat team (IBCT) that have not converted to brigade engineer
battalions.
iv ATP 3-90.61 17 August 2015

Chapter 1
Mission and Organization
The BSTB is organized to provide the BCT with mission command of the brigade
companies and smaller attachments that formerly operated under the direct supervision
of the BCT. Through assigned and task-organized subordinate units, the BSTB also
provides a wide variety of combat enablers and special mission capabilities.
MISSION
1-1. The BSTB supports the BCT with organic assets and provides mission command, administrative, and
attached unit logistics support from within and outside the BCT.
1-2. The BSTB provides mission command, administrative, and sustainment support to organic and
attached combat support units. Included among these units are a military intelligence (MI) company, a signal
network support company, an engineer company (IBCT only), a military police platoon, and a CBRN platoon.
Common attachments are likely to include civil affairs, public affairs, military information support
operations, explosive ordnance disposal (EOD), CBRN units, and other modular enablers that provide
support as the BCT requires.
1-3. The BSTB manages administrative and logistics support for the reception, staging, onward movement,
and integration of attached units. The BSTB is capable of planning and executing security operations to
counter Level I and Level II threats within the BCT designated area of operations (AO).
1-4. The BSTB provides command, control, and sustainment to organic and attached units to support the
BCT commander and staff. The BSTB—
 Ensures that organic units are properly trained and equipped to conduct doctrinal missions.
 Provides mission command and integrates and supports company- and smaller-size units that are
attached to the BCT.
 Prepares subordinate units for missions, ensures force protection, and provides administrative and
sustainment support.
 Secures one or more BCT command posts (CPs).
 Conducts the support area security mission on order when adequately augmented.
1-5. These actions allow the BCT staff to focus on responsibilities to anticipate the commander’s critical
information requirements (CCIRs) and plan future missions. Like other battalions in the BCT, the BSTB
receives missions from the brigade commander through the BCT operations staff officer (S-3).
ORGANIZATION AND CAPABILITIES

1-6. The BSTB provides command, control, and sustainment to organic and attached units so that they can
support the BCT commander and staff. The BSTB ensures that organic units are properly trained and
equipped, provides mission command, integrates and supports most company- and smaller-size units that are
attached to the BCT, prepares subordinate units for missions, secures one or more of the BCT CPs on order
and with augmentation, and conducts the support area security mission. These primary BSTB responsibilities
are examined in this chapter.
1-7. The BSTB provides the BCT with MI support, communications support, engineer (IBCT only) support,
military police support, and CBRN reconnaissance capabilities. The BSTB is responsible for training,
mission command, administrative, logistics, and health service support to subordinate units. The command
and support relationship dictates if the BSTB will provide logistics support or if they will coordinate support
with the BCT brigade support battalion (BSB) or unit higher headquarters. The BSTB also secures BCT CPs
17 August 2015 ATP 3-90.61 1-1

Chapter 1
and plans, prepares, and executes missions within the BSTB AO. The BSTB is able, with the organic military
police platoon or other assets that are provided by the BCT commander, to defeat Level I and Level II enemy
threats.
1-8. For the IBCT and ABCT, the BSTB is organized with a BSTB headquarters and headquarters company
(HHC), BCT HHC, an MI company, a network support company, and an engineer company. The BSTB HHC
has command and staff sections, a military police platoon, a CBRN reconnaissance platoon, a support platoon
(with Army health system support, maintenance, Class III supplies, and field feeding), and a security section.
The sustainment assets in the HHC include maintenance, medical support, and Class III supplies.
1-9. Units may be task-organized to BCTs based on the mission, enemy, terrain and weather, troops and
support available, time available, and civil considerations (METT-TC) of the operation. Depending on the
command and support relationship between the incoming or outgoing unit and the BSTB, the BSTB may be
responsible for providing or coordinating sustainment. The BSTB sustainment capability may have to be
augmented by the attached unit parent organization or by the BCT. The BCT can expect to routinely receive
a set of units for most missions. These units may include—
 Engineer forces.
 Air defense artillery forces.
 Military police companies.
 Civil affairs companies.
 EOD companies.
 CBRN companies.
 Military information support operations detachments.
1-10. The command relationship between the BSTB and each unit depends on METT-TC and the role played
by the subordinate element in support to the BCT. Unless the BCT directs otherwise, the BSTB retains
command and support relationships with organic and attached units, regardless of their location on the
battlefield.
BRIGADE COMBAT TEAM HEADQUARTERS AND HEADQUARTERS COMPANY

1-11. The roles of the BCT HHC include providing mission command to company-assigned personnel,
conducting security planning, supervising the security plan execution for BCT main and tactical CPs,
coordinating and monitoring logistics support for BCT main and tactical CPs, and conducting CP relocation
reconnaissance and movement. The company consists of a headquarters section that provides personnel,
equipment, and staff expertise to provide mission command, knowledge management, and communications
capabilities that enable the HHC commander to plan and execute missions.
1-12. The BCT HHC does not have a support platoon; maintenance section; field feeding section; or
petroleum, oil, and lubricants section. These organizations are located under the BSTB. The BSTB supports
the logistics, medical, and security requirements of the BCT HHC. The BCT HHC is responsible for the
coordination of providing these services when main CPs are separated. The HHC commander plans,
organizes, and executes security operations in support of mobile command groups and plans response force
employment near the main CP.
Commander
1-13. The HHC commander is responsible for the support, security, and movement of main and tactical CPs,
organic BCT staff, and attached HHC elements. He coordinates with the BSTB for maintenance, fueling,
field feeding support, and logistics and security support and maintains discipline and morale. The HHC
commander is responsible for the individual and collective training of the company. He may be designated
to coordinate and negotiate with host nation civil and military leaders and contractors.
Executive Officer
1-14. The HHC executive officer (XO) coordinates with the BSTB logistics staff officer (S-4) for logistics
support for the CP and personnel and monitors the support that is provided for the commander. He assists in
1-2 ATP 3-90.61 17 August 2015

planning HHC unit movements and base defense measures under the supervision of the HHC commander.
He monitors routine company reporting and coordinates activities of subordinate units. The HHC commander
positions the XO where he can best fulfill his responsibilities. When the tactical CP is deployed, the XO may
be assigned to the tactical command post to provide leadership for BSTB personnel who provide security for
the tactical CP. The XO stays tactically current and remains prepared to assume command of the company.
First Sergeant
1-15. The HHC first sergeant advises the HHC commander on matters that concern enlisted Soldiers of the
company, as does the BSTB HHC first sergeant.
BRIGADE SPECIAL TROOPS BATTALION HEADQUARTERS AND HEADQUARTERS COMPANY

1-16. The HHC commander assists the BSTB commander in locating the BSTB main CP. The company
provides the sustainment functions that are necessary for the BSTB to successfully accomplish its mission.
The location of the company is directed by the BSTB commander. The company units (less detachments)
receive their missions from the BSTB commander.
Headquarters
1-17. The BSTB headquarters consists of a command section and its staff sections. The staff sections are
personnel staff officer (S-1); intelligence staff officer (S-2); S-3; S-4; command, control, communications,
and computer operations staff officer (S-6); and unit ministry team (UMT).
Command Section
1-18. The BSTB command section consists of the commander, XO, command sergeant major, and drivers.
In coordination with the commander, this section executes mission command over subordinate companies,
elements, and staff sections. The command section ensures that subordinate elements are provided with
administrative/logistics support within the capabilities of the organization, ensures that attached units are
integrated into the battalion structure, and supervises training/mission preparation.
Personnel
1-19. The S-1 plans, provides, and coordinates the delivery of human resources support, services, and
information to assigned and attached personnel within the battalion. The S-1 is the principal staff advisor to
the battalion commander for matters that concern human resources support. The S-1 is the coordinating office
for command interest programs and medical and morale support activities. (See ATP 1-0.1 for detailed duties
and responsibilities of the S-1.)
1-20. Other functions of the S-1 include—
 Monitoring and analyzing personnel strength.
 Projecting future personnel requirements.
 Requesting, receiving, processing, and delivering replacement personnel.
 Managing casualties.
 Planning and supervising morale support activities, awards, and discipline measures.
 Providing personnel services support (such as finance and postal services).
 Coordinating legal services if required.
 Providing public affairs functions when a public affairs team or detachment is not attached.
Intelligence
1-21. The S-2 focuses on a designated area of interest and is responsible for the collection and analysis of
threat forces and activity in the area of interest. The BSTB S-2 is also responsible for MI-related matters. The
functions of the BSTB S-2 differ in focus from the functions of the BCT S-2. The BCT S-2 focuses on
17 August 2015 ATP 3-90.61 1-3

Chapter 1
intelligence throughout the BCT AO and area of interest. The BSTB S-2 focuses on its own designated AO,
which may include security operations and intelligence management. Key functions of the S-2 include—
 Coordinating the intelligence preparation of the battlefield for BSTB staff planning,
decisionmaking, and targeting of the BSTB support area.
 Coordinating with the BSTB staff and recommending priority intelligence requirements for the
BSTB CCIR.
 Serving as the BSTB collection manager (nominating collection tasks for BSTB collection assets
to the S-3).
 Coordinating directly with the BCT S-2 on local intelligence collection, analysis, and
management.
 Providing all-source intelligence that answers the commander’s priority intelligence requirement.
 Monitoring and maintaining the current situation regarding local enemy and environmental
factors.
 Updating the intelligence preparation of the battlefield and intelligence estimate.
 Identifying and evaluating intelligence collection capabilities as they affect AO security,
countersurveillance, signal security, security operation, and force protection (including backbriefs
from patrols).
 Staffing, executing, and supervising operational security.
Operations
1-22. The S-3 is the principal staff element responsible for training, operations, and plans. The primary
functions in a BCT combat AO include support area security planning and operations and base/base cluster
defense monitoring for base camps in the BSTB designated AO. The S-3 plans terrain management within
the BSTB AO. Additionally, the S-3 plans for the receipt and onward movement of units that are attached to
the BSTB and monitors and tracks each organic and attached element, regardless of their location or
command relationship with another unit. Normal functions of the S-3 section include—
 Preparing, coordinating, authenticating, publishing, and distributing the command SOP, operation
orders (OPORDs), fragmentary orders, warning orders (WARNORDs), and other products that
involve contributions from other staff sections.
 Reviewing and coordinating subordinate plans and actions.
 Coordinating and directing terrain management.
 Recommending priorities for allocating critical command resources and support.
 Assisting the commander in controlling, preparing for, and executing missions.
 Coordinating civil military operations when augmented.
 Coordinating and controlling BCT support area security and CBRN reconnaissance and
decontamination.
 Providing overwatch and supervision to fire support noncommissioned officers in planning and
preparing for support area fires.
 Coordinating requests for Army aviation and close air support.
 Coordinating with the commander, XO, and S-6 to establish, oversee, and supervise CP battle staff
information management activities.
Fire Support Team

1-23. The BSTB fire support team consists of three fire support noncommissioned officers and is part of the
S-3 section. It coordinates fires and effects for the BSTB assigned AO and provides the expertise, planning
capability, and integration of fires and effects into BSTB plans for support area security. The team works
under the staff supervision of the BSTB S-3 and receives staff oversight from the BCT forward support
company (FSC).
1-4 ATP 3-90.61 17 August 2015

Chemical, Biological, Radiological, and Nuclear Noncommissioned Officer

1-24. The CBRN noncommissioned officer is the commander’s primary technical expert for operations in a
CBRN environment. Primary roles and responsibilities include the following:
 Advises the commander on the conduct of unified land operations in CBRN environments.
 Advises the commander on CBRN readiness for the unit and associated assessments.
 Advises the commander on the integration of CBRN threats and hazards into unit level training.
 Maintains CBRN defense equipment.
 Manages unit reports that are related to CBRN operations (CBRN Warning and Reporting
System).
 Conducts hazard predictions and CBRN contamination plots to assist others in contamination
avoidance efforts.
 Acts as the liaison between attached CBRN units and the BSTB S-3.
Logistics
1-25. The S-4 is the principal BSTB staff element that is responsible for coordinating the integration of
supply, maintenance, transportation, and services for the battalion and augmenting units. The S-4 is the staff
link between the BSTB and subordinate units and attachments. The S-4 supports many different and complex,
low-density unit requirements in the BSTB (particularly in repair parts procurement) and in highly technical,
contractor-supported equipment maintenance. The S-4 section monitors the BSTB HHC support platoon in
feeding, fueling, and performing maintenance and other logistics activities within the BCT and BSTB. The
S-4 is also responsible for—
 Projecting requirements and coordinating classes of supply (except Class VIII supplies) according
to the commander’s priorities.
 Monitoring and analyzing the equipment and logistics readiness status of the BSTB and attached
and assigned units.
 Conducting continuous logistics preparation of the battlefield.
 Developing and synchronizing sustainment plans (supply, transportation, maintenance, services).
 Developing the internal logistics estimate.
 Keeping the BSTB battle staff informed of mission supportability from an internal logistics
viewpoint.
 Acquiring and assigning facilities.
 Providing advice on food services within the command.
 Monitoring property book activities.
1-26. In conjunction with the S-2 and S-3, the S-4 prepares the unit administrative movement order. The
S-4 develops and maintains administrative movement plans for modes of transportation. Unit movement
plans include—
 Security requirements.
 Logistics coordination requirements.
 Vehicle, aircraft, and railcar load plans.
 Unit movement personnel duties.
 Transportation document preparations.
 Outsized or unusual cargo descriptions (weight, length, width, and height).
Communications
1-27. The BSTB S-6 section is primarily responsible for BSTB internal mission command systems that
consist of network management, information dissemination management, and information assurance. The
BSTB S-6 also coordinates directly with the BCT S-6. Other duties of the S-6 section include—
 Advising the commander on communications requirements.
 Establishing, managing, and maintaining communications links.
17 August 2015 ATP 3-90.61 1-5

Chapter 1
 Planning and coordinating network terminals.

 Determining the system requirements that are needed for support based on the tactical situation.
 Informing the commander of primary and alternate communications capabilities.
 Recommending database configurations.
 Establishing and enforcing network policies and procedures.
 Preparing signal estimates.
 Advising the commander and other users on the requirements, capabilities, and uses of available
systems.
 Coordinating required signal interfaces.
 Monitoring the status of BSTB communications assets. (Monitoring responsibilities include
network equipment that is installed, operated, and maintained by the section and other general-
purpose, user-operated systems.)
 Coordinating signal requirements for units that are task-organized to the BSTB.
 Integrating communications of attached units.
Unit Ministry Team

1-28. The chaplain is a special staff member who serves as a confidential advisor to the commander on the
spiritual fitness and ethical and moral health of the command. The UMT is composed of a chaplain and a
chaplain’s assistant. The UMT facilitates and coordinates religious support across the battalion AO. For
logistics and administrative support and personnel accountability, the UMT resides within the support
platoon.
Headquarters Company
1-29. The BSTB headquarters company consists of the commander, XO, first sergeant, and drivers. It also
has a supply sergeant, supply assistant, and armorer.
Military Police Platoon

1-30. The military police platoon provides three squads of four three-man teams that habitually operate in
pairs (two weapons platforms) to perform mobile or dismounted missions.
1-31. Military police units provide a wide array of skills in support of the BCT commander across the range
of military operations, including—
 Maneuver and mobility.
 Gap crossing, breaching, and passage-of-lines support.
 Straggler or dislocated-civilian control.
 Route reconnaissance and surveillance.
 Main supply route (MSR) regulation and enforcement.
 Area security.
 Area damage control.
 Response force/tactical combat force (TCF).
 Critical site, asset, and high-risk personnel security.
 Force protection and physical security.
 Antiterrorism operations.
 Law and order.
 Law enforcement.
 Criminal investigations.
 Internment and resettlement.
 Detainee operations.
 Populace and resource control.
1-6 ATP 3-90.61 17 August 2015

 Military police intelligence.

 Information collection.
 Threat environment criminal analysis.
Chemical, Biological, Radiological, and Nuclear Reconnaissance Platoon

1-32. The CBRN reconnaissance platoon provides the BCT with a limited chemical reconnaissance
capability. The M93A1 Fox has been replaced with the M1135 Stryker in the ABCT. The IBCT is equipped
with two up-armored, high-mobility, multipurpose wheeled vehicles. The platoon is capable of chemical and
radiological reconnaissance, but it can only gather samples of suspected biological agents. The platoon is
normally tasked through the BCT and BSTB S-3 sections. The CBRN reconnaissance platoon has limited
ability to perform multiple missions simultaneously.
Security Section
1-33. The security section consists of two Bradley fighting vehicles (for the ABCT) or two up-armored, high-
mobility, multipurpose wheeled vehicles (for the IBCT), both with three-man crews, to provide BCT mobile
command groups with security. When not required to perform the security mission, the security section is
available for integration into the security plans for BCT CPs. When available, the section can also defend the
BSTB main CP or perform other security missions.
Support Platoon
1-34. The support platoon provides medical, maintenance, feeding, and Class III supply support to BCT CPs,
BSTB units, and attached units. It also supports the UMT. The support platoon headquarters consists of the
platoon leader, platoon sergeant, and driver.
Medical Support Section

1-35. The medical support section provides Army health system support and operates a Role 1 medical
treatment facility (MTF) for the BSTB and subordinate units. For logistics and administrative support and
personnel accountability, the medical support section resides within the support platoon. The medical support
section provides—
 Emergency medical treatment.
 Advanced trauma management.
 Disease and nonbattle injury treatment.
 Mass casualty triage.
 Tactical combat casualty care.
 Subordinate medical personnel and element clinical support and technical supervision.
 Medevac from supported units to a Role 1 MTF.
 Field health records sick call services and maintenance when authorized.
 Class VIII supplies.
 Authorized outpatient consultation.
 Medical and behavioral health referrals.
 Preventive medicine.
 Patient evacuation from the point of injury to the BSTB aid station. (Supporting ambulances from
the brigade support medical company [BSMC] evacuate from the BSTB back to the BSMC Role
2I MTF. The evacuation squad consists of two ambulance teams with M997 high-mobility,
multipurpose, wheeled vehicle ambulances.)
1-36. The medical support section also trains, monitors, and provides Class VIII resupply for combat
lifesavers in the BSTB. Each squad, team, or crew should have one certified combat lifesaver. As a minimum,
combat lifesavers are certified annually, but sustainment training should be conducted regularly.
17 August 2015 ATP 3-90.61 1-7

Chapter 1
Maintenance Section
1-37. The maintenance section is responsible for the maintenance of vehicles and other equipment within
the BSTB and BCT headquarters. It also supports attached units but may require augmentation due to the
number and type of vehicles and equipment within attached units. The section provides wheeled, tracked
(ABCT), and power generator maintenance and repair parts.
1-38. The maintenance section supports BSTB units and attachments by providing the transportation of
petroleum, fuels, lubricants, and related supplies. To support the BSTB and attachments, the section has two
2,500-gallon tank trucks and four 10,000-gallon collapsible tanks (IBCT only).
Field Feeding Section

1-39. The field feeding section manages meal preparations for assigned and attached elements of the BSTB
and BCT CPs. The field feeding section of the BSTB is capable of split-based feeding.
MILITARY INTELLIGENCE COMPANY

1-40. The MI company provides most intelligence personnel to the BCT to collect, analyze, and disseminate
intelligence. The MI company must task-organize with the BCT intelligence cell to form the brigade
intelligence support element. The MI company must frequently task-organize collection platoons based on
the mission. Personnel from the MI company maintain the enemy portion of the common operational picture
(COP); integrate intelligence operations as part of the information collection effort; and execute signals
intelligence (SIGINT), human intelligence (HUMINT), and imagery collection. The MI company consists of
a company headquarters, an analysis platoon, a SIGINT collection platoon, a HUMINT collection platoon,
an unmanned aircraft system (UAS) platoon, and an Air Force weather team.
Information Collection Platoon

1-41. The information collection platoon consists of the following:
 Intelligence, surveillance, and reconnaissance synchronization section. This section collates,
analyzes, and disseminates information that is collected by the MI company, BCT cavalry units,
and other Soldiers within the BCT. The information is analyzed by other intelligence staff
elements to produce intelligence for the BCT commander, subordinate units, and BCT intelligence
cell. The intelligence is also available to higher and lateral headquarters.
 HUMINT operational management team. This team manages the technical requirements of the
human intelligence collection teams (HCTs) that are assigned or attached to the MI company.
Operational management teams coordinate closely with the BCT S-2 in planning and executing
HUMINT collection.
 Cryptologic support team. This team provides in-depth analysis, integration, and
synchronization of MI company SIGINT collection missions to maximize support to the BCT by
ensuring that units and organizations conduct SIGINT collection and analysis.
 Satellite communications team. This team provides secure communications (up to the sensitive
compartmented information level) to MI sections that use the Trojan Special-Purpose Integrated
Remote Intelligence Terminal (SPIRIT) System.
 Tactical ground station team. This team provides moving target indicator, full-motion video,
and imagery exploitation capabilities. It also has a collateral SIGINT reporting capability that is
used to correlate with geospatial intelligence information and products.
Intelligence and Electronic Warfare Systems Integration (Maintenance) Section

1-42. The intelligence and electronic warfare systems integration (maintenance) section provides MI system
maintenance and equipment integration. When possible, the section also provides maintenance contact teams
for on-location repairs.
1-8 ATP 3-90.61 17 August 2015

Multifunctional Platoon
1-43. The flexible design of the multifunctional platoon permits the design to be employed in various ways
for SIGINT, HUMINT, or support to site exploitation tasks. The platoon can employ teams that are capable
of multidiscipline collection or a combination of SIGINT collection teams and HCTs. Although the
multifunctional platoon possesses organic equipment to accomplish most missions, it may be augmented with
specialized equipment to expand its capabilities.
1-44. The multifunctional platoon consists of the following:
 Ground-based SIGINT collection teams and HCTs.
 Exploitation team. The exploitation team conducts an initial analysis of collected information
when teams are performing multidiscipline collection tasks.
Unmanned Aircraft System Platoon

1-45. The UAS platoon consists of a mission planning and control section and a launch and recovery section.
It is equipped with four RQ-7 Shadow aircraft.
1-46. Imagery collection from the UAS platoon assists commanders and planners by—
 Providing situational awareness of the terrain (natural and man-made) to support the creation of
products by the geospatial intelligence cell and support the staff conduct of intelligence
preparation of the battlefield via—
 Various baseline geospatial intelligence-based studies, such as helicopter landing zones.
 Port and airfield studies.
 Gridded reference graphics.
 Using imagery as a confirming source of intelligence for another intelligence discipline, such as
SIGINT or HUMINT.
 Supporting the targeting effort, including information for combat assessment through the detection
and tracking of targets before and after an attack.
Air Force Weather Team

1-47. Air Force weather teams (the main source of weather support) consist of tactical mission and operations
specialists who are experts at determining the effects of weather on operations. They evaluate and apply
operational weather squadron forecasts to specific BCT missions, weapons systems, strategies, tactics, and
applications. These teams deploy with the BCT and provide direct and indirect weather support that is tailored
to the needs of the BCT. Specifically, the Air Force weather team—
 Coordinates with BCT cells to integrate weather information into the planning and execution of
BCT operations.
 Advises the BCT commander on Air Force weather capabilities, limitations, and ways in which
weather can contribute to, or detract from, BCT operations.
 Advises the Air Force on Army command operational weather support requirements.
 Assists the BCT S-2 and S-3 in monitoring the weather support mission, identifying
responsibilities, and resolving weather support deficiencies.
 Integrates weather effects into information collection, particularly with respect to the impact on
collection systems.
 Integrates weather effects into targeting and risk management processes.
 Provides weather input to operational decision briefs.
 Monitors weather effects on operational limitations for mission execution.
 Provides warnings of impending negative impacts and emerging opportunities.
SIGNAL NETWORK SUPPORT COMPANY

1-48. The BSTB has an organic signal network support company. This company supports the communication
needs of BCT CPs and consists of a headquarters and network support platoon and two network extension
17 August 2015 ATP 3-90.61 1-9

Chapter 1
platoons. The network support company typically conducts collaborative planning for mission specifics with
the BCT S-6.
Headquarters and Network Support Platoon

1-49. The headquarters and network support platoon consists of the company headquarters section, a network
operations section, a CP support team, a retransmission team, and a communications-electronics maintenance
support section. The company headquarters section provides mission command, and logistics and
administrative support for the unit.
Network Operations Section

1-50. The network operations section installs, operates, maintains, and defends the BCT communications
network. The network operations section establishes the network operations and security cell, operates
closely with the network extension platoons, and usually colocates with a network extension platoon. It is
also responsible for BCT network management and computer defense. The network management and
computer defense personnel responsibilities are as follows:
 Network management personnel. Network management personnel use information network
management systems to configure, manage, and control the area common-user system, tactical
Internet, and limited adjacent LANs. With these tools, the section can also perform frequency
management and communications security functions for the BCT information collection support
network elements.
 Computer defense personnel. Computer defense personnel assure the availability, integrity,
authentication, and confidentiality of friendly information and information systems. Typically, the
greatest risk for network intrusion and integrity is from users within the network. Protection from
such user corruption is accomplished through efficient and comprehensive passwords, public key
infrastructure common access card authentication, and access management.
Command Post Support Team

1-51. The small CP support team provides communications and data support to a CP as directed by the BCT
commander. The team uses a small CP support vehicle that is equipped with a satellite communications
terminal and data communications baseband equipment. The equipment is employed to provide secure and
unsecure data and voice over internet protocol connectivity over the communications architecture.
Retransmission Team
1-52. The retransmission team provides range extension and network relay support for the Enhanced Position
Location and Reporting System (EPLRS) for those BCTs that are so equipped and Single-Channel, Ground
and Airborne Radio System very high frequency and frequency modulation networks. The retransmission
team is mission-critical to BCT communications and may necessitate the commitment of forces to protect
them in the absence of an airborne communications relay package.
Communications-Electronics Maintenance Support Team

1-53. The communications-electronics maintenance support team utilizes a signal nodal maintenance plan
that requires the operator-maintainer to reside at the system joint network node and perform field level
maintenance. The communications-electronics maintenance team facilitates troubleshooting and performs
field level maintenance on other communications-electronics equipment in the company. It also manages the
company communications-electronics prescribed load list stock. The communications-electronics
maintenance team evacuates to the BSB any network support company equipment that cannot be repaired at
the unit level. Contracted personnel may also be used to augment the team.
Network Extension Platoons

1-54. The two network extension platoons are resourced to provide connectivity to assigned CPs. Each
network extension platoon consists of a joint network node team, a data support team, and a retransmission
team. In BCTs that are equipped with terrestrial-based Force XXI Battle Command–Brigade and Below
1-10 ATP 3-90.61 17 August 2015

(FBCB2) (not Blue Force Tracker such as certain BCTs and the Stryker brigades), the network extension
platoon will also include an EPLRS, EPLRS network manager, and an Army Battle Command System
interoperability client for network integration into the network and COP.
1-55. The joint network node section provides the network equipment that enables CPs to use line-of-sight
or beyond-line-of-sight systems. Joint network node equipment provides the connectivity between satellite
and terrestrial systems. The joint network node system connects the BCT CPs, brigade support area, and
higher headquarters. Each system maintains the interface capability to terminate network circuits, provide
data and battlefield video teleconference services, and interface with special circuits, such as the Defense
Switched Network. The joint network node system provides network planning and monitoring for the BCT
wide-area network. The extension section has traditional retransmission teams and gateway systems for
EPLRS units.
ENGINEER COMPANY
1-56. The BCT has one engineer company assigned to the BSTB. The engineer company in an ABCT has a
headquarters, three combat engineer platoons, and an engineer support platoon. Each platoon has three
squads. An IBCT has two combat engineer platoons and an engineer support section. Depending on the
mission task organization, one or more of the platoons may be attached to a BCT battalion. When this
happens, sustainment becomes the responsibility of those units.
1-57. Combat engineers increase and enhance the combat power of supported units by accomplishing
mobility, countermobility, and survivability tasks. They are integrated with the commander’s maneuver and
fires to afford or enhance a commander’s opportunities to accomplish the mission. Combat engineers can
perform limited general and civil engineering tasks during civil military or engineering operations.
1-58. Combat engineers concentrate their efforts on enabling mobility during the offense through breaching
and crossing obstacles, assisting in the assault of fortified positions, and emplacing obstacles to protect flanks
or friendly forces. In the defense, combat engineers build obstacles, enhance survivability, and facilitate the
movement of counterattack forces
1-59. During stability operations, combat engineer units have a significant role in route reconnaissance and
clearance by locating and clearing obstacles, including explosive hazards. Once detected, the responsibility
for rendering safe explosive ordnance and improvised devices is handed off to EOD personnel. Combat
engineer units also breach obstacles. Potential missions include providing selected general engineering tasks
and force protection improvements for base camps and other BCT sites and assisting with the restoration of
essential services, the support of economic and infrastructure development, and the establishment of civil
security and control. Combat engineers may perform infantry combat missions when required. When detailed
for infantry missions, engineer units require augmentation of antiarmor systems, medical assets, and fire
support. Using combat engineers as infantry makes them unavailable to conduct engineer tasks; therefore
when evaluating this option, the commander should weigh the loss of engineer capability against the gain in
infantry assets.
ATTACHMENTS
1-60. The BSTB is normally responsible for attached units if they are not directly assigned to another
battalion within the BCT. These units include, but are not limited to, engineer, civil affairs, military
information support operations, EOD, CBRN, and additional military police units. However, the attachment
of units is based on availability and METT-TC factors.
ENGINEER SUPPORT
1-61. Depending on METT-TC, the division, corps, or higher headquarters may allocate additional engineer
support. This support may consist of engineer companies or other modules under the mission command of
the BSTB, a separate engineer battalion, or additional engineer assets that are attached directly to one or more
BCT maneuver battalions. The BCT should expect and ask for additional engineer augmentation that consists
17 August 2015 ATP 3-90.61 1-11

Chapter 1
of combat and general engineering tasks to support the missions. A BCT should receive an engineer battalion
headquarters with one or more of the following:
 Mobility augmentation company. The mobility augmentation company conducts assault gap
crossings and mounted and dismounted breaches and emplaces obstacles.
 Sapper company. The sapper company provides BCT mobility, countermobility, and
survivability support, including hasty route clearance, dismounted breaching, limited
countermobility, and general or combat engineer units to reinforce organic BCT engineers.
 Horizontal company. The horizontal company provides mobility, countermobility, and
survivability support to the BCT through the utilization of construction equipment.
 Clearance company. The clearance company provides the detection and neutralization of
explosive hazards along routes and areas in support of the BCT.
1-62. It is reasonable to expect additional elements from other engineer organizations, depending on the
particular mission of the BCT. These elements could include a mine dog team and other specialized engineer
capabilities that are organized in mission modules. (See FM 3-34 for additional information.)
COMBAT ENGINEER PLATOON

1-63. The combat engineer platoon is normally the lowest-level engineer unit that can effectively accomplish
independent missions and tasks. It is capable of maneuvering and can fight as part of an engineer company
or maneuver company team. It consists of a platoon headquarters section and three eight-Soldier combat
engineer squads. On the battlefield, the platoon can facilitate rapid and frequent movement. It frequently
receives augmentation in the form of special equipment from the mobility support platoon. Combat engineer
platoons can also be task-organized by squad for specific missions, such as engineer reconnaissance, but this
reduces their ability to provide mobility support.
ENGINEER SUPPORT PLATOON

1-64. The engineer support platoon consists of a platoon headquarters section and three equipment-based
mobility sections. The platoon is not organized to operate independently. Each mobility section is structured
to support mobility missions by reducing threat obstacles and fortifications that inhibit friendly maneuver.
The platoon provides the commander with specialized equipment capabilities to weight the main effort. Each
section has hasty-breaching, gap-crossing, and obstacle reduction capabilities and specialized, vehicle-
mounted tools. The same task organization and equipment required for mobility missions provide a limited
capability for countermobility and survivability missions.
MILITARY POLICE COMBAT SUPPORT COMPANY

1-65. The military police combat support company provides security support beyond the capabilities of the
organic military police platoon. Depending on the BCT CCIR, the military police company may or may not
assume control over the organic military police platoon. The BCT provost marshal will provide staff
supervision and conduct the planning for company missions. The military police company receives its
missions from the commander through the BSTB S-3. The company possesses the capability to perform core
military police functions. The company is self-sustaining in a field environment but relies on the supported
unit for logistics support, including Class III supplies and maintenance. The military police company has the
ability to protect itself or to be included in the defense plan of a larger base/base cluster. However, the tactical
mobility of the company is usually best utilized by assigning them maneuver and mobility support and area
security missions within the BCT AO. Because of their extensive police training and law enforcement
missions, military police assets are skilled in the use of force (the employment of lethal and nonlethal
technologies), information collection and dissemination, observation and surveillance, and crowd control. In
collaboration with the military police company commander or XO, the provost marshal conducts the technical
planning that is necessary to employ the company. Tasking is requested through the BCT S-3. Unlike most
combat arms units that maneuver together, the military police platoon usually operates independently and is
dispersed over a wide area. The military police company consists of four platoons of three squads each. Each
squad has three mounted military police teams. The company can provide the commander with armored
vehicles throughout the AO. The platoons are trained and equipped to defeat a Level II threat.
1-12 ATP 3-90.61 17 August 2015

CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR COMPANY (HAZARD RESPONSE)

1-66. The CBRN company provides equipment and limited personnel decontamination and CBRN
reconnaissance and surveillance for military forces that are located in the brigade AO. The company has one
armored reconnaissance platoon and two hazard assessment (light) platoons. Based on METT-TC, this
company could conduct collaborative planning with the BCT CBRN officer for mission employment.
CIVIL AFFAIRS COMPANY

1-67. The function of the civil affairs company is to provide deployable, regionally aligned civil affairs
generalists in support of the BCT. The company consists of a headquarters, a civil-military operations center,
and five civil affairs teams. The civil affairs company maintains an organic equipment capability to deploy
with and support conventional and special operations forces. It provides the organization, command
authority, and staff with the capacity to execute company missions. It also provides civil-military operations
planning expertise to supported commands and provides regional linguistic/cultural expertise to supported
units. The company commander works closely with the BCT civil affairs operations staff officer (S-9) on the
BCT staff. The S-9 ensures that appropriate civil affairs representatives work with BCT boards and cells.
EXPLOSIVE ORDNANCE DISPOSAL COMPANY

1-68. EOD companies provide support to detect, identify, render-safe, and dispose of explosive hazards.
When an EOD company is attached to the BSTB, it receives its missions from the BCT S-3 through the
BSTB S-3 in support of the entire BCT area of responsibility. If mission locations are strictly within the
BSTB-monitored AO, this could change the relationship to the BSTB S-3. The EOD company receives non-
EOD-specific logistics support from the BSTB.
MILITARY INFORMATION SUPPORT OPERATIONS DETACHMENT

1-69. The military information support operations detachment provides the BCT commander with the
capability to execute a military information support operations plan per higher command plans and intent.
Planning is coordinated and developed by a military information support operations planner on the BCT staff.
The detachment augments the military information support operations planner, who is organic to the BCT
and assists in developing plans to best support the BCT commander’s intent. The detachment is organized
into three or four tactical military information support operations teams of three personnel each. The
organization uses predominantly Army standard equipment (with the exception of vehicle and man-pack
loudspeaker systems) and electronic news-gathering kits. Each team member is trained on this equipment to
conduct initial troubleshooting and repair. Though these items are not Army standard, most wiring harnesses
utilize standard Army wiring items that can be ordered through Class IX supply channels.
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Chapter 2
Support to the Brigade Combat Team
The BSTB supports the BCT during offensive, defensive, stability, and defense support
of civil authorities (DSCA) operations. It accomplishes this by positioning subordinate
units in support of the BCT. The BSTB is responsible for the security of BCT CPs and,
when ordered, for the BCT support area. It is also responsible for preparing subordinate
and attached units for mission execution. This chapter discusses these BSTB mission
responsibilities, with an emphasis on related task assignments.
COMMAND AND SUPPORT RELATIONSHIPS

2-1. The BCT commander establishes the relationship between the staff, the BSTB, and the BSTB
companies. It is imperative that the BCT staff understand the commander’s intent.
2-2. The BSTB supports the BCT during the execution of military operations in multiple ways. BSTB units
provide functional support and selected assistance to BCT battle staff. To accomplish this, the BSTB
commander and staff—
 Exercise mission command over organic and attached units during the planning, preparation, and
execution of BCT-directed missions.
 Ensure that BSTB subordinate commanders and leaders conduct precombat inspections and
rehearsals which are focused on the execution of assigned BCT tasks.
 Ensure that BSTB unit assets are positioned to execute assigned tasks.
 Coordinate to ensure that sustainment, medical, and security support are provided for BSTB
organic and attached units positioned throughout the BCT AO.
 Coordinate or provide security for organic and attached units that are moving through the BSTB
AO.
 Plan, prepare, and execute support area and base/base cluster security missions.
2-3. The BSTB commander and staff must understand their relationship with BCT battle staff, related
organic units, and other BCT units. These relationships can be established as command or support in nature.
Attached companies may have command relationships with gaining and parent units. Support relationships
exist between supported and supporting units. Each unit has specific inherent coordination responsibilities,
including—
 Mission and task assignments.
 Work priorities.
 Positioning and movements.
 Communications and liaisons.
 Sustainment operations.
 Task organization (to further impose command relationships).
2-4. Command and support relationships for missions are listed in Annex A (Task Organization) of the
BCT order.
2-5. If a unit that is supporting the brigade has no corresponding expertise at the brigade staff level, the
commander or leader may need to serve as leader and planner. When conditions dictate that a leader assist in
planning, he will primarily serve as a unit leader. In this situation, the leader provides detailed technical
advice to the BCT commander and staff.
17 August 2015 ATP 3-90.61 2-1

Chapter 2
MISSION PLANNING, PREPARATION, AND EXECUTION

2-6. The BSTB commander and staff have a wide range of responsibilities during the planning, preparation,
and execution phases of an operation. Depending on the mission(s) assigned, the BSTB may—
 Have most of its units detached with the primary responsibilities of a sustainment mission.
 Be assigned the support area security mission.
 Be given a specific tactical mission with direct control of organic forces and attachments.
2-7. When available, BSTB units and company commanders can directly assist the BCT staff during the
planning phase. If leaders and commanders are performing more important missions, their designated
representatives assist the BCT staff. With a detailed knowledge of unit strengths and weaknesses, company
commanders can greatly assist the BCT staff in the initial planning process. When the plan has been
sufficiently developed, company commanders and key BSTB personnel must begin their own planning and
mission preparation. This involvement in BCT planning allows company commanders to more thoroughly
plan and prepare for the mission.
2-8. The BSTB commander and staff should develop procedures to ensure that they are kept current with,
and are integrated into, BCT planning and execution.
BRIGADE COMBAT TEAM AND BRIGADE SPECIAL TROOPS BATTALION PLANNING

2-9. To ensure that rigorous preparation is conducted, commanders require information from units early in
the planning process. Detailed verbal backbriefs, BSTB liaison officer actions, and WARNORD copies
enable commanders to assist in the process. The BSTB command group and staff use this information to
ensure that the commander, XO, S-3, or command sergeant major attend scheduled backbriefs, OPORD
briefings, rehearsals, and precombat inspections.
2-10. The BCT WARNORD assists the BSTB staff with the military decisionmaking process and includes—
 A timeline that covers when the unit or platoon will move (earliest movement time) and the
location where the OPORD will be issued. The timeline should also include the time and location
for backbriefs, rehearsals, precombat inspections, and leader reconnaissance measures.
 The number and type of attachments.
 Special instructions that contain information on the equipment and supplies to be drawn (rations,
water, ammunition, communications, batteries).
2-11. The WARNORD also includes information that enables BSTB leader to monitor unit planning, provide
additional guidance, and deliver support unit preparation and execution. The BSTB command group uses this
information to schedule backbriefs, OPORD briefings, rehearsals, and precombat inspections for each unit.
2-12. This information serves as a starting point for BSTB HHC commanders and support platoon leaders
when initiating sustainment planning in support of BSTB units. The support platoon leader needs to know
the BSTB requirements. The BSTB HHC commander and S-4 assist the support platoon leader in prioritizing,
coordinating, and executing sustainment tasks.
2-13. The BSTB leaders use the information that is received from subordinate unit backbriefs, WARNORDs,
and BCT OPORDs to assist in mission analysis that leads to the publication of the BSTB OPORD. Focus is
placed on—
 Organic and attached unit sustainment and protection requirements.
 Reception, staging, onward movement, and attached unit integration.
2-2 ATP 3-90.61 17 August 2015

 Identification of unit preparatory activities in the mission analysis and subordinate unit
WARNORDs.
 Identification of security, movement, and sustainment actions that may involve BSTB assets
during the preparation and execution phases of the operation.
MILITARY INTELLIGENCE COMPANY PLANNING

2-14. The MI company provides the BCT S-2 with continuous information collection plans, intelligence
collection, and analytical support that results in comprehensive intelligence preparation of the battlefield.
Using parallel planning, the MI company commander concurrently develops tentative plans for subordinate
platoon leaders. The result of this planning is the accomplishment of specified information collection tasks
in Annex L (Information Collection) of the BCT OPORD.
2-15. The UAS platoon mission planning and control section continuously coordinates with the air defense
air space management/brigade aviation element cell to ensure that UAS missions which are listed in the
information collection plan are integrated into the air tasking order. To plan UAS missions, the mission
planning and control section receives input from ground control station operators and the brigade S-2 and
S-3.
2-16. The multifunctional platoon leader identifies and focuses on tasks that are specified in the information
collection plan for the multifunctional teams. The Prophet System operates on line-of-sight microwave
transmissions. The MI company can use the Distributed Common Ground System–Army to refine general
positions so that Prophet sections can maximize system capabilities.
2-17. HUMINT Soldiers develop interrogation plans based on the commander’s priority intelligence
requirement and operating environment and the detainee’s experiences and potential knowledge.
Interrogation plans are reviewed by the operational management team and are approved by the human
intelligence officer (S2X) or designated senior interrogator. Individual detainees may have information of
interest to other U.S. government, multinational, and host nation agencies. Those agencies may submit
source-directed requirements through the S2X or senior interrogator for possible inclusion into the
interrogation plan for specific detainees.
NETWORK SUPPORT COMPANY PLANNING

2-18. The network support company commander conducts parallel planning with the brigade S-6 and
subordinate network support company leaders to develop a network support company plan that best supports
the brigade commander’s scheme of maneuver. This parallel planning includes the following considerations:
 The company headquarters prepares to receive intelligence attachments from higher headquarters,
such as a processing, exploitation, and dissemination platoon or counterintelligence teams.
 Company leaders position network support company assets and program the network to support
planned positioning and BCT unit movement.
 The network support company commander coordinates movement times and network support
company asset routes with the BCT S-3 and S-6.
 The cryptological support team establishes contact with national agencies in-theater and in the
continental United States. The commander can also coordinate for additional linguist support for
the contingency support team if needed.
ENGINEER COMPANY PLANNING

2-19. The engineer company can be under the direct control of the brigade, be attached to a battalion, or have
one or more platoons attached to an infantry battalion. It can also remain under the control of the BSTB.
2-20. When in direct control of the brigade, the engineer company commander receives the mission in the
brigade OPORD and is usually under the staff supervision of the brigade engineer officer (engineer
coordinator). The company commander conducts parallel planning and develops tentative plans for
subordinate platoon leaders. With guidance from the brigade engineer officer and use of approved essential
maneuver support tasks, the BSTB commander and staff ensure that the company has an adequate plan to
accomplish specified and implied tasks. The BSTB provides sustainment support to the company.
17 August 2015 ATP 3-90.61 2-3

Chapter 2
2-21. When attached to a battalion or squadron and with guidance from the brigade engineer officer, the
infantry battalion ensures that the company has an adequate plan to accomplish specified and implied tasks.
The gaining unit is responsible for sustainment. Similar provisions are made when one or more engineer
platoons are attached to one or more battalions or squadrons and while the engineer company commander
task-organizes these elements.
MILTARY POLICE AND CHEMICAL, BIOLOGICAL,

RADIOLOGICAL, AND NUCLEAR PLATOONS
2-22. Though military police and CBRN platoons are organic to the BSTB HHC, the HHC commander may
not have the functional expertise to provide advice and assistance in detailed planning. The brigade provost
marshal and CBRN planner in the protection cell have the relevant functional expertise and experience to
provide this level of planning assistance. They can also assist with refined intelligence updates on possible
support area threats. The CBRN planner who works with the staff weather officer can ensure that the CBRN
platoon leader has the most current meteorological data. Wind speed, wind direction, and temperature
inversions are variables that affect how the CBRN platoon leader employs systems in support of the BCT.
Based on this input, platoon leaders backbrief the BSTB commander or staff after finalizing the preliminary
mission analysis.
MISSION PREPARATION
2-23. The BSTB executes the operations process similarly to comparable battalion level organizations. The
BSTB battle staff focuses support for organic and attached units during coordination to—
 Ensure that unit assets are positioned to execute BCT-directed tasks.
 Ensure that units have, or are provided, security.
 Ensure that units have received the required supplies and personnel to accomplish assigned tasks
and plans.
 Ensure that sustainment and Army health system support are in place throughout the operation
based on the command and support relationship within which each unit will operate.
2-24. BSTB unit assets are usually positioned throughout the BCT AO and may reposition several times
during mission execution. The BCT OPORD task organization determines responsibility for mission-directed
movements, security, and logistics support. The following examples describe some of these required
movements:
 Sustainment escort to individual team location sites are two probable assignments. The BSTB
should ensure that these military police elements provide this security.
 The network support company, network support platoon, and network extension platoons each
have a retransmission team. These teams provide range extension and network relay support for
EPLRS (when equipped) and very high frequency modulation networks. This mission is critical
to the BCT communications plan; however, to extend EPLRS and the very high frequency
modulation network range, retransmission teams must be positioned at select locations throughout
the BCT AO.
2-25. When the BCT is operating in noncontiguous or nonlinear areas, BSTB elements may be positioned
outside the maneuver unit AO but within the BCT unassigned area. The BSTB commander and staff must
develop detailed plans to provide sustainment, medical, and security support that is specifically tailored for
each individual element situation based on the METT-TC analysis. In each case, the staff will focus on the
enemy to assess potential threat(s) before conducting a risk assessment. The risk assessment will determine
the vulnerability of the BSTB assets that are positioned outside another unit AO. An analysis will establish
the location of these units and may result in a position that is optimal when considering METT-TC factors.
The analysis may also prove less than optimal for some factors and could recommend that the unit colocate
with another for security while accepting a less than optimal position tactically. After assessing the risk,
commanders and staff must identify and implement appropriate controls to mitigate the risk. The residual
risk must be accepted by the appropriate commander. (See ATP 5-19 for additional information on the risk
management process.)
2-4 ATP 3-90.61 17 August 2015

2-26. Although each subordinate company is different, BSTB units prepare to conduct missions in a similar
manner. The MI company SIGINT and HUMINT platoon Prophet teams and HCTs are located throughout
the BCT AO. Prophet collection teams may or may not be located in a BCT subordinate unit AO. HCTs are
normally colocated at BCT subordinate unit-designated detainee collection points. Specific locations depend
on METT-TC and are usually designated by the BCT S-2. The location of the unit and its command and
support relationships determine the support responsibilities of BSTB and AO commanders.
2-27. MI company assets may also operate in the following manner:
 UAS ground control stations are normally colocated with the BCT main CP. Attaching the UAS
tactical ground station (ground control stations) to the fires battalion and reconnaissance squadron
requires those units to provide command service and medical support to UAS ground control
stations.
 Prophet collection teams and HCTs that are attached to another BCT unit operate in a similar
manner. As with UAS ground control stations, the gaining BCT unit provides sustainment,
medical, and security support for the five-person Prophet collection teams and the four-person
HCTs that are located in their respective AO. The BSTB commander and staff monitor the status
of these HCTs and Prophet teams to facilitate follow-on operations.
MISSION EXECUTION
2-28. The BSTB battle staff continues to support organic units during mission execution by—
 Monitoring BSTB unit execution of BCT-directed missions and tasks.
 Executing missions.
 Repositioning to execute BCT-directed missions and tasks.
 Maintaining security.
 Ensuring that organic and attached units continue to receive sustainment and Army health system
support.
2-29. To do this, the BSTB commander and staff need accurate and timely information from the following
sources:
 Unit status reports. Organic units submit status reports as stated in unit SOPs to provide the
BSTB commander and staff with information on the current personnel, equipment, and supply
status.
 BCT staff. The BSTB staff maintains continuous coordination with the BCT battle staff to
maintain an accurate situational understanding on the current COP. This continuous exchange of
information includes subsequent fragmentary orders that affect BSTB support requirements and
future missions.
2-30. The interaction between the BSTB, its subordinate companies, and the BCT staff is a complex and
ever-changing relationship. The BSTB assists organic units during the planning, preparation, and execution
of BCT-directed missions. The BSTB-nested mission is accomplished by ensuring that organic and attached
units—
 Receive necessary sustainment.
 Are prepared and positioned to execute BCT-directed missions and tasks.
 Are efficient at providing security while stationary and during movement.
2-31. The BSTB commander and staff continuously plan and coordinate efforts to ensure proficiency on
mission-specific tasks so that organic units can focus on BCT mission execution.
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Chapter 3
Support Areas
This chapter concentrates on missions that the BSTB will most likely execute in
support of the BCT. As a battalion, the BSTB is primarily concerned with base/base
cluster defense, support area defense (when ordered), brigade CP security, and unit
movement security. During operations, the BSTB will provide BCT support and
sustainment to organic and attached units. BSTB units can defeat Level I threats and,
with augmentation or control of some organic units (such as military police), it can
organize response forces to defeat Level II threats.
SUPPORT AREA CONSIDERATIONS

3-1. The BCT commander assigns a linear or nonlinear AO for BCT units. The BCT commander bases the
AO on an METT-TC analysis. The BSTB may have geographic boundaries that define the support area as a
linear, contiguous battlefield and may be geographically determined to be a loosely defined support area
within the BCT AO in which sustainment is executed from, or passed through, in a nonlinear, noncontiguous
battlefield. The BCT must be sustained and provide protection for missions in the support area.
THREAT LEVELS
3-2. The following are the support area threat levels:
 Level I. A small enemy force that can be defeated by sustainment units operating in the support
area or by perimeter defenses established by friendly bases/base clusters. These forces are
generally squad-size or smaller.
 Level II. Enemy activities that can be defeated by a base/base cluster augmented by a response
force. Forces that constitute a Level II threat are usually larger than a squad but smaller than a
platoon.
 Level III. A threat that is beyond the capability of base/base clusters and local reserve and
response forces. These enemy force elements are usually platoon-size or greater with mobility
assets.
ELEMENTS
3-3. The following major elements of the support area have primacy of consideration for the mission
execution:
 Security. Security includes identifying possible targets for the associated threat level and
integrating the forces that are necessary to defeat each threat level. Once identified, local security
patrols of base/base cluster units within the support area are combined into an information
collection plan that focuses on the BSTB AO. The BSTB staff coordinates with the TCF that is
designated by the BCT commander.
 Sustainment. Sustainment consists of eleven interrelated functions:
 Supply.
 Field services.
 Transportation.
 Maintenance.
 EOD.
 Health services support.
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Chapter 3
 Human resources support.

 Financial management support.
 Legal support.
 Religious support.
 Band support.
 Movement. Movement is relative to monitoring units that move through the BSTB AO. Another
mission is to brief units that transit to the support area and provide them with information on
frequencies, such as fires plans and call signs. Planning focuses on enforcing movement priorities
that are established by the BCT S-3 and coordinating fires. The BSTB keeps the BSB updated on
current route conditions and security and directs the use of alternative routes as required.
3-4. When assigned support area and base/base cluster security, the BSTB staff designates locations for
incoming attached and transient units that require space in the BCT support area. The commander normally
groups units into bases by designating base clusters and synchronizing and integrating security measures for
each base/base cluster.
SUPPORT AREA COMMANDER

3-5. A fundamental consideration in support area and base/base cluster security is the resolution of
command authority. The BCT commander must clearly define command relationships. Confusion can occur
if command relationships and responsibilities for support area and base/base camp security are not clearly
identified. Tenant units in a specific geographical area are responsible to the commander of that area for
support area and base/base camp security; therefore, a support area commander has tactical control over
tenant units for conducting support area and base/base camp security. The BCT commander will determine
who will serve as the support area commander (BTSB battalion commander, BSB battalion commander, BCT
XO). The support area commander is located at the support area CP, which will normally be the main CP.
BASE/BASE CLUSTER COMMANDER

3-6. In base/base cluster defense, the base/base cluster commander is assigned to command and defend a
base/base cluster. The duties of the base/base cluster commander are essentially the same. He is normally the
senior commander present. The base/base cluster commander uses assets within the base to create the
required level of local security and has the authority to position units that are assigned to the base in mutually
supporting positions. He directs the employment of assets to defend each base within the guidance from
higher headquarters and the ROE. He also identifies and reports shortages in materiel or weaknesses in
required defensive capabilities, orders supplies to correct those weaknesses, and requests reinforcements. He
exercises command over the base and control of resident and transient units. This mission command includes
the tactical control of joint forces that are assigned to the base primarily for local base defense. The base/base
cluster commander reports to the next higher headquarters.
FORCE ORGANIZATION
3-7. The purpose of support area defense forces is to defeat enemy support area threats. Because they are
designated and rehearsed, these forces facilitate a base ability to return to mission accomplishment with
minimum disruption to BCT activities. These forces include the base defense force (BDF), response force,
and TCF. Their purpose is to defeat Level I, II, and III support area threats, respectively.
Base Defense Force

3-8. A BDF is a security element that is established to provide local security to a base. The BDF is used to
defeat Level I threats and operate within, or in close proximity to, the base/base cluster. The BDF normally
consists of the combined security assets that are provided by each unit on the base. These assets can include
crews, weapon systems, and combat vehicle radios that are temporarily located on the base for maintenance
or other reasons. The mission of the BDF is to deter, resist, or destroy enemy Level I attacks. The BDF must
be sufficiently flexible to defend the base perimeter, provide for base interior guard requirements, and
conduct local offensive tasks beyond the base perimeter. The base commander may appoint a BDF
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commander to assist in executing base defense functions. The base/base cluster commander tasks units that
are located within the base to provide Soldiers, and materiel to form the BDF. Principal BDF tactical elements
are provisionally organized security platoons.
Response Force
3-9. A response force is a mobile force with appropriate fire support that is normally designated by the
BSTB commander to defeat Level II threats in the support area. The force is a platoon- or company-size force
that consists of BSTB elements which are supported by available fire support and Army aviation assets.
Military police units are ideal because they are trained to defeat Level II threats. Military police elements
may not be available in sufficient strength to perform response force tasks because of their commitment to
other missions; therefore, the BSTB commander should designate alternative response forces. Other possible
response force options include engineer units, chemical units, transiting combat units, reserve elements, and
host nation assets. If the commander does not have operational control of the units that are designated to a
response force, the BSTB main CP must coordinate with the BCT S-3 before committing units to response
force missions. The nature and size of the threatening enemy force influences the number and size of elements
that make up the response force. The current threat estimate and amount of time needed for given elements
to consolidate affect the composition and size of the response force.
Tactical Combat Force

3-10. A TCF is a maneuver unit that possesses the appropriate assets required to defeat Level III threats.
These threats can result from enemy forces that infiltrate friendly positions, penetrate friendly defensive
positions, combine several smaller bypassed units, or infiltrate by airborne/air assault techniques. A
successful defense against a Level III threat requires planning and preparing for TCF employment. The BCT
commander decides the exact composition of the TCF after weighing the tactical and operational risks of
allocating maneuver forces and the effect that the TCF may have on available combat power. The BCT S-3
designates the number of TCFs according to the situation and commander’s guidance. Designating more than
one TCF provides the flexibility of response to competing needs. The primary advantage of having a
dedicated TCF rather than an on-order TCF is the assurance that it will be available when needed. Other
advantages include the ability of the TCF staff to focus force planning and preparation activities on one
mission. Preparation includes establishing liaison and communications with supported bases/base clusters
and Level II response forces. It also allows the dedicated TCF to rehearse its plans. The major disadvantage
of a dedicated TCF is the commitment of scarce combat resources. The BCT commander may establish a
command relationship between the BSTB and the TCF. If the TCF is attached to the BSTB for the purpose
of support area security, the BSTB commander must fully understand the criteria that must be met before
committing the TCF. If the TCF is under the operational control of the BSTB, approval must be obtained
before deploying the TCF in response to a support area threat. When the commander assigns a subordinate
unit an on-order TCF mission, he must establish criteria on when to commit that unit as the TCF. He must
also determine how the TCF will transition from the command of the parent organization to the command of
the BSTB commander.
DEFENSE PLANNING
3-11. The BCT commander can assign the BSTB commander the responsibility to plan, prepare, and execute
support area and base/base cluster security. The support area and base/base cluster security plan is derived
from and must support the BCT commander’s concept of operation. A key decision that the BCT commander
makes regarding the support area is the allocation of organic and attached maneuver assets to the BSTB
commander. These resources are used by the BSTB commander to conduct support area support and security.
The challenges of planning for support area and base/base camp security involve balancing the use of forces
against the threat based on a thorough intelligence estimate. Responsibilities that are inherent to the BSTB
in executing support area and base/base cluster security include—
 Sound planning.
 Early warning.
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Chapter 3
 Continuous operations security.

 Rapid deployment of sufficient forces and resources to defeat the enemy.
Note. In this context, the support area is an area where sustainment functions are executed,
including supply route security from the brigade support area to the maneuver battalion boundary
and other assigned routes.
3-12. The BSTB commander and staff use the military decisionmaking process to plan the support area
defense. The military decisionmaking process can be as detailed as time, resources, experience, and the
situation permit. The support area commander can produce a plan by altering the military decisionmaking
process to fit time-constrained circumstances. In time-constrained conditions, the commander assesses the
situation, updates the commander’s visualization, and directs the staff to perform those military
decisionmaking process activities that are needed to support required decisions. (See ADRP 5-0 for additional
information.)
3-13. If the BSTB commander is designated as the support area commander, he designs the support area and
base/base cluster security system to ensure—
 Maximum effectiveness of BDFs that are provided by sustainment units.
 Minimum degradation to unit mission performance while providing the unit contribution to the
BDF.
 A minimal number of combat arms units are diverted to provide dedicated support area and base
security forces to counter Level I and Level II threats.
 Security for organic units that are outside the base/base clusters which move along MSRs and
perform duties within the support area.
 Briefings for units before they transit the support area.
3-14. Common defensive planning considerations apply to support area security planning. The following
advantages are provided through understanding the fundamental principles of support area and base/base
cluster security:
 Understanding the enemy.
 Clear observation of the AO.
 Full use of defender advantages.
 Concentration at critical times and places.
 Counterreconnaissance and counterattacks.
 Coordination of critical defense assets.
 Balance of base security with political and legal constraints.
 Security of forces that transit the support area.
 Knowledge and understanding of the commander’s intent, concept of operation, and ROE.
INFORMATION COLLECTION PLANNING

3-15. The BSTB conducts information collection as part of the support area and base security missions. The
BSTB uses organic, attached, and transient assets to collect this information. It also uses everything that is
available, including sensors and night observation devices. The BSTB principal asset for the information
collection mission are the Soldiers who man observation points, conduct patrols, and observe/report
information while transiting the support area. To support the BCT, information collection assets of the BSTB
may conduct missions that are planned by BCT staff. Doing so may limit their use or render them unavailable
for the BSTB execution of a specific information collection mission.
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RESPONSIBILITIES
3-16. Specific BSTB and BCT staff sections and units are responsible for the following aspects of the
information collection effort:
 BSTB S-2. The BSTB S-2 is responsible for identifying collection requirements by evaluating
input from the staff, developing the information collection matrix with input from other staffs, and
developing the information collection plan in conjunction with the BSTB S-3. The S-2 also
identifies the intelligence assets and resources that provide answers to the CCIR.
 BSTB S-3. The BSTB S-3 develops the information collection plan in conjunction with the BSTB
S-2 and synchronizes and integrates the information collection effort within the BSTB AO and
BCT information collection plan.
 BCT S-2. The BCT S-2 is the primary staff officer who is responsible for integrating and analyzing
information concerning the enemy, and the environment as it affects the enemy, intelligence, and
counterintelligence.
PLAN DEVELOPMENT
3-17. The information collection plan is an integrated plan for the collection of information from available
sources that is driven by the CCIR. The plan tasks information collection assets to collect critical information
within a required timeline and is revised or updated as the CCIR changes. Information collection is a
continuous, simultaneous, ongoing effort. The information collection plan involves the following actions:
 Develop requirements. Requirements are tied to the commander’s intent and concept of
operations and involve the identification, prioritization, and refinement of uncertainties that
concern the threat and battlefield environment which a command must resolve to accomplish the
mission.
 Develop the collection plan. The collection plan is an integrated and synchronized plan that
selects the best collectors to cover each requirement. The plan should serve as a graphic
representation of the collection strategy. This is the first step in the collection management process
that involves mission management.
 Task or request collection. The collection plan is implemented through the execution of system-
specific mechanisms.
 Disseminate intelligence. Dissemination is the timely delivery of intelligence to users who need
it.
 Evaluate reporting. Evaluation is the determination of how well the system is satisfying the
CCIR.
 Update information collection planning. Updates are the adjustment of the overall collection
plan to keep intelligence synchronized to optimize collection and exploitation capabilities as the
situation changes.
SECURITY CONSIDERATIONS
3-18. The following paragraphs contain various issues that the support area commander should consider
during the planning process.
COMMAND POST LOCATION

3-19. Security requirements are reduced and BSTB units are more secure when units are located away from
areas of recent hostile activity. The BCT main CP, supporting MI and signal assets, BSTB main CP, and
HHC units should be positioned in areas that are relatively free from past or current enemy activity.
SPECIFIC TASKS
3-20. The concept of operations for the support area identifies specific tasks for BSTB units as they pertain
to force protection. These tasks commonly involve reconnaissance, counterreconnaissance, base/base cluster
defense (for assigned and attached units), and AO fire support coordination. Key tasks that are associated
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Chapter 3
with monitoring these areas include movement control, route security, convoy security, reconnaissance, and
surveillance.
FIRES COORDINATION
3-21. When the BSTB is assigned the support area and base/base cluster security mission, the BSTB main
CP supports the defense of base/base clusters and the movement of other BCT units through the support area.
The main CP accomplishes the coordination of lethal and nonlethal fires within the support area through fires
effects and air defense airspace management/brigade aviation element cells at the BCT main CP. Lethal fires
may be provided by the fires battalion, infantry mortars, or close air support.
TRANSITING UNITS
3-22. The support area commander should develop procedures to brief units before they transit the support
area. Briefings should ensure that units have knowledge of fire plans, frequencies, call signs, routes,
obstacles, boundaries, friendly forces in the area, and other required information for designated firing and
supporting aviation units. This information can be provided at a checkpoint on an MSR before units transit
the BCT support area. It may also be obtained through close collaboration with the BSB to maintain visibility
of higher and parallel units that are scheduled to transit the area. The BSTB then monitors these units during
movement through the support area.
OTHER UNITS
3-23. Other units may be attached to the BCT to support the BSTB in one or more of the components of
support area and base/base camp security. Two probable attachments are—
 Engineers. Additional engineer attachments may support the BSTB during the conduct of support
area and base/base cluster security operations by—
 Performing engineer route reconnaissance.
 Improving mobility along specified MSRs and other routes.
 Constructing and maintaining helipads and airfields.
 Constructing bases and base camps.
 Hardening facilities and performing other survivability tasks.
 Performing as part of a combined arms team that is executing route clearance.
 Civil Affairs. In coordination with the BCT FSC, headquarters civil affairs attachments also assist
in the planning and coordination of nonlethal effects. They also reinforce support area and
base/base camp security by—
 Coordinating with host nation civil and military law enforcement agencies.
 Acquiring and disseminating threat information.
 Coordinating with the host nation for dislocated-civilian control and assistance.
 Coordinating for, and acquiring the use of, host nation transportation assets.
 Coordinating and acquiring construction engineer materiel.
FIRES PLANNING
3-24. Fires planning is done for the entire support area. The development of the support area fire plan is
conducted by the BSTB fire support element and is coordinated through the BCT FSC.
CONTROL MEASURES
3-25. Control measures in base defense are the same as those that are used in other defensive missions. The
BCT establishes the base/base camp or base cluster AO by using defined boundaries. The AO for the base
may or may not be contiguous to the AO of other units. The support area commander establishes movement
and fire control measures throughout the support area and coordinates and deconflicts BCT control measures
in the support area. Established control measures should be coordinated with host nation agencies to minimize
interference, misunderstandings, and collateral damage.
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Support Areas
RECONNAISSANCE
3-26. The BSTB must conduct reconnaissance to properly defend the support area. Level I and Level II
threats often target bases/base camps and base clusters, CPs, convoys, and isolated vehicles for observation
and attack. Because the BSTB has limited assets, it must establish priorities and make units part of the
reconnaissance effort. Seemingly unimportant information may be extremely important when combined with
other information; therefore, negative reports are as important as enemy activity reports.
3-27. Reconnaissance requires specific guidance from the commander. His planning guidance should include
engagement and disengagement criteria, tempo, and focus to direct the reconnaissance leader’s efforts in
relationship to the BSTB. Criteria guidance may include the following considerations:
 The engagement and disengagement criteria defines the activities, sizes, and types of enemy forces
in which the leader expects reconnaissance forces to engage and establishes conditions that require
a reconnaissance force to disengage.
 The tempo establishes the time requirements for the reconnaissance force. It is expressed in a
statement that establishes the degree of completeness and covertness and the potential for
engagement that the reconnaissance force should accept.
 The focus of a reconnaissance includes the types of information with which the BSTB commander
is most concerned. Focus allows reconnaissance leaders to prioritize taskings and narrow the
reconnaissance scope to fulfill priority information requirements.
3-28. The BSTB may plan and conduct their own reconnaissance missions or be assigned specific missions
as part of the overall BCT reconnaissance effort. These missions usually involve area, zone, or route
reconnaissance. The BSTB does not normally possess the resources that are required to conduct a
reconnaissance in force. Though the BSTB has limited assets, it must prioritize missions and logically group
specific information requirements and taskings into reconnaissance missions for units that are positioned in,
or passing through, the AO. The BSTB must use every available asset, including troops that transit the AO
for the reconnaissance effort. Soldiers are trained to actively observe and report the details that are related to
CCIR in the AO. The BSTB develops procedures to collect this information in a timely manner.
AREA SECURITY
3-29. Security can be area or local and is an essential part of the BSTB. Area security includes securing
base/base camps and base clusters, designated personnel, airfields, unit convoys, facilities, MSRs, lines of
communication, equipment, and critical points. Local security is usually done at the platoon or lower level
to prevent surprise by the enemy. Regardless of the type of assigned mission, every unit in the BSTB AO is
required to maintain local security to defeat a Level I threat. Successful security is planned and performed
by using the following security fundamentals:
 Orient on the force or facility to be secured.
 Perform continuous reconnaissance.
 Provide early and accurate warning.
 Provide reaction time and maneuver space.
 Maintain enemy contact.
BASE/BASE CLUSTER DEFENSE

3-30. The purpose of base/base cluster defense operations is to prevent the interruption of current and future
operations. This section provides basic guidance for commanders and staff officers on organizing forces and
control mechanisms and planning, preparing, and executing considerations that pertain to base/base cluster
defense.
3-31. The BSTB commander can be given a variety of security missions. He may be subordinate to another
commander or have other commanders be subordinate to him. The BSTB commander will often have
responsibility for an AO and will regularly be responsible for local security. Security missions will be
conducted during defensive, offensive, and stability operations.
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Chapter 3
3-32. Base/base cluster defenses are the cornerstones of a successful BSTB AO and base security effort. A
base is a locality from which operations are supported and has a defined perimeter, established access
controls, and locations that take advantage of natural and man-made terrain features. For added security,
bases may be further organized into base clusters. A base cluster defense is a collection of bases that are
geographically grouped for mutual protection and ease of mission command. The BSTB commander who is
assigned a base/base cluster defense mission is involved in all aspects of the security mission. Any
subordinate role will be a subset of these duties. This section describes the responsibilities of the BSTB
commander who is responsible for the BDF. Though a commander may be responsible for only a portion of
these duties, the following paragraphs outline the responsibilities of organizing a base/base cluster defense.
SIMPLICITY
3-33. In planning for base defense, a simple, flexible defensive plan that is disseminated to the lowest level
of command is normally the best course of action. The plan should include the maximum use of SOPs and
battle drills. Soldiers and leaders who occupy these defensive positions are likely to be from diverse units;
therefore, emphasis must be placed on clarity and comprehensive rehearsals. Examples of points that require
emphasis include a clear chain of command, authority for the clearance of fires, engagement criteria,
deconflicted fire control plans, shared response force planning, and logistics and medical support. Procedures
should incorporate adequate control measures to ensure the safety of friendly troops and civilians. Such a
plan minimizes the impact of the inevitable confusion that accompanies combat operations.
INTEGRATION
3-34. The base commander integrates base security plans with those of its base cluster and supporting
security forces. He also periodically reviews the base defense plan. Alterations in the units that are assigned
to the base and any changes to defense capabilities due to mission requirements may also require an updated
base defense plan. Frequent alterations of base security operations (such as changing the route and timing of
patrols, moving checkpoints, and changing the location of defensive positions) reduce base vulnerability. The
continuous monitoring of plans also allows adjustments based on experience to be incorporated into those
plans.
RESPONSIBILITIES
3-35. When assigned the mission of base defense, the BSTB provides its own security against Level I and
Level II threats. The BSTB commander must analyze requirements and assign security missions to units.
Organic and attached units must be capable of defending themselves while continuing to successfully
complete principal missions. There are several ways to assign the BSTB within an AO. BSTB units may
be—
 Responsible for the security of the BCT main and tactical CPs. This is a core mission of the
BSTB.
 Assigned a base area with another unit. The BCT commander designates which commander is
responsible for the security mission. The designated commander is then responsible for
coordinating security with other units that are located on the base. Movement and displacement
within the AO must be coordinated through the responsible commander.
 Assigned an AO. The BSTB commander is responsible for the security of the assigned AO and
the units in it. He tasks the units in the AO to support the security plan while maintaining the local
security of his own units. He also coordinates and approves movement and displacement within
the AO and has additional responsibilities, such as conducting area security, coordinating fires
within the AO, and maintaining situational awareness within the AO.
FORCE ORGANIZATION
3-36. The BSTB commander uses a combination of base/base cluster defense forces, designated response
forces, and TCFs to provide the required security within the support area.
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Base/Base Cluster Defense Operations Center

3-37. The base/base cluster commander establishes a base defense operations center (BDOC) or a base
cluster operations center (BCOC) to ensure the integration of defense plans and the maximum effectiveness
of the total base defense effort. The BDOC/BCOC can be colocated at the BSTB main CP, or it can be located
nearby. The organization and responsibilities are essentially the same. The BDOC/BCOC is a mission
command facility that is established by the base/base cluster commander to serve as the focal point for
base/base cluster security and defense. For example, the BSTB BCOC can be established to provide
command for base defenses in the network support company, MI company, and other units within the base
cluster. It plans, directs, integrates, coordinates, and controls base/base cluster defense efforts. It also
coordinates and integrates into area security operations with the support area operations center or the rear
main CP. Representatives from the BSTB S-2, S-3, and others are included as required. The center consists
of two primary sections: the command section and the plans and operations section. Additional sections can
be added as deemed necessary. The availability of personnel will affect the size and composition of the
operations center.
Base Defense Force

3-38. The base commander organizes the BDF based on the intensity of enemy activity within the AO. A
BDF should have a high degree of direct-fire lethality that is provided by a mixture of small arms and
automatic, crew-served weapons. It should also have access to supporting indirect fires and tactical mobility
and have a reasonable span of control. The BDF is organized and manned to possess the—
 Ability to conduct reconnaissance patrols for detecting and reporting the location, strength, and
capability of enemy forces that are located near the base.
 Ability to develop positions within and outside the base, where enemy advances can be stopped
or destroyed.
 Provision of on-hand reserve elements to attack relatively small enemy units that threaten to
penetrate the base perimeter.
 Provision of internal security for critical capabilities, such as a sensitive compartmentalized
information facility and prime power generation, water treatment, and distribution facilities that
are located on the base.
PERSONNEL AVAILABILITY
3-39. The base commander must reconcile issues that concern personnel or equipment resource shortfalls
which could affect the BDF desired level of security. Operational requirements frequently affect the unit
ability to contribute resources to the defensive effort of the base. The responsibility for reporting such
modifications rests with the individual unit. Most sustainment companies normally provide a platoon-size
element toward the defense of the assigned base; however, during an attack on the base, available Soldiers
can be used in defense. A base that has more than one security platoon also establishes a security company
headquarters for the BDF. The BDF commander will be the commander of this provisional security company.
It is his responsibility to designate a portion of the available security force as his reserve. The BDF will be
augmented in an emergency by the defensive efforts of units that are assigned to or are transiting the base.
The base commander considers available forces to determine the exact organization of the BDF; however,
providing a BDF from combat support and combat service support units reduces the operational effectiveness
of units from which the resources are drawn. The security force leader should select Soldiers for the security
mission to minimize the effect that their loss will have on the primary mission. Basic actions, such as cross-
training, can also mitigate the effect of the security requirement on mission accomplishment.
LOCATION
3-40. The BSTB commander can establish the BDOC/BCOC within a main CP or as a separate CP that is
located nearby. Advantages of having the BDOC/BCOC within the BSTB main CP include reduced
manpower and equipment resource requirements and easier coordination between staff sections. The
advantage of having a separate location for the BDOC/BCOC CP is primarily the reduced disruption of
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Chapter 3
normal BSTB main CP operations. The limitations of manpower and equipment resources will normally
dictate the ability of the battalion to efficiently man separate CPs.
3-41. The BDF force is located where it can best react to an enemy attack and may be located in multiple
positions. If operations permit, Soldiers who are assigned to the BDF should remain in their assigned
positions to decrease reaction time, facilitate training, and provide for the continuity of defense operations.
HOST NATION SUPPORT

3-42. Host nation police, paramilitary, and military elements may be available to assist in providing base
security. Early clarification of the positions, responsibilities, and authorities of these elements reduces
possible confusion and the duplication of effort. Regardless of agreements made at the national level, the
degree of cooperation that the base commander attains from local host or third nation officials will determine
the effectiveness of those country resources as they apply to base defense. Special considerations for the U.S.
employment of host nation elements are as follows:
 The host nation security force must be responsive to base commander demands.
 Caution may be necessary when assigning host nation security forces tasks that require specialized
equipment, skills, or access to sensitive equipment and information.
 The base commander should consult with the appropriate civil-military operations office to clarify
restrictions that might apply to the use of forces.
 There must be a clear understanding by the U.S. and host nation forces of control and coordination
measures, mission command, and the chain of command.
 There must be a clear understanding of, and agreement on, host nation vetting procedures.
 There must be agreement on the provision of translators and interpreters. Consider the use of
automated foreign language translation systems for limited translation capability until human
translators or interpreters can be provided.
BASE/BASE CLUSTER DEFENSE PLANNING

3-43. The planning considerations and fundamentals of base (perimeter) defense are detailed in FM 3-90-1.
When the BSTB commander commits forces to base defense, he must carefully balance their employment to
allow for limited offensive action. The early detection of enemy activity is critical and provides the
commander with time to react to a threat.
BASE DEFENSE WARFIGHTING FUNCTION

3-44. Warfighting functions can be used by commanders to organize base defense planning. Warfighting
functions include tasks, systems, people, organizations, information, and processes that are jointly united by
a common purpose to accomplish mission objectives. Warfighting functions include—
 Mission command.
 Movement and maneuver.
 Intelligence.
 Fires.
 Sustainment.
 Protection.
MISSION COMMAND WARFIGHTING FUNCTION

3-45. The mission command warfighting function consists of related tasks and systems that support
commanders in exercising authority and direction. This function includes tasks that are associated with
acquiring friendly information, managing relevant information, and directing and leading subordinates. To
be effective, support area and base/base cluster commanders must shape diverse units that are primarily
concerned with completing sustainment missions into units that can defend and protect themselves.
Commanders must also be concerned with deconflicting command authorities within the support area and
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with control issues, such as control measures and communications; therefore, the commander must ensure
that the following are present:
 An explicit chain of command with a single responsible commander.
 A sound method to issue signal operating instructions.
 Clearly defined areas of operations and responsibilities.
 An accurate COP of terrain and environmental data, intelligence information, the commander’s
strength, and the security potential of available units.
3-46. In addition, the base defense commander should consider two other factors that are specific to base
defense—responsiveness and site selection.
MOVEMENT AND MANEUVER WARFIGHTING FUNCTION

3-47. The movement and maneuver warfighting function consists of related tasks and systems that move
forces to a position of advantage in relation to the enemy. This function includes the employment of
countermobility assets. Commanders employ the defensive potential of assigned units to counter enemy
actions. The optimal defensive potential of each unit is the portion of combat service or sustainment units
that can be used to provide local and base security with minimum degradation to overall mission capability.
The BCT commander should not divert combat forces to provide base security unless it is required by
METT-TC factors. Security measures must have an inherent offensive capability. TCFs, response forces, and
BDFs provide the base/base cluster and support area commander with the level of defensive capabilities that
is necessary to defeat enemy forces. These forces must also be capable of conducting limited offensive tasks
and counterattacks.
INTELLIGENCE WARFIGHTING FUNCTION

3-48. The intelligence warfighting function consists of related tasks and systems that facilitate an
understanding of the enemy, terrain, weather, and civil considerations. When used in base defense planning,
commanders ensure that available AO information is collected and analyzed before occupying a site. They
also ensure that the collection and analysis of intelligence is continued throughout the occupation of the
support area. Commanders must assume that units are being observed by the enemy; therefore, they must
maintain strict security measures even when a direct threat does not seem to be present. Complacency and a
sense of routine must be countered by unit leaders, patrol routes and times should vary, and checkpoint
locations should be periodically moved.
FIRES WARFIGHTING FUNCTION

3-49. The fires warfighting function consists of related tasks and systems that provide the collective and
coordinated use of Army indirect fire, joint fire, and offensive information operations. When used in base
defense, artillery and mortars are the fastest means of responding to intruders beyond the base perimeter
when friendly forces are not positioned there. Indirect fire must be cleared by the responsible command
before firing. The BSTB S-3 fires section is responsible for planning and coordinating fires with the BCT.
The commander may designate fire support coordination measures within his AO to expedite or restrict
indirect fire support. When employing indirect fire, it is necessary to clear friendly forces from the munitions
effects area.
SUSTAINMENT WARFIGHTING FUNCTION

3-50. The sustainment warfighting function consists of related tasks and systems that provide support and
services to ensure the freedom of action, extend operational reach, and prolong endurance. The sustainment
warfighting function consists of three major elements: logistics, personnel services, and health services
support. Sustainment facilitates uninterrupted operations through adequate logistics support (supply systems,
maintenance, and other services that ensure continuous support throughout an operation). Because base
security forces generally operate in close proximity to the base, base defense/base cluster commanders tailor
the load that is carried by dismounted elements to meet the immediate requirements of METT-TC. The
resupply of dismounted elements takes place by using ground or air modes.
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Chapter 3
PROTECTION WARFIGHTING FUNCTION

3-51. The protection warfighting function consists of related tasks and systems that preserve the force so that
the commander can apply maximum combat power. Preserving the force includes protecting personnel,
physical assets, and information. This function includes the following task areas:
 Safety.
 Fratricide avoidance.
 Survivability, including the construction of shelters and the protection of communications.
 Air and missile defense.
 Antiterrorism.
 CBRN protection.
 Defensive information operations.
 Force health protection.
RESPONSIVENESS
3-52. Responsiveness may be achieved by—
 Maintaining a dedicated BDF.
 Ensuring a clear and simple scheme of maneuver.
 Clearly establishing authority and responsibility to base/base cluster commanders.
 Keeping track of personnel and equipment that can assist in providing base security.
 Ensuring that communication systems are capable of using existing wide-area information systems
that communicate directly with a threatened BDOC or BCOC and the BCT CP.
SITE SELECTION
3-53. Site selection is an important factor in planning base security. Combat support and sustainment
operational requirements do not often match security requirements. Supporting units need a good road
network, storage areas, and other facilities that are available in established commercial areas; however, such
placement decreases security. Therefore, the best site from a security standpoint—given no air threat—is a
cleared area that occupies high ground and has sufficient vegetation to conceal base facilities from
observation. The site should also be positioned away from known or suspected enemy locations. If the enemy
has the potential to penetrate maneuver battalion positions through infiltration or direct attack, the site should
be located away from likely avenues of approach. When selecting the position, the commander uses METT-
TC analysis to evaluate, compare, and select a position that strikes a balance between operational and security
requirements.
BASE DEFENSE PREPARATION

3-54. Preparing for base defense should begin before base units arrive. Because combat forces are usually
the first forces who arrive in an area, they normally provide the initial defense of the base area. An exception
may occur when conducting force projection operations that are supported by a host nation. In this case, host
nation forces are usually the first forces to arrive in the area. These forces can be conventional military forces
or police and internal security forces.
ESTABLISHMENT
3-55. The BSTB commander directs units within the AO to establish defensive positions while initial area
reconnaissance is ongoing. These bases/base clusters provide security to units that are located within them.
They also provide perimeter security around critical locations.
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PRIORITY
3-56. When units that constitute the base arrive, they immediately start organizing the base defense. Many
tasks occur simultaneously, but some require priority. METT-TC factors are the deciding considerations
when establishing priorities of work. A sample priority of work includes—
 Establishing local security.
 Establishing communications with higher headquarters.
 Planning fire control measures, such as target reference points and final protective fires.
 Positioning key weapon systems.
 Developing range cards and sector sketches.
 Establishing base area entry checkpoints.
 Emplacing CBRN detectors.
 Placing obstacles to support weapon systems.
 Designating and clearing fields of fire.
 Preparing primary fighting positions.
 Emplacing obstacles and surveying indirect fire targets to cover these obstacles.
 Providing concealment and camouflage for fighting and survivability positions.
 Installing night and limited-visibility aids.
 Preparing alternate fighting positions.
 Designating and preparing supplementary positions.
 Emplacing communications wire.
 Improving mobility on counterattack routes.
 Prestocking ammunition in covered positions where it can survive enemy fires.
 Rehearsing movements under daylight and limited-visibility conditions.
PERSONNEL SHELTERS
3-57. The construction of personnel shelters throughout billeting, administrative, and maintenance areas
provides individual protection against standoff attacks. Although personnel shelters should be built, the
amount of time and resources that are available to build them depends on the operation. A fast-moving attack
may only permit the building of individual positions while stability operations may permit more permanent
and effective shelters. These shelters should be close to billets and work areas for rapid access. Construction
should be according to engineer support standards. (See FM 3-34 for additional information.)
CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR DEFENSE PLAN

3-58. The development and implementation of a CBRN defense plan is guided by the vulnerability
assessment that is conducted by the CBRN noncommissioned officer and base commander. The plan should
cover detector (chemical, biological, and radiological) locations, preventive medicine, medical surveillance,
individual protective equipment and personal protective equipment guidance and contingency plans,
rehearsals, warning alarms, decontamination plans, CBRN warning and reporting systems, and casualty
control. Commanders should also identify toxic industrial plants, chemical storage sites, nuclear facilities,
and hazmat in the vicinity that may affect the base camp.
BASE INTERIOR DEFENSIVE MEASURES

3-59. The commander uses tactical wire barriers within the perimeter to limit and canalize penetrations by
the enemy. The commander should place the barriers to prevent a direct approach to vital facilities within the
base and make provisions to cover these barriers with automatic weapons. BDOC personnel should also
consider constructing inconspicuous barriers and periodically relocating them to prevent enemy
counterplanning. These barriers should not be so extensive that they preclude the freedom of movement by
the reaction or reserve force. Forces should become familiar with the location of barriers through daylight
and night drills.
17 August 2015 ATP 3-90.61 3-13

Chapter 3
TRAINING AND REHEARSALS

3-60. Base defense training is an essential element of base defense preparation. Because many base units
rarely function together, the commander can only form an efficient fighting force through proper training.
Training requires integrating the BDF and its emergency augmentation by units on the base. The BDF
commander carefully coordinates the training of base units for base defense operations with the support
operations of the base. Every individual should be trained to allow at least limited participation in base
defense, and every unit should be trained to provide at least limited local security for the facilities that they
operate. An essential element of base defense training includes conducting rehearsals to test the base defense
plan in daylight, during limited visibility, and under CBRN and other restrictive conditions.
BASE DEFENSE OPERATIONS

3-61. Whether he is the base/base cluster or support area commander, the BSTB commander must continue
the primary mission of supporting BCT operations while providing for his own security. As always, the
commander must balance his ability to conduct the primary mission with the security of the unit.
COMMON OPERATIONAL PICTURE AND MONITORING

3-62. The existence of a COP and the commander’s situational understanding are the keys to knowing how
and when a response force will be needed. During base security operations, the base commander monitors
the locations of friendly troops and their relationship to friendly fires. He must be constantly aware of the
relative location of enemy, friendly, and neutral personnel. Patrols and other subordinate units must
understand the importance of accurately reporting their positions. Automation and navigation aids (such as
global positioning systems) that are tied to combat net radios assist in maintaining a COP. Unit SOPs must
address specific procedures for clearing indirect fires within the unit AO.
COMMUNICATIONS
3-63. The support area commander and subordinate base cluster/base commanders have the authority and
responsibility to communicate operational requirements directly to units that are located within the AO. They
must also be able to communicate with the division or corps support area CP. As the—
 Brigade support area commander, the BSTB commander establishes a communications network
with BDOC/BCOCs and transiting units within the AO. He also establishes communications with
the division or corps support area CP.
 Base defense commander, the BSTB commander establishes communications with subordinate
units within the base and with the BCOC or support area operations center.
 Base cluster defense commander, the BSTB commander establishes communications with the
bases within the cluster and with the brigade support area operations center.
PATROLS
3-64. Base defense operations that are established to counter small enemy forces include aggressive, frequent
patrolling by squad- and platoon-size forces that detect, capture, or destroy small enemy units. Host nation
personnel are wellsuited to assist BDF patrols. Their knowledge of the terrain, inherent ability to operate
effectively in the environment, language skills, and familiarity with local customs increase their
effectiveness. Mobile, small units conduct patrols by moving on foot or in vehicles during daylight or at
night. They search populated areas that are contiguous to the base and establish temporary checkpoints or
ambushes along known or suspected routes that are used by enemy forces.
3-65. Patrols can man dug-in or concealed night ambush sites that are located outside the base external barrier
system. The BDF commanders ensure that ambush patrols do not establish a pattern that the enemy can seize.
The commander also ensures that fire support targets are planned to support the ambush according to their
availability and the ROE. The BDF must be prepared to assist the ambush patrol. Patrols can install sensors
in locations where enemy forces might cross to provide early warnings of enemy movements. Patrols also
observe and report enemy activity. In addition to the acquisition of specific targets, patrols may confirm or
deny the presence of enemy activity in named areas of interest that are located near the base.
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3-66. Military working dogs are a valuable asset in base defense operations. Their employment should be
routinely considered when planning a patrol or security operation. Successfully using these dogs depends on
the skill of their handlers and an understanding of their worth in the field.
3-67. The equipment carried by patrols depends on METT-TC. (See SH 21-76 for additional information on
patrolling and checklists.)
3-68. Units should also develop their own SOPs for patrolling. At a minimum, a patrol should have—
 Sufficient ammunition and weapons.
 Night vision devices.
 Adequate consumables (fuel, water, food) for the duration of the patrol.
 Communications with the patrol higher headquarters, supporting aviation and casualty evacuation
units, available fire support, and units along the route.
 FBCB2 or blue force tracking.
 A plan that includes the route, the estimated time of departure and return, checkpoints, locations
of other units along the planned route, and other required control measures.
 Call signs and frequencies of the supporting response force.
 Navigational aids.
 Specific information requirements.
AREA DAMAGE CONTROL

3-69. After an attack occurs, the objectives are to reduce damages, recover from the attack effects, and
resume operations as soon as possible. This includes restoring control, evacuating casualties, isolating danger
areas, and reducing personnel and materiel losses. The BSTB commander conducts an immediate survey of
the damage. He then reports the assessment to the base cluster/support area commander and the normal chain
of command. He also initiates actions (firefighting, flood control) to isolate danger areas and prevent the
extension or continuation of damage. Casualties receive immediate first aid and are evacuated as required.
The situation may require the use of nonmedical vehicles for the transport of mass casualties. The base
establishes traffic control by using military police and other elements to ensure that firefighters can gain
access to damaged areas and ambulance and evacuation vehicle drivers can clear the area. The BDOC notifies
the BCOC of blocked routes and necessary traffic diversions. The element that is conducting traffic control
can also work to control displaced civilian personnel and provide a degree of local security for the damaged
area. The BDOC coordinates with higher headquarters to restore critical facilities and request specialized
capability requirements. Engineer support is normally needed to clear debris and rubble to support the base
damage control mission; however, necessary capabilities may not be organic to the engineer companies of
the BCT. The BDOC also coordinates necessary EOD and decontamination support.
RESPONSE FORCE OPERATIONS

3-70. Response force operations are conducted by the BDF from the base (or from positions outside the base)
to counter local enemy activity. These operations are offensive in nature and may be in response to enemy
unit locations that are provided by patrols or other surveillance methods or in response to enemy activity.
The commander can use forces to destroy small enemy units that are detected in the vicinity of the base.
BDOC personnel request assistance if forces cannot destroy or contain the enemy force in its current location.
Elements of the response force usually do not pursue an enemy outside the supporting distance from the base
because doing so could be part of a diversion that is designed to weaken base defense capabilities. The TCF
may be requested to pursue the fleeing enemy. Response force operations are simple, planned, and rehearsed.
Night rehearsals should be conducted because the majority of enemy actions are conducted at night.
Designating primary and alternate checkpoints within the base facilitates responses to multiple contingencies.
Within security limitations, the force uses actual checkpoints during rehearsals to promote familiarity with
the area and the response force plan.
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Chapter 3
RESPONSE FORCE LEADER RESPONSIBILITIES

3-71. The response force leader moves quickly to engage the enemy and prevent extensive damage to the
base. The response force leader who is designated for each base must have the capability to mass the effect
of supporting fires and support operations. He must know which fire support targets are approved for
engagement and the locations of the nearest MTF, decontamination site, and ammunition supply point. He
must also be able to communicate with—
 Supporting artillery and Army aviation units that are tasked to respond.
 The BDOC or BCOC and the BSTB main CP.
RESPONSE FORCE COORDINATION

3-72. A base defense plan is developed and distributed to subordinate commanders. The response force
leader should have a copy so that he can effect necessary coordination between the base and the response
force. This coordination occurs through the BDOC or BCOC. The response force commander coordinates
with the base to ensure that he understands the following information in the base defense plan:
 Method of contacting the BDOC or BCOC, including call signs and frequencies.
 Base defense plans and layouts.
 Positions of critical internal assets, external coordination points, and no-fire areas.
 Locations of obstacles or mines near the base.
 Locations and directions of crew-served weapon fires.
 Locations of target reference points and preplanned fires.
 Locations of operations and friendly patrols if employed by the base.
 Locations of CBRN detectors.
 Signals for final protective fires.
 Available fire support.
3-73. The BSTB usually has responsibility for security of the BCT main or tactical CP and may locate the
main CP and units in the vicinity of the main CP. The BSTB commander coordinates protection against Level
I threats and usually organizes the response force against Level II threats. The BCT CPs are critical,
nonrecoverable assets that are vulnerable to a wide range of threats (including CBRN). The loss to threat
action can seriously degrade BCT combat effectiveness. The following paragraphs discuss specific CP
security planning and coordination factors that apply to the effective execution of CP security.
RESPONSIBILITIES
3-74. The BSTB commander, BSTB HHC commander, and BCT HHC commander have key roles in
planning, preparing, and executing CP security. These responsibilities should be identified and included in
the unit tactical SOP. Responsibilities for CP security must be clearly defined and understood. The BSTB
commander usually has overall responsibility for the security of BCT CPs. The BCT HHC commander
usually has responsibility for the security of the BCT main CP and, if deployed, the BCT tactical CP. The
commander’s security responsibilities are usually limited to the immediate area around BCT CPs. The BSTB
HHC commander is responsible for the security of the BSTB main CP and, if directed, the base where the
BSTB main CP is located. For example, if the BCT and BSTB main CPs were located in separate bases but
within the same base cluster, the following responsibilities would apply:
 The BSTB commander would be the base cluster commander.
 The BCT HHC commander would be the commander for the base where the BCT main CP is
located.
 The BSTB HHC commander would be the commander for the base where the BSTB main CP is
located.
 The BCT HHC commander could be responsible for security inside the BCT main local security
area while the BSTB HHC commander could be responsible for the remainder of the base if the
BCT and BSTB main CPs are assigned to the same base.
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Support Areas
3-75. Planning, preparing, and executing CP security are simplified when the BCT and BSTB main CPs are
colocated. This situation affords the BSTB commander with the opportunity to integrate and coordinate the
security planning of BCT HHC and BSTB HHC commanders. The BSTB commander can implement active
security measures that provide collateral security for the three command facilities with existing BSTB organic
assets. Normally, the BCT tactical CP will be the mission command facility that operates at a separate
location. In this case, the security section that is organic to the BSTB HHC will serve as the primary asset to
secure the BCT tactical CP. Depending on the threat, a section from the BSTB military police platoon or
another unit could be assigned a local security mission to secure the area in and around the BCT and BSTB
main CPs.
ORGANIZATION
3-76. The security of BCT CPs is organized like a perimeter defense. The BCT HHC commander assigns
sectors for each assigned and attached company headquarters that is located in the vicinity of the BCT main
CP. The clock method is a technique that the BCT HHC commander can use to ensure that establishing the
BCT CP security perimeter is a routine procedure. He also ensures that response forces are established by
conducting rehearsals which are designed to minimize the disruption that they may cause to ongoing
operations. The security section and military police platoon are organic BSTB elements that are potential
response forces which are available for BCT CP security.
PREPARATION
3-77. The most important decision in preparation is the selection of BCT CP sites. The positioning of
command facilities can provide passive security. Ideal CP sites are set up on terrain that enhances
survivability by providing natural cover, concealment, and good communication. Using passive security
measures permits more effective use of available organic assets for active security measures.
PRIORITY
3-78. Applying factors of METT-TC, the BCT HHC commander decides on specific priorities of work for a
CP site. (See FM 3-90.6 for additional information on CP security.)
3-79. Convoy operations consist of convoy security, tactical road movement, and movement monitoring.
Convoy security operations are specialized types of area security operations that are conducted to protect
lines of communication and the friendly forces that move along them. A tactical road march is a rapid
movement that is used to relocate units within an AO to prepare for combat operations. Convoy security and
tactical road marches are planned, prepared, and executed offensive tasks.
CONVOY SECURITY
3-80. When given a mission, the security of routes and convoys presents one of the greatest security problems
for the BSTB commander and staff. A route security force prevents an enemy force from impeding, harassing,
or destroying traffic along the entire route or portions of it; however, route security missions normally require
a large number of personnel to adequately secure the route. Units conduct convoy security operations when
there is danger of enemy ground action that is directed against a convoy and there are not enough friendly
forces to continuously secure lines of communication in the AO. The commander may also conduct convoy
security operations in conjunction with route security operations. Units that perform missions which require
the habitual use of MSRs (military police, transportation, supply, and service units) can perform route
security operations in conjunction with primary activities. Enemy attempts to interdict lines of
communication may have little immediate impact on ongoing, decisive shaping operations because of unit
basic loads and previously positioned caches; however, the security of those routes over which the echelon
sustaining operations flow is critical to sustained land operations. Route security operations are terrain-
oriented and defensive in nature.
3-81. The AO commander can employ the following techniques to provide route security. While the scope
of these operations depends on METT-TC factors, route security operations tend to require significant
resources.
17 August 2015 ATP 3-90.61 3-17

Chapter 3
PASSIVE SECURITY
3-82. The commander uses passive security during phases of the convoy. Passive security techniques include
measures that achieve security without a significant expenditure of manpower or resources. These measures
include—
 Concealment through route selection and camouflage.
 Formation and march control of convoys to present the least lucrative target possible.
 Capitalization on security offered by other activities that are unrelated to route security
requirements, including—
 Aircraft traversing the route.
 Maintenance elements along the route.
 Training exercises or troop movements adjacent to or along the route.
 Military and host nation police traffic control activities and activities of civilian populations.
 Defensive information operations.
 Staggered or unpredictable movement times.
ROUTE RECONNAISSANCE
3-83. Route reconnaissance addresses the terrain and route along which the enemy could influence a friendly
force movement. Missions may have to be conducted frequently because the situation and information can
change rapidly. They should also take place at irregular intervals to avoid a pattern that an enemy can exploit.
Possible ambush and roadblock locations are identified and recorded. These and other targets become planned
targets.
ROUTE CLEARANCE
3-84. Route clearance is an operation that may include specifically trained and equipped engineer
organizations with forces that provide security during the operation. Engineers reduce or clear obstacles as
part of a route clearance mission. Clearance operations are normally conducted in a low-threat environment.
The composition of a route clearance team is primarily based on the anticipated threat. In the context of
support area operations and convoy security, the team may be composed of an engineer clearance company.
To provide additional defense against an ambush or attack by a Level I or II threat, the team could also
include a combat engineer platoon that is augmented with a security element of military police. Their addition
would provide capabilities of local security and response force operations. (See ATTP 3-90.4 for additional
details on route clearance.)
FORCE ORGANIZATION
3-85. The size and organization of the security force that is necessary to conduct convoy security operations
depend on the commander’s guidance and METT-TC. An adequate escort to counter a significant threat
against a critical equipment or supply convoy can require a security force from combat and combat support
units. Against a lesser threat or less critical cargo, the transporting unit may have to provide security through
organic assets. This could result in a reduction of cargo-hauling capabilities in each unit due to the lack of
appropriate organic vehicles for security use. The unit may have to convert cargo vehicles into ad hoc gun
trucks. Tanks; reconnaissance vehicles; mounted infantry units; MK 19 or tow-mounted high-mobility,
multipurpose wheeled vehicles; and vehicles that are equipped with machine gun ring mounts are well suited
for convoy protection. Military police elements that are equipped with tracked or wheeled armored vehicles
are also well suited for convoy protection. The commander may reinforce the convoy security force with
engineers and other assets as required.
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Support Areas
3-86. The convoy security force generally organizes into several elements to accomplish tasks. They include
the advance guard, security element, and response force. The trail party is generally not a part of the security
element, but it serves as a part of the actual convoy by providing recovery and other sustainment support to
the convoy and security element. The advance guard performs a route reconnaissance forward of the convoy.
The security element provides early warning and security to the convoy front, flanks, and rear. The rear guard
prevents an enemy from overrunning the convoy from the rear. These forces are located to provide the convoy
with sufficient time to deploy and react to an enemy attack. This element can also act as an immediate
response force to enemy contact made on either flank of the convoy. The most critical elements are usually
the advance guard and front security elements that are followed by flank and rear security elements.
Convoy Response Force

3-87. The convoy response force is a committed force. It is task-organized to provide fire support assets and
other combat multipliers that are controlled by headquarters, not the convoy commander. The convoy
response force does not generally move with the convoy; however, based on the threat, the force can provide
a response capability while on the move. It positions itself near enough to rapidly respond to a threat and far
enough away to preserve its freedom of maneuver at the rear of the convoy on its route of march. The convoy
response force monitors convoy progress and responds if the convoy security force encounters a convoy
threat that it cannot defeat or repel. It must be able to respond within a short period of time in constant
anticipation of a possible ambush.
Aviation
3-88. If available, aviation assets can participate in a convoy security operation by conducting route
reconnaissance or screening the convoy movement as it moves along the route of march. Aviation units with
a close combat attack mission to support the convoy can also assist in clearing the convoy route ahead as it
moves along the route of march. They can also clear the route in conjunction with the advance guard, assist
by controlling indirect fire support, and coordinate with forward air controllers from other services for close
air support.
CONTROL MEASURES
3-89. Convoy security control measures typically include—
 Routes (primary and alternate).
 The start point.
 The release point.
 The final destination.
 Checkpoints.
 Coordinating points where convoys may pass from one BCT area of responsibility into another
brigade element of the division or corps.
 Friendly roadblocks.
 Observation posts along the route.
 Planned targets and target reference points.
 Areas of operation for units that affect the convoy.
 Staging or marshaling areas.
 Known obstacles and cleared lanes.
3-90. Though convoy size, passage time, and march speed are not graphic control measures, they determine
how long it takes to execute a convoy security mission. ROE, recent enemy activity, and enemy locations are
also not perceived as graphic control measures, but they greatly influence how a commander conducts convoy
security operations.
17 August 2015 ATP 3-90.61 3-19

Chapter 3
CONVOY OPERATIONS
3-91. Because of the inherent dangers of convoy operations, the commander emphasizes security measures
during the planning process. Some security measures include—
 Maintaining secrecy when planning and disseminating orders.
 Conducting rehearsals.
 Ensuring strict noise and light discipline during movement.
 Varying routes and schedules.
 Varying vehicle types and numbers.
 Avoiding routes with known danger areas.
 Determining rally point and security halt locations and the actions at those locations.
 Conducting route reconnaissance by using aerial and ground systems.
 Obtaining current intelligence information that is related to the route condition and enemy or other
forces that may impact the convoy use of that route.
 Ensuring the scheduling of air support to assist movement if the convoy warrants committing these
assets.
 Ensuring that fire support elements can provide coverage for the movement.
 Training in immediate action drills, including actions at danger areas, near ambushes, far
ambushes, explosive hazards, enemy tactical combat vehicle encounters, sniper contacts, aerial
attacks, noncombatant incidents, and indirect fire incidents.
 Communicating and coordinating with supporting and other units along the route, including the
use of airborne radio relay with adjacent host nation forces and higher headquarters.
 Dispersing leaders, communications, medical support, and weapon systems within the movement
formation.
 Conducting extensive precombat inspections.
 Test-firing weapons.
URBAN ENVIRONMENT
3-92. Convoy security operations in an urban environment or built-up area require different emphasis and
techniques than those in rural areas. The population density and characteristics of an urban area may require
some restrictions on the use of lethal weapons. In such cases, nonlethal weapons may be employed. When
applying minimum-essential force to minimize the loss of life and destruction of property, subordinate
commanders must conduct planning, coordination, and control. When possible, convoys should move
through populated areas when they are the least dangerous to convoy security. The safest populated route
passage times are when they are least congested. Convoy operations may require assistance from military or
local police and other governmental agencies to secure the route before a convoy enters a built-up area.
COMMANDER’S ACTIONS
3-93. The convoy commander develops a plan. He then issues the OPORD and briefs subordinates on the
latest information regarding the enemy situation and the area through which the convoy will pass. The
briefing will include the movement formation, intervals between echelons and vehicles, the rate of travel,
and a plan of action for the possibility of encountering enemy forces and obstacles. Because there is seldom
time to issue complicated orders during an ambush, subordinate commanders must plan the actions of convoy
security and response forces. Units should rehearse these actions before movement. The convoy commander
positions himself where he can best control the convoy.
COMMUNICATIONS
3-94. Communications are vital to the success of convoy movements. The convoy commander must plan for
radio communication with a number of elements, including—
 Higher headquarters.
 Each vehicle in the convoy.
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Support Areas
 The convoy response force.

 Indirect fire support.
 Units near the convoy route.
 Aviation assets.
 Units and host nation agencies in areas along the movement route.
3-95. The convoy commander prearranges visual and audible signals (colored smoke, identification panels,
horns). Many of these signals can be SOP items. He must ensure that convoy members understand these
signals and rehearse the actions that are required for each. The usage of digital technology should be
employed to the greatest extent possible when announcing entrance to and exit from another unit AO;
however, measures must be developed for units that do not possess this technology.
3-96. BSTB commanders must ensure that the level of digitization that is available in convoys allows the
staff to monitor the progress of convoys passing through the support area. If the convoy is not digitally
equipped, measures must be coordinated between the convoy commander and the BSTB commander on
procedures that allow visibility by the BSTB staff.
FIRE SUPPORT
3-97. The fire support plan covers the entire convoy route, paying special attention to known danger areas
and potential choke points. The plan includes engagement criteria and trigger points. Convoy security
elements may have organic or attached mortars and indirect fire support while traveling the route.
Coordinating with fire direction centers before convoy departure enables convoy security element fire support
teams to enter the appropriate fire control nets and call for or adjust fires as necessary.
SUSTAINMENT
3-98. The convoy security force commander must plan for the appropriate sustainment (fuel, maintenance,
medical, recovery elements) to support the operation. He may also pre-position them in secure areas along
the route. This support may be organic to the security force or be coordinated through the supported convoy
unit. The convoy security force commander also plans for casualty evacuation support and the possible
location of landing zones for medevac.
PREPARATION AND REHEARSAL

3-99. The purpose of a convoy is to deliver materiel and personnel to the destination without loss; therefore,
the convoy must be prepared to repel enemy attacks. The convoy commander must rehearse march intervals
and actions that prepare Soldiers to counter explosive hazards, air attacks, artillery or indirect fire, snipers,
and ambushes. The following personnel should be present for rehearsals:
 The convoy commander.
 Drivers.
 Organic, crew-served weapons personnel.
 The convoy security force leader.
Convoy Soldiers should undergo precombat inspections to ensure that they know and adhere to the unit SOP.
Vehicles should be inspected to ensure that they are mechanically operable. During this stage, drivers may
harden their vehicles by adding sandbags and ballistic protection blankets. Loads are also covered to prevent
the enemy from identifying the cargo. The convoy commander spaces important cargo throughout the convoy
and cross-loads trucks as much as feasible to avoid losing all of one type of supply (such as artillery fuzes)
if a single vehicle is destroyed. When possible, the convoy commander and key subordinates perform a route
reconnaissance or gather information from a convoy that recently covered the same route. Shortly before
convoy departure, military police or scouts should perform another route reconnaissance to determine current
conditions; however, care should be taken to avoid alerting the enemy of a convoy through excessive
reconnaissance.
17 August 2015 ATP 3-90.61 3-21

Chapter 3
REACTION TO CONTACT
3-100. If the forward reconnaissance element, advance guard, or flank screen first encounters the enemy,
they perform actions on contact. Reaction to explosive hazards depends on the type of explosive hazard and
enemy method used. Procedures are covered in published tactics, techniques, and procedures.
INDIRECT FIRE
3-101. An enemy may use fire support systems in an attempt to destroy convoys or to harass and interdict
the movement of supplies and personnel. Two active measures that a convoy commander can take against
enemy indirect fire include—
 Using direct or indirect fire against the enemy forward observer if known.
 Calling for counterfire if the direction and approximate distance to the enemy indirect fire
system(s) can be estimated.
3-102. Three passive measures that a convoy commander can take against enemy indirect fire include—
 Halting in place, establishing security, and conducting actions at the short halt when the indirect
fire is ahead of the convoy.
 Increasing speed and continuing to march if the mission or terrain requires the convoy to continue
through the targeted area. Alternatively, the convoy commander can try to bypass by using another
route.
 Dispersing to covered positions. The convoy commander must maintain communications and unit
accountability and be prepared to resume the march formation on the same or alternative route.)
SNIPER FIRE
3-103. If the convoy receives sniper fire, the convoy commander ensures that return fire does not harm
friendly troops or civilians in the area. Some of the best countermeasures against sniper attacks are passive.
To prepare, Soldiers should wear helmets and available body armor. Vehicles should increase speed and
move through the area without stopping. Convoy security forces move forward to fix, suppress, and kill the
sniper. The convoy commander should also prepare to suppress or kill the sniper with indirect fire.
AMBUSH
3-104. The very nature of an ambush—a surprise attack from a concealed position—places the intended
target at a disadvantage. Enemy forces can increase the effectiveness of an ambush by distracting convoy
occupant attention with signs and other distracters, driving civilian vehicles between convoy vehicles, or
placing obstacles on the road. No single defensive measure or combination of measures can prevent or
effectively counter ambushes. Immediate reaction and aggressive leadership are essential to limit casualties
and damage to vehicles, cargo, and personnel; therefore, the training of convoy elements is essential.
Counterambush techniques include—
 Driving through the ambush.
 Establishing fire superiority with direct and indirect fire.
 Manning vehicle-mounted weapons with individual weapons facing out.
 Flanking/assaulting the enemy force.
TACTICAL MOVEMENT
3-105. Tactical movement is used during operational environments. Enemy contact is possible before,
during, or after a road march. Units normally move by tactical road marches into assembly areas (AAs) to
prepare for combat operations. In close coordination with the S-4, the S-3 is responsible for planning. (See
ATP 4-16 for additional information on planning road marches.)
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Support Areas
ORGANIZATION
3-106. The BCT organizes into a march column for a tactical road march. The column is composed of the
following elements:
 Reconnaissance.
 Quartering party.
 Main body.
 Trail party.
ASSEMBLY AREA
3-107. The designation and occupation of an AA may be directed by higher headquarters or the unit
commander during relief, withdrawal operations, or unit movements. The BSTB establishes local security to
protect the AA.
CHARACTERISTICS
3-108. The BSTB could be colocated with another unit or occupy a separate AA that may be protected by
nearby combat units. In either case, the BSTB must be prepared to defend the AA. Desirable characteristics
of an AA include—
 Concealment from air and ground observation.
 Terrain masking of electromagnetic signal signature.
 Sufficient area for unit and vehicle dispersion that is consistent with the degree and type of support
area or the air enemy present.
 Hardstand areas for maintenance, vehicles, equipment, and supply storage.
 A suitable area for a helicopter landing zone.
 Suitable entrances, exits, and internal routes.
 Suitable areas for unit trains, maintenance, and command facilities.
ORGANIZATION
3-109. Battalion tactical AAs may be organized by using one of the following methods:
 The battalion may occupy the interior of a combat unit AA. In this situation, the battalion will
position units based on the direction of the combat unit. Though protected by the combat unit,
BSTB units will establish a defense and be prepared to defeat the enemy forces that may penetrate
outer positions.
 The battalion may be assigned a separate AA. To reduce the threat to the lightly armed BSTB, the
AA will usually be located in the middle of the BCT AO where it is surrounded by combat units.
In this case, the BSTB will establish a defense that is similar to a base defense.
 The BSTB may use a base cluster defense by assigning separate individual AAs to subordinate
companies that establish 360° security. Areas between companies are secured through surveillance
and patrolling.
PLANNING
3-110. Planning considerations for movement to, and occupation of, the AA are based on a METT-TC
analysis and should be contained in unit tactical SOPs.
3-111. Units position themselves in AAs according to the parent unit tentative plan. Members of the
quartering party usually guide units from the release point to their position within the AA. Units accomplish
occupation smoothly from the march without the halting or bunching of units at the release point. Subordinate
units normally establish routes and separate start and release points that extend from the march column route
or release point toward march unit AA positions. This technique quickly clears the route, maintains march
unit mission command, and prevents the bunching of units.
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Chapter 3
3-112. Security is essential to the protection and conservation of combat power. The movement of civilians
and refugees near AAs is strictly controlled to prevent enemy sympathizers or covert agents from obtaining
information about the battalion. Units may remove unit markings and uniform patches to retain unit
anonymity.
STABILITY
3-113. A BCT may be called on during combat to quickly transition from a traditional warfighting mission
to a stability mission. An Army core competency is to support civil authorities outside the continental United
States during response and recovery phases of operations that result from natural and man-made disasters;
therefore, the BSTB must be sufficiently versatile and flexible to support the BCT during these operations.
(See ADRP 3-07 for more detailed information on stability.)
3-114. Stability is usually undertaken during times of crisis and involves a combination of peacetime
developmental, cooperative, and coercive actions. The BSTB may work with joint or multinational forces
during stability and reconstruction; therefore, understanding the nature of joint operations and the culture of
allies is critical to the ability to accomplish a mission.
3-115. Army forces are committed to stability operations to defend and protect U.S. national interests. The
objective is to promote peace and stability and, when necessary, to defeat adversaries. The BSTB will not
normally conduct autonomous stability operations. Instead, its missions are usually integrated into the BCT
plan. Army forces may be employed to conduct stability operations that—
 Protect U.S. and host nation national interests.
 Deter aggression and promote peace.
 Satisfy treaty obligations or enforce agreements and policies.
 Reassure allies, friendly governments, and agencies.
 Maintain or restore order.
 Protect life and property.
 Demonstrate resolve.
 Prevent, deter, and respond to acts of terrorism.
 Prevent the use and proliferation of weapons of mass destruction.
 Promote freedom from oppression, subversion, lawlessness, and insurgency.
 Promote sustainable and responsive institutions.
3-116. Stability operations are often decentralized in execution. Subordinate units (often at the company
and platoon level) carry out most critical tasks and must possess a complete understanding of the
commander’s intent. The battalion must maintain the ability to quickly and securely conduct coordinated,
small-scale missions over great distances. Subordinate units conduct a wide range of tasks, including—
 Defensive tasks, such as base/base cluster defense.
 Humanitarian and civic assistance.
 Civil disturbance control.
 Show-of-force exercises.
OPERATIONS
3-117. Stability operations range from relatively peaceful operations to those that require military forces.
Stability operations can occur simultaneously with offensive or defensive operations and may constitute the
decisive effort. Several types of stability operations may occur at the same time; therefore, the BSTB and
subordinate units must be prepared to deal with them.
COMBAT SUPPORT UNITS

3-118. Due to the multiple demands of sustainment functions, supporting forces (engineers, logistics
personnel, medical personnel) must remain responsive and flexible. The task organization of sustainment
units will often change many times during the course of an operation. The battalion must ensure adequate
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Support Areas
support for subordinate units and take active measures to create conditions that enable the success of
subordinates. Assigning subordinate responsibilities and controlling efforts to ensure that they are working
toward the brigade objective are major BSTB planning concerns.
FIRE SUPPORT
3-119. The use of lethal, indirect fire support is usually very restricted and limited in stability operations.
The BSTB task of coordinating fires in the AO and during movement to and from bases requires careful
planning and established procedures. The commander integrates fire support into the tactical plan according
to the commander’s intent and the ROE.
PROTECTION
3-120. Protection is the preservation of the force fighting potential so that the commander can apply
maximum force at the decisive time and place.
MOBILITY/COUNTERMOBILITY/SURVIVABILITY
3-121. It is probable that the brigade will conduct stability operations in an AO that has poorly developed
or significantly damaged road systems, installations, facilities, and airfields; therefore, engineer resources
and assets are often extensively used during stability operations. A METT-TC analysis will determine the
size and type of mobility/countermobility/survivability units required to support the brigade. If the result is
smaller than a battalion-size unit, they may be attached to the BSTB. These units include—
 Combat engineers.
 Military police.
 Chemical corps personnel.
 EOD personnel.
AIR DEFENSE
3-122. A hostile force that employs only limited air assets makes initial entry into the AO difficult. When
planning for the use of air missile defense assets, the same kind of planning that is applied to fire support is
used. Soldiers must be trained on visual aircraft recognition and the ROE because identical aircraft types may
be flown by more than one of the forces involved.
FORCE PROTECTION
3-123. Force protection is one of the commander’s highest priorities. During the planning process, he must
ensure that the force is large enough to defend itself and that it can establish a visible presence. Provisions
must be made to supply a structure that can provide sufficient mobility and flexibility to concentrate forces
in response to a local threat. It is the capacity for decisive combat that often prevents escalation. Soldiers
must train for the transition from stability and support to war. The inability of a force to successfully transition
rapidly and decisively may have devastating consequences. This ability comes from well-developed
contingency plans that address battalion actions and assignments.
SUSTAINMENT
3-124. The ability of the battalion to sustain brigade CPs and units is a function of the theater maturity,
sustainment structure, and flow of forces into the AO. Logistics support for stability operations may be
challenging due to physically dispersed unit locations, a lack of adequate infrastructure, nontraditional
demands by civil-military operations, and the burden that is caused by displaced civilians.
17 August 2015 ATP 3-90.61 3-25

Chapter 3
GENERAL PRINCIPLES
3-125. Principles to consider when conducting sustainment operations in this environment include—
 Flexibility to support varying task organizations of the brigade.
 Indigenous support through contracting and locally purchasing supplies, facilities, utilities,
services, labor/manpower, and transportation support systems.
 Existing indigenous facilities, such as lines of communication, ports, airfields, and
communications systems.
 The development or improvement of indigenous, self-supporting capabilities in preparation for
the eventual transfer of responsibilities to the supported nation.
 Resource economy.
 Availability and employment of Army health systems support assets. (See ATP 4-02.3 for
additional information.)
NON-U.S. FORCES ELEMENT SUPPORT

3-126. Indigenous authorities may have diminished capabilities; therefore, sustainment elements might
have to provide support for coalition units, U.S. government agencies, and civilians as authorized by law.
BSTB commanders should submit requests made by these agencies to the brigade legal section for legal
review and approval.
STABILITY OPERATIONS
3-127. Generally, stability operations take place according to the following sequence:
 Planning.
 Task organization.
 Deployment and movement into the AO.
 Establishment of a base of operation.
 Conduct of stability operations.
 Transition to host nation responsibility and termination of operations.
PLANNING CONSIDERATIONS
3-128. The elements discussed below influence the planning and preparation for a stability operation.
Environment
3-129. Just as the commander and staff must know the enemy, they must also know the culture and people
within the host nation. Special factors that should be considered to enable a clear understanding of the
situation include—
 Political, economical, military, and geographical situations in the AO.
 Local customs and cultures, religions, ethnic makeups, and tribal factions.
 Current ROE and legal environments.
 Civil populace attitudes toward U.S. Soldiers.
 Perceptions of U.S. operations.
 Belligerent intentions and capabilities.
 Threats to U.S. forces (conventional and unconventional).
 Current military potentials of host nations.
 Available resources of host nations.
 AO sizes, locations, terrain, weather, and physical considerations.
 Political or peace agreements that affect scopes of operations.
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Support Areas
3-130. The commander requires complete situational understanding and must be attentive to the attitudes
of local leaders. The ability to anticipate and defuse tense situations is critical.
3-131. Stability operations involve numerous legal, religious, and cultural issues. The commander must
know the ROE and the legal implications that relate to the planned AO. To ensure that there are no breaches
of conduct that could have a negative effect, the brigade legal section is responsible for advising commanders
in the interpretation and application of ROE. The chaplain also plays an important role because of his
expertise and awareness of possible religious implications in an operation. The S-9 is the principal
coordinating and planning officer to integrate civil affairs operations, coordinate relationships between the
BCT and civil component, and advise the commander on the obligations that are incurred from the long- and
short-term effects (economic, environmental, and health) of military operations on civilian populations to
mitigate or defeat threats to civil society, shape the civil component of the operational environment, and set
the conditions for military operations. The military information support operations planner is tasked to advise
the commander on potential psychological effects of operations and the behavior and attitudes of friendly,
adversarial, and neutral parties. With the augmentation of an additional civil affairs company, the BCT can
operate a civil-military operations center that provides a central point for commanders to interact with other
federal and nongovernmental agencies.
3-132. Stability operations are conducted with varying levels of host nation support and political stability.
Health and infrastructure conditions may vary from excellent to extremely poor. The potential for violence,
crime, theft, escalation, and further destabilization is always present. Also present is the potential for shifts
in the perceptions and attitudes of the local populace. Commanders must remember these factors when
planning for and executing operations.
Deployment and Movement Into the Area of Operation

3-133. Because the BSTB is responsible for the mission command of units that are attached to the BCT, it
must ensure that these units are totally integrated into the brigade. The BSTB will usually be the first unit
into which an attachment has the opportunity to associate as it begins integration into the BCT. The
integration process is accomplished by the BSTB and includes units that are subsequently attached to the
BSTB. It also includes units that will be attached to one of the other battalions. Integration activities include—
 Giving the highest priority to receiving, and immediately accounting for, personnel and equipment
to establish accurate boots-on-the-ground numbers and times.
 Providing attached units with copies of the SOP.
 Ensuring that the attached units have received appropriate communications security.
 Integrating the unit into march units for movement into the AO.
 Integrating the units into the sustainment plan for the BSTB.
 Coordinating with gaining units for elements that are further attached outside the BSTB for
operations.
 Planning, synchronizing, and controlling the movement of forces into the AO to maintain the
proper balance of security and flexibility.
 Determining the sequence in which forces will enter the AO.
 Considering the number of suitable routes and lift assets available for movement requirements.
BRIGADE SPECIAL TROOPS BATTALION COMMANDER RESPONSIBILITIES

3-134. The BSTB commander will be actively engaged in the initial movement into a new AO. If the area
does not have the infrastructure to support the brigade, the BSTB commander may deploy an advance party
with logistics and engineering units. In other circumstances, it may be necessary for the commander and a
small group of specialized key personnel (such as civil affairs and public affairs) to lead the initial battalion
entrance. These personnel will set the groundwork for the rest of the force by conducting face-to-face
coordination with local civilian or military leaders.
17 August 2015 ATP 3-90.61 3-27

Chapter 3
CONDUCT
3-135. Once the brigade moves into the AO and establishes a base, the BSTB begins to execute the stability
operation mission. BSTB units conduct tasks such as MSR control, CBRN reconnaissance and surveillance,
checkpoint and patrol establishment and operation, host nation support, security operations, and logistics
sustainment.
NONGOVERNMENTAL ORGANIZATIONS, UNITED NATIONS,

RELIEF AGENCIES, AND INTERNATIONAL ORGANIZATIONS
3-136. There are large, nongovernmental organizations that have decades of experience in global
humanitarian relief and newly created, small organizations that are dedicated to a particular emergency or
disaster. The professionalism and capabilities of each vary from one organization to another. Large or small,
nongovernmental organizations are involved in diverse activities such as education, technical projects, relief
activities, refugee assistance, public policy, and development programs.
3-137. The commander and staff coordinate battalion actions with higher headquarters, adjacent units, and
nongovernmental organizations in the AO to ensure a unified effort. The effective use of liaison officers is
vital for this requirement. The efficient use of civil affairs assets permits effective coordination with
nongovernmental and international organizations.
DEFENSE SUPPORT OF CIVIL AUTHORITIES

3-138. The brigade provides essential supplies and services at the request of civil authorities. These
operations help civil authorities respond to situations that are beyond their control. Forces conduct DSCA
operations to save or protect lives, reduce suffering, and protect property. Assistance is maintained until local
civil authorities have the assets and capabilities to return the situation to normal. During DSCA operations,
the BSTB can expect to receive numerous attachments and support from military, government, and other
sources.
3-139. The BSTB alone or as part of a larger brigade operation may provide relief or assistance directly
when necessary. In all cases, the military is not in charge of the support operation but works with a designated
federal agency.
3-140. DSCA is usually nonlinear and noncontiguous, requiring leaders to be adaptive and creative in the
application of the operational framework and METT-TC. Civil conditions require the commander to
recognize a different definition of the enemy, centers of gravity, course of actions, and desired end state. The
adversary is often disease, hunger, or disaster consequences. Like conventional military operations, the
commander will designate the decisive, shaping, and sustaining operations that are necessary to conduct a
successful operation. In a DSCA mission, it is imperative to remember that Army commanders provide
support to civil authorities and that the military is not in charge of operations. These civil authorities are
responsible for the successful completion of response and recovery tasks. Army forces provide capabilities
and resources to achieve that end. Military forces must remain under the mission command of a military
chain of command.
3-141. DSCA mission planning and execution requires extensive liaison activities and coordination
between Regular Army, Army, and National Guard Army Reserve and interagency, joint, and
multijurisdictional entities. National Guard personnel who are mobilized by a state governor are not federal
military forces and do not fall under the restrictions that are placed on federal forces, but federal forces may
work with National Guard forces.
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Chapter 4
Sustainment
The BSTB provides unit level sustainment support to organic companies and
attachments. Support includes medical, maintenance, supply, Class III supplies
(petroleum, oils, and lubricants), food service, and religious assistance to the BCT
headquarters, organic units, and attachments. The BSTB also coordinates the necessary
support for attached units that are beyond the capability of the support platoon. The
BSTB commander has a significant challenge to ensure that units receive sustainment
support throughout the AO; therefore, he must efficiently use BSTB limited
sustainment assets. If resources prove insufficient, he must request additional resources
from the BCT to ensure that sustainment is fully available to support two BCT CPs and
engineer, MI, military police, and dispersed signal sections.
CHARACTERISTICS
4-1. BSTB commanders view sustainment from the perspective of the overall operation; therefore, the
importance of each sustainment characteristic will vary with the situation. Once the commander identifies
the sustainment characteristics that have priority during an operation, those characteristics become the
foundation for preparing the concept of sustainment.
SUPPORT FUNCTIONS
4-2. Sustainment consists of many interrelated functions. Planning, managing, and executing support
involves integrating and synchronizing these functions. Sustainment functions within the BSTB include—
 Maintenance. The BSTB HHC maintenance section is responsible for the maintenance of vehicles
and other equipment within the BSTB and BCT headquarters.
 Transportation. The BSTB is completely mobile because it has organic vehicles. Company
supply sergeants have a vehicle to transport personnel, equipment, and supplies.
 Supply. Each company in the BSTB has a supply sergeant; the support platoon has a Class III
section.
 Army health systems support. The BSTB medical support section provides Army health systems
support for BSTB units. This includes services that are performed, provided for, or arranged by
the unit to promote, improve, conserve, or restore the mental or physical well-being of personnel.
Services include—
 The management of health service resources, including personnel.
 Preventive and curative health measures.
 The medevac of the wounded, injured, or sick.
 Medical supply, equipment, and maintenance.
 Combat and operational stress control.
 Field services. Field services are coordinated through supply sergeants and the S-4 and include
laundry, shower, mortuary, aerial delivery, and food services.
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Chapter 4
 Human resources and financial management support. Company first sergeants and the BSTB
S-1 coordinate human resources and financial management support.
 Religious support. The BSTB UMT provides religious support.
 Legal support. The brigade legal section supports sustainment through personnel and command
legal support.
 EOD support. The EOD units may be task-organized to the BSTB.
4-3. Though sustainment planners may have data available from FBCB2 logistics and personnel status
messages, they usually have to rely on text and other forms of messages to identify equipment and personnel
issues. The BSTB sustainment staff must be proactive in identifying and solving sustainment issues by—
 Using digital systems to maintain situational understanding.
 Working closely with BCT and BSB staff to resolve sustainment problems.
 Recommending sustainment priorities that conform to mission requirements.
 Recommending sustainment-related CCIR.
 Ensuring that the commander is aware of critical sustainment issues.
4-4. The Global Combat Support System–Army is the business and tactical automation enabler for the
Army logistics sustainment mission area and constitutes the tactical Army portion of the single Army logistics
enterprise. The Global Combat Support System–Army supports the sustainment functions of manning,
arming, fixing, fueling, moving, and sustaining Soldiers and systems. Its goal is to enable the exchange of
critical logistics information that is tactical to the sustainment levels of operation, enable sustainment
integration, and facilitate joint interoperability.
ACTIVITIES
4-5. BSTB sustainment assets perform the following activities:
 Manning. Manning activities ensure that the commander has the personnel required to accomplish
the mission. Related activities involve the management of personnel readiness, replacement, and
casualty. Managing low-density military occupational specialties within the BSTB is particularly
important.
 Arming. Although the BSTB is primarily composed of combat support Soldiers, they must be
prepared to fight and defend themselves and their equipment. This is especially true in the
extended battlefield or during stability operations. Leaders need to ensure that units have the
proper mix of weapons to defeat the anticipated threat.
 Fueling. Fueling is the provision of petroleum, oils, and lubricants to BSTB units. Unmanned
aerial vehicles in the MI company provide a unique challenge because they use motor gasoline.
Due to BSTB limited fuel distribution abilities, maintaining petroleum, oils, and lubricants unit
basic load requirements necessitates the efficient and flexible use of fuel trucks and fuel handlers.
 Fixing. Fixing the force is a vital component of ensuring the maximum availability of scarce
equipment to the commander and entails maintaining, recovering, repairing, and evacuating
equipment. The BSTB ability to conduct vehicular maintenance is limited to field maintenance,
battle damage assessment and repair, and controlled substitution. For specialized equipment, MI
and network support companies have intelligence and electronic warfare integration
(maintenance) sections and signal maintenance teams, respectively. Operator preventive
maintenance checks and services are essential to sustaining equipment and maintaining battalion
overall readiness. The HHC maintenance support section is normally positioned where most
battalion vehicles are located.
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Sustainment
 Moving. Moving the BSTB specifically relates to the planning and movement execution of
Soldiers, equipment, and supplies throughout the BCT AO. The limited transportation assets and
road networks that they use must be efficiently managed.
 Sustaining. Sustaining Soldiers involves a wide range of services and supplies. The quality of life
for a Soldier is a command responsibility. It has a considerable effect on Soldier readiness and
morale and is associated with the services that directly ease personal concerns. Included among
these services are personnel services, combat health, field services, and general supply support.
ORGANIZATIONS
4-6. Effective sustainment requires the integration and smooth function of responsible sustainment
organizations. Though most of its sustainment support is provided through the BSB, the support platoon in
the BSTB HHC enables the battalion to conduct limited sustainment activities. Commanders and leaders of
units that are detached from parent units must ensure that these units are adequately supported.
4-7. The BSTB S-4 section coordinates sustainment with subordinate companies and the BCT S-4. The
BSTB support platoon provides Class III supplies and medical and maintenance support to battalion and
brigade CPs. The BSTB S-1 maintains accountability of personnel within the battalion.
BRIGADE SPECIAL TROOPS BATTALION SUPPORT PLATOON

4-8. The support platoon provides the following sustainment functions to the BSTB:
 Platoon leader and platoon sergeant. Based on the unit SOP and prior coordination between the
support operations officer and the BSTB S-4, platoon leadership coordinates with each BSB
company for support.
 Medical support section. The medical support section operates an aid station and provides health
and trauma care for the BSTB and subordinate units. Ambulance teams evacuate patients from
supported units back to the BSTB aid station. The medevac of patients from the BSTB aid station
is coordinated with the BSMC of the BSB. The medical support section also provides Class VIII
resupply for the BSTB and coordinates within the Army health systems support for the force health
protection functional areas and capabilities that are not organic to the section but are required to
support the Army health systems support mission.
 Maintenance section. The maintenance section maintains wheeled and tracked vehicles and
power generators and provides repair part (Class IX) resupply to the BSTB, BCT headquarters,
and attachments.
 Field feeding section. The field feeding section manages meal preparations, water resupply, and
rations (Class I) support to the BSTB, BCT headquarters, and attachments.
 Class III section. The Class III section transports and resupplies petroleum, oils, and lubricants
to the BSTB, BCT headquarters, and attachments.
BRIGADE SPECIAL TROOPS BATTALION COMPANY SUPPLY SECTIONS

4-9. Each company has a section that coordinates supply support. A supply sergeant and unit armorer use
the property accountability system of record to maintain unit supply documents, maintenance management
records, readiness reports, and property records. Company supply sections order their own consumable
supplies (Class II) and health and comfort items (Class VI) through the BSB. They order repair parts (Class
IX) through the company maintenance section. Barrier materials (Class IV) and ammunition (Class V) are
ordered through S-4 channels.
17 August 2015 ATP 3-90.61 4-3

Chapter 4
BRIGADE SUPPORT BATTALION

4-10. The BSB consists of functional and multifunctional companies that are assigned to provide support to
the BCT. It also consists of four FSCs, three other companies, and the HHC. The BSB does not have an FSC
for the BSTB. The BSB must task-organize to provide support to the BSTB.
4-11. The BSB commander is the BCT commander’s single sustainment operator. The BSB support
operations officer manages sustainment and force health protection for the BSB commander. The support
operations officer provides technical supervision for the external sustainment mission of the BSB. He is the
key interface between supported units and the BSB. The support operations officer plans and monitors
support operations and makes the necessary adjustments to ensure that support requirements are met. The
support operations officer requests and coordinates augmentation with the higher echelon when requirements
exceed capabilities.
4-12. The BSTB may receive augmentation support from the BSB when organic sustainment capabilities
have been exhausted or when equipment is attached for which the battalion has no maintenance capability to
sustain. When this situation arises, the BSTB S-4 must coordinate with the BCT S-4 and the BSB support
operations section that requests the support. Since the BSB is the primary sustainment activity for the BCT,
its organic capabilities and resources may be limited; therefore, the unit SOP should include specific guidance
on circumstances during which the BSB must provide support to the BSTB.
PLANNING RESPONSIBILITIES
4-13. Sustainment planning for the BSTB is the primary responsibility of the BSTB S-4. In coordination
with company XOs and first sergeants, the process is integrated into operations planning and is based on the
concept of logistics support that is synchronized with operations. The unit SOP should be the basis for BSTB
sustainment and include planning to determine specific requirements and contingency preparations. The
BSTB and company orders should address only specific support matters for the mission. A clear and logical
BSTB sustainment plan is necessary to adequately support BCT CPs and its own widely dispersed units.
MILITARY OPERATIONS
4-14. There are certain general considerations that guide planning and preparation in support of operations,
and they are discussed below.
REPORTS
4-15. The current automated unit level logistics system that is utilized by BSTB subordinate companies is
designed so that requisitions are submitted by the company directly to the BSB. The system emphasizes the
need for BSTB S-4s to develop reporting procedures for subordinate companies that allow the BSTB S-4 to
maintain situational awareness of subordinate unit logistics status and anticipate future requirements.
LOGISTICS PACKAGE RESUPPLY

4-16. The most efficient resupply of dispersed units is accomplished by logistics packages (LOGPACs). The
support platoon organizes LOGPACs based on S-4 guidance. A habitual LOGPAC organization facilitates
synchronization and allows direct coordination by the supply sergeant as necessary. LOGPACs normally
consist of—
 A supply truck that is controlled by the food service sergeant. The supply truck contains Class I
rations for the unit (normally for the next 24-hour period), other supplies as needed, and the unit
water trailer.
 A petroleum, oils, and lubricants truck that brings bulk fuel. Packaged petroleum, oils, and
lubricants products are transported on cargo trucks.
4-4 ATP 3-90.61 17 August 2015

Sustainment
 Additional trucks, as necessary, to carry other supplies or replacement Soldiers.

 Force protection escort vehicles.
SUPPLY WITHIN THE BRIGADE SPECIAL TROOPS BATTALION

4-17. The BSTB S-4 is in charge of providing sustainment to the battalion, supervising the S-4 section, and
coordinating with companies and the BSB. Supplies are provided from the BCT distribution point (normally
within the brigade support area) to BSTB units. Classes of supply are usually brought forward from the BSB
as part of a LOGPAC or as major end items that accompany BSTB Soldiers who bring LOGPACs forward.
The classes of supply within the BSTB include—
 Class I. Subsistence items are issued based on unit daily strength reports. Rations are broken down
into daily BSTB lots at the distribution point and are picked up by the BSTB field feeding section
for incorporation into the LOGPAC.
Note. Water is provided to Soldiers in two forms: bottled (or packaged) and bulk. The primary
water source for individual Soldiers is bulk, potable water. The secondary source is bottled water
that is procured through regionally available contract sources.
 Class II and Class III (packaged). Company supply sergeants maintain the directed amount of
CBRN protective equipment. These supplies are provided by the BSB and are maintained as part
of the BCT authorized stock list. Vehicles also carry a small amount of commonly used packaged
petroleum products for immediate use. Loads are established in the unit SOP. Replenishments and
other necessary supplies are ordered from the BSB by company supply sergeants by using unit
level logistics systems. Maps are considered Class II supply and are also ordered by using unit
level logistics systems.
 Class III (bulk). The S-4 forecasts requirements for the BSTB based on the current or upcoming
mission. He uses available planning data and unit reports and applies operational experience to
create the forecast. The forecast is submitted through the BCT S-4 to the BSB support operations
officer. The BSB fuel and water support platoon transports fuel forward to the BSTB support
platoon.
 Class IV. BSTB units deploy with a limited amount of Class IV barrier material for the protection
of unit perimeters and key positions, such as CPs. Concertina wire is normally carried on most
vehicles within the BSTB. The engineer company in the BSTB of the IBCT also carries a limited
amount of Class IV supplies.
 Class V. The BSTB S-4 determines ammunition resupply requirements based on information that
is provided in the logistics situation report from companies and guidance received from the BSTB
commander and the S-3. If established, there is an emergency resupply of Class V supplies in the
battalion trains or at another designated location. Sustainment loads are requested and coordinated
with the servicing sustainment brigade.
 Class VI. BSTB Soldiers typically carry 30 days of personal comfort items when they deploy.
Health and comfort packs provide forward area troops with the everyday necessities that are
required when other sources are unavailable.
 Class VII. Equipment that is not issued before deployment may be issued in the theater of
operations. Additionally, BCT CPs and MI and network support companies may receive
nonstandard equipment while they are in-theater.
17 August 2015 ATP 3-90.61 4-5

Chapter 4
 Class VII (replacement). Replacement is based on the losses that are reported through command
channels to the BCT S-3 and S-4 per the unit SOP. This permits the commander to know the
maintenance status of subordinate commands and to direct the distribution of items to those units
that have the most critical need. Replacement Class VII equipment will be delivered to the brigade
support area and then transferred to the BSTB. Low-density, specialized equipment in BCT CPs
and MI and network support companies may require additional evaluation by DA civilians or
contractors before classifying it as a loss.
 Class VIII. The BSMC provides Class VIII resupply and medical equipment repair to the BSTB
medical support section. To prevent the unnecessary depletion of blankets, litters, splints, and
other equipment, MTFs exchange like medical property when it accompanies the patient.
 Class IX. Each company in the BSTB stocks and deploys with a prescribed load list of repair
parts. The prescribed load list is normally consolidated at the company level. The BSTB
maintenance section also has a prescribed load list of repair parts. The equipment records and parts
noncommissioned officer in the maintenance section of the BSTB HHC controls the distribution
and ordering of parts from the BSB. The equipment records and parts specialist in the maintenance
section of the MI company performs the same actions for intelligence and electronic warfare Class
IX supplies. The BSTB S-4 monitors the flow of company requisitions as directed by the BSB
support operations officer. Class IX repair parts distribution is prioritized based on the
commander’s priority of maintenance.
 Class X. If the BSTB is tasked to conduct civil-military operations, the BCT S-4 will provide
guidance on ordering nonmilitary material.
MAINTENANCE
4-18. Leaders ensure that vehicle crews and equipment operators perform preventive maintenance checks
and services. The BSTB maintenance section performs organizational maintenance. This section generally
dedicates a maintenance team where significant concentrations of BSTB equipment are located (such as at
the BCT main or tactical CP). The BSTB maintenance section should establish a maintenance collection
point in coordination with the BSTB S-4. The BSTB S-4 will coordinate with the BSB support operations
officer for the evacuation of equipment beyond this point.
4-19. The BSTB maintenance section provides field maintenance for organic and attached units. The field
maintenance company in the BCT provides or coordinates for maintenance support beyond the capability of
the BSTB. The BSTB evacuates nonoperational equipment to the brigade support area for repair. When
required, the BSB dispatches maintenance teams to perform on-site diagnosis, make minor adjustments, and
conduct repairs. The maintenance of low-density, specialized equipment that exceeds the capability of
maintenance sections in BSTB subordinate units may require evacuation to, and maintenance at, the brigade
support area. Other maintenance support factors include the following considerations:
 Battle damage assessment and repair are the first steps in returning disabled equipment to the
battle. Battle damage assessment is the act of inspecting battle damage to determine its extent,
classify the type of repair required, and establish the maintenance activity that is best suited to
accomplish the repair.
 The BSTB recovers its own and attached unit damaged equipment. If a vehicle is repairable, the
company recovers it to the maintenance collection point or the nearest MSR based on the SOP or
OPORD. When the decision is made to repair equipment at the brigade support area, recovery or
evacuation is normally used. If BSTB recovery assets are overloaded, recovery support can be
coordinated with the brigade support area to preclude excessive repair delays.
SERVICES
4-20. The source of sustenance for BSTB units depends on the type of command relationship that is dictated
in the OPORD or fragmentary order. Unless companies are attached, the BSTB provides them with food,
Class III supplies, and medical and personnel services. Each company has a supply sergeant and a supply
4-6 ATP 3-90.61 17 August 2015

Sustainment
truck with a trailer. The BSTB HHC has a support platoon that provides sustainment services to companies.
Sustainment services that are not provided directly from the BSTB (such as mortuary affairs) are provided
by the BSB. When the BSTB sustainment capability is exhausted, the BSB provides additional support.
4-21. Field services include food preparation, showers, mortuary affairs, and laundry services. Laundry
services are not normally available outside theater staging bases. Field services that are found at the BCT and
BSTB levels include—
 Food preparation. The BSTB field feeding section has two mobile kitchen trailers to prepare
meals for BSTB Soldiers. To support field kitchens, there are also two food sanitation centers,
allowing the field feeding section to provide support to BCT CPs that are not collocated with the
BSTB.
 Mortuary affairs. The mortuary affairs noncommissioned officer who is located in the BSB HHC
develops policies and procedures for the recovery, identification, and transport of deceased
personnel. He also coordinates mortuary affairs support. The recovery and identification of
deceased personnel are the responsibility of each company.
 Showers. Showers will usually be provided to the BCT by sustainment brigade units.
HUMAN RESOURCES SUPPORT

4-22. With the assistance of BCT staff sections, the BSTB S-1 provides personnel services; postal services;
strength management; administrative services; morale, welfare, and recreation support; and Red Cross
coordination.
4-23. The BSTB S-1 section provides critical personnel functions and services to Soldiers. The BSTB
S-1 establishes procedures to ensure that attachments and augmentations to the BSTB are accurately reported.
The S-1 also focuses on two critical wartime functions:
 Accounting and strength reporting. Personnel accounting is the system for recording by-name
data of Soldiers when they arrive at and depart from units.
 Casualty reporting. Personnel strength reporting is the numerical end product of the by-name
accounting process. Each company, the BSTB, and the BCT conduct strength reporting daily
through the use of a personnel status report per the unit SOP.
4-24. If units are attached to the BSTB, the BSTB provides—
 Medical and personnel accounting.
 Casualty management.
 Replacement management.
 Religious support.
 Postal services.
 Legal support.
 Other human resources support.
ARMY HEALTH SYSTEMS SUPPORT

4-25. The Army uses roles of care within the Army health system. Role 1 care starts within the forward units
with buddy aid combat lifesavers. Role 4 care includes treatment in continental United States-based military
hospitals. This echeloned care is supported by the functional areas of the Army health system.
17 August 2015 ATP 3-90.61 4-7

Chapter 4
MEDICAL SUPPORT
4-26. The BSTB is assigned an aid station that provides Level I force health protection capabilities, including
first aid, advanced first aid, and medical treatment. Components of medical support within the BSB include—
 Buddy aid and combat lifesavers. Self-aid and buddy aid are crucial in the provision of first aid.
They may be able to save a life, prevent permanent disability, or reduce long periods of
hospitalization. Combat lifesavers receive additional training above the basic first aid level and
provide enhanced first aid to battlefield casualties before the arrival of a combat medic. Each
squad, crew, or equivalent-size deployable unit will have at least one Soldier who is trained and
certified as a combat lifesaver. BSTB companies should have one Soldier who is qualified as a
combat lifesaver at every location at which they plan to position Soldiers.
 BSTB medical support section. The medical support section is the focal point of Army health
systems support for the BSTB and is organized to support the BSTB and BCT CPs. The section
provides Role 1 medical care that includes preventive medicine; tactical combat casualty care and
emergency medical treatment for wounds, injuries, or illnesses; advanced trauma management;
and sick call services. Role 1 medical care also includes casualty collection and medevac from the
supported companies to the battalion aid station. The medical support section locates where it can
best support the BSTB and provide Class VIII resupply to combat lifesaver personnel.
 BSTB medical support section physician’s assistant. The physician assistant serves as the chief
of the medical support section and advises the BSTB commander on the overall health of the
command and medical staff. The physician assistant also assists the BSTB S-1 and S-4 with
developing the BSTB Army health services system. (See ATP 4-02.3 for additional information.)
 BSTB S-4. The S-4 assists the medical support section in medical and casualty evacuation.
Medevac may be made by air or ground assets that are medically equipped and manned by
medically trained personnel. Medevac responsibility does not end until patients are transported to
the appropriate role of care. Casualty evacuation may be accomplished with nonmedical ground
or air assets. The use of medical personnel is highly recommended but may not be possible. (See
ATP 4-02.2 for additional information.)
 BSMC medical company. Medevac beyond the BSTB medical support section is the
responsibility of the BSMC. Patients are medically evacuated no further than their condition
requires.
 Deployment readiness criteria. Battalion health care providers monitor the health and hygiene
of the battalion. They also treat and evacuate casualties who require more definitive care. The
physician’s assistant assists the commander to ensure that assigned and attached battalion
personnel meet deployment readiness criteria.
 Preventive medicine. The BSMC provides the BCT preventive medicine section. The preventive
medicine section has a two-person team to assist unit commanders and the BSTB medical support
section by performing sanitary inspections of food services, field sites, latrines, bathing facilities,
and other activities. They coordinate and oversee medical surveillance, including the early
recognition of potential epidemics or biological warfare agent employment. They also monitor
field water supplies, including sample collection for potential contamination.
 Hygiene support. The medical support section provides supervision of BSTB field sanitation and
hygiene measures. The rules of hygiene should be established in deployed locations according to
unit SOPs and be observed daily to prevent the spread of disease. The section ensures that
immunizations are current, Soldiers understand the importance of changing (and washing)
undergarments daily, and water sources are approved and tested. It also oversees the field
sanitation management that prevents the spread of debilitating disease and provides oversight in
the conduct of clothing inspections that assist in the prevention of cold- and hot-weather injuries.
 Combat and operational stress control. Combat and operational stress control focus on the force
health protection aspects of the identification, treatment, and prevention of negative combat and
operational stress reactions. Particular attention is given to the rapid identification and provision
of the rapid treatment of combat and operational stress reactions. These preventive medicine
capabilities are essential to enhancing Soldier survivability across the spectrum of battlefield
4-8 ATP 3-90.61 17 August 2015

Sustainment
contingencies. By making continual health hazard assessment a priority, disease and injury can be
minimized. The BSMC also provides a mental health section that is staffed with behavioral science
officers and behavioral health specialists. The BSTB chaplain assists with combat and operational
stress control services by helping unit commanders identify Soldiers who are stressed.
MEDEVAC
4-27. The key to a successful Army health system support plan is medevac. The S-1 and S-4 work with the
physician’s assistant to develop the medevac plan. This plan addresses medevac from BSTB units by using
medical support section ambulances and other medevac enablers. It also addresses the use of nonstandard
casualty evacuation vehicles for evacuating mass casualties. When required, internal vehicles for mass
casualties are identified and positioned forward. Generally, the BSTB S-4 coordinates with the BCT S-4 for
ambulance exchange points and posts them to the support graphics in FBCB2. Assisted by the medical
support section leader, the S-4 coordinates for additional ground ambulance support from the BSMC. The S-
4 tracks active and inactive ambulance exchange points and disseminates that information to BCT CPs and
companies.
SUPPORT AREAS
4-28. A support area is a designated area in which sustainment elements, some staff elements, and other
elements locate to support a unit. Types of support areas include—
 Company trains.
 Battalion trains.
 Brigade support areas.
4-29. Trains are a unit grouping of personnel, vehicles, and equipment that provides sustainment. They are
the basic tactical sustainment organizations. The BSTB may use the trains concept to array subordinate
sustainment elements. The BSTB trains are usually under the control of the S-4 with assistance of the S-1.
4-30. The composition and location of the trains vary depending on the number of units that are attached to
or are augmenting the BSTB and on the relative location of BSTB and BSB CPs. Battalion trains can be
employed in two basic configurations:
 Unit trains. Unit trains at the battalion level are appropriate when the battalion is consolidated
during reconstitution and major movements.
 Echeloned trains. Echeloned trains can be organized into company trains, battalion combat trains,
maintenance collection point, battalion aid station, or battalion field trains.
COMPANY TRAINS
4-31. Company trains provide sustainment for a company during combat. They usually include the first
sergeant, medical aid and evacuation teams, a supply sergeant, and an armorer. The support platoon provides
a field maintenance team with capabilities for maintenance, recovery, and limited combat spares. The first
sergeant usually directs the movement and employment of the company trains although the company
commander may assign this responsibility to the company XO.
BATTALION TRAINS
4-32. Battalion trains consist of combat trains and field trains. As they apply to the BSTB, field trains are
usually not appropriate due to the proximity of the BSTB to the brigade support area. If trains are established,
the S-4 is usually located with the combat trains while its representatives and representatives of the S-1 are
located at the field trains. Based on METT-TC, the BSTB can establish combat trains at the battalion main
CP, the brigade support area, or another designated location. Combat trains normally consist of support
platoon sections, such as maintenance, medical, and Class III sections. The maintenance collection point
should be positioned where recovery vehicles have access or where major, time-consuming maintenance is
performed.
17 August 2015 ATP 3-90.61 4-9

Chapter 4
COMMAND POSTS
4-33. The commander may choose to create a combat trains CP or a field trains CP as a headquarters for
administrative and logistics support. The S-4 is usually the officer in charge of the combat trains CP. If
constituted, the field trains CP could be led by the BSTB HHC commander. These CPs may be organized to
accomplish specific logistics tasks. A combat trains CP may be required—
 When units are directed to act as part of a BSB forward logistics element.
 During reception, staging, onward movement, and integration.
4-34. A field trains CP may be required—

 During periods of supply or resupply of major end items.
 When sustainment elements of the battalion are no longer completely mobile.
4-10 ATP 3-90.61 17 August 2015

Glossary
The glossary lists acronyms and terms with Army or joint definitions.
SECTION I – ACRONYMS AND ABBREVIATIONS

AA assembly area
ABCT armored brigade combat team
ADP Army doctrine publication
ADRP Army doctrine reference publication
AO area of operations
AR Army regulation
ATP Army techniques publication
attn attention
ATTP Army tactics, techniques, and procedures
BCOC base cluster operations center
BCT brigade combat team
BDF base defense force
BDOC base defense operations center
BSB brigade support battalion
BSMC brigade support medical company
BSTB brigade special troops battalion
CBRN chemical, biological, radiological, and nuclear
CCIR commander’s critical information requirement
COP common operational picture
CP command post
DA Department of the Army
DC District of Columbia
DSCA defense support of civil authorities
EOD explosive ordnance disposal
EPLRS Enhanced Position Location and Reporting System
FBCB2 Force XXI Battle Command–Brigade and Below
FM field manual
FSC forward support company
HCT human intelligence collection team
HHC headquarters and headquarters company
HUMINT human intelligence
IBCT infantry brigade combat team
JP joint publication
LOGPAC logistics package
17 August 2015 ATP 3-90.61 Glossary-1

Glossary
METT-TC mission, enemy, terrain and weather, troops and support available, time
available, and civil considerations
MI military intelligence
MO Missouri
MSCoE Maneuver Support Center of Excellence
MSR main supply route
MTF medical treatment facility
No. number
OPORD operation order
ROE rules of engagement
S-1 personnel staff officer
S-2 intelligence staff officer
S2X human intelligence officer
S-3 operations staff officer
S-4 logistics staff officer
S-6 command, control, communications, and computer operations staff officer
S-9 civil affairs operations staff officer
SH student handout
SIGINT signals intelligence
SOP standard operating procedure
SPIRIT special-purpose, integrated, remote intelligence terminal
TCF tactical combat force
UAS unmanned aircraft system
UMT unit ministry team
U.S. United States
WARNORD warning order
XO executive officer
SECTION II – TERMS
None.
Glossary-2 ATP 3-90.61 17 August 2015

References
REQUIRED PUBLICATIONS
These documents must be available to the intended users of this publication.
ADRP 1-02. Terms and Military Symbols. 2 February 2015.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 8 November 2010.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
ARMY
Most Army publications are available online at <www.apd.army.mil>.
ADRP 3-07. Stability. 31 August 2012.
ADRP 5-0. The Operations Process. 17 May 2012.
ATP 1-0.1. G-1/AG and S-1 Operations. 23 March 2015.
ATP 4-02.2. Medical Evacuation. 12 August 2014.
ATP 4-02.3. Army Health System Support to Maneuver Forces. 9 June 2014.
ATP 4-16. Movement Control. 5 April 2013.
ATP 5-19. Risk Management. 14 April 2014.
ATTP 3-90.4. Combined Arms Mobility Operations. 10 August 2011.
FM 3-34. Engineer Operations. 2 April 2014.
FM 3-90.6. Brigade Combat Team. 14 September 2010.
FM 3-90-1. Offense and Defense Volume 1. 22 March 2013.
FM 27-10. The Law of Land Warfare. 18 July 1956.
PRESCRIBED FORMS
None.
REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate Web site at
<www.apd.army.mil>.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
OTHER PUBLICATIONS
SH 21-76. Ranger Handbook. February 2011.
<http://www.benning.army.mil/infantry/RTB/content/PDF/2011%20RHB%20Final%20Revis
ed%2002-11-2011.pdf>, accessed on 20 July 2015.
WEB SITES
Army Knowledge Online, Doctrine and Training Publications Web site,
<https://armypubs.us.army.mil/doctrine/index.html>, accessed on 15 May 2015.
Army Publishing Directorate, Army Publishing Updates Web site,
<http://www.apd.army.mil/AdminPubs/new_subscribe.asp>, accessed on 15 May 2015.
17 August 2015 ATP 3-90.61 References-1

References
RECOMMENDED READINGS
ADP 1. The Army. 17 September 2012.
ADP 5-0. The Operations Process. 17 May 2012.
ADRP 1. The Army Profession. 14 June 2015.
ADRP 2-0. Intelligence. 31 August 2012.
AR 190-8. Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees.
1 October 1997.
AR 350-1. Army Training and Leader Development. 19 August 2014.
ATP 2-01. Plan Requirements and Assess Collection. 19 August 2014.
ATP 3-34.22. Engineer Operations–Brigade Combat Team and Below. 5 December 2014.
FM 2-0. Intelligence Operations. 15 April 2014.
FM 3-07. Stability. 2 June 2014.
FM 3-11. Multi-Service Doctrine for Chemical, Biological, Radiological, and Nuclear Operations.
1 July 2011.
FM 3-21.8. The Infantry Rifle Platoon and Squad. 28 March 2007.
FM 3-63. Detainee Operations. 28 April 2014.
FM 4-02. Army Health System. 26 August 2013.
References-2 ATP 3-90.61 17 August 2015

Index
Entries are by page number.
A D military police combat support

company, 1-12
assembly area, 3-22 deployment, 3-26, 3-27, 4-8
military police company, 1-2, 1-12
B detainee operations, 1-6, 2-3, 2-5
N
base cluster defense, 3-1, 3-2, 3-5 E
network support company, 1-1, 1-
battalion trains, 4-5, 4-9 engineer support, 1-11, 1-12, 3-13 9, 1-10
brigade special troops battalion explosive ordnance disposal
company supply, 4-1, 4-3, 4-5 company, 1-2, 1-13 S
brigade special troops battalion S-1, 1-3, 4-2, 4-3
maintenance section, 4-6, 4-9
F
S-2, 1-3, 1-4, 1-9, 2-3
brigade special troops battalion field feeding section, 1-2, 1-8
S-3, 1-1, 1-3, 1-4
operations, 4-4, 4-5, 4-6 forward support companies, 1-4
S-4, 1-2, 1-3, 1-5
brigade support battalion, 1-1, 1- I S-6, 1-3, 1-4, 1-5
10, 3-2, 4-4
intelligence, surveillance, and supply, 1-5
C reconnaissance section, 1-8
support area defense, 3-3
chemical, biological, radiological, M support area operations, 3-9
and nuclear reconnaissance
platoon, 1-2, 1-7 maintenance section, 4-6 support area security, 3-5
civil affairs company, 1-2, 1-13, 3- medical support section, 1-7, 3-8 sustainment, 4-1
27 military intelligence, 1-1, 1-8, 2-3
U
communications-electronics, 1-10 unit ministry team, 1-6
17 August 2015 ATP 3-90.61 Index-1

ATP 3-90.61
17 August 2015
By order of the Secretary of the Army:
MARK A. MILLEY
General, United States Army
Chief of Staff
Official:
GERALD B. O’KEEFE
Administrative Assistant to the
Secretary of the Army
1521003
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ATP 3-90.61 - Brigade Special Troops Battalion (2015)

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*ATP 3-90.

Brigade Special Troops Battalion

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

*This publication supersedes FM 3-90.61, 22 December 2006.

Headquarters, Department of the Army

Army Techniques Publication Headquarters

Brigade Special Troops Battalion

Distribution Restriction: Approved for public release; distribution is unlimited.

Reaction to Contact........................................................................................... 3-22

ii ATP 3-90.61 17 August 2015

17 August 2015 ATP 3-90.61 iii

iv ATP 3-90.61 17 August 2015

ORGANIZATION AND CAPABILITIES

17 August 2015 ATP 3-90.61 1-1

BRIGADE COMBAT TEAM HEADQUARTERS AND HEADQUARTERS COMPANY

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BRIGADE SPECIAL TROOPS BATTALION HEADQUARTERS AND HEADQUARTERS COMPANY

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Fire Support Team

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Chemical, Biological, Radiological, and Nuclear Noncommissioned Officer

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 Planning and coordinating network terminals.

Unit Ministry Team

Military Police Platoon

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 Military police intelligence.

Chemical, Biological, Radiological, and Nuclear Reconnaissance Platoon

Medical Support Section

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Field Feeding Section

MILITARY INTELLIGENCE COMPANY

Information Collection Platoon

Intelligence and Electronic Warfare Systems Integration (Maintenance) Section

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Unmanned Aircraft System Platoon

Air Force Weather Team

SIGNAL NETWORK SUPPORT COMPANY

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Headquarters and Network Support Platoon

Network Operations Section

Command Post Support Team

Communications-Electronics Maintenance Support Team

Network Extension Platoons

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17 August 2015 ATP 3-90.61 1-11

COMBAT ENGINEER PLATOON

ENGINEER SUPPORT PLATOON

MILITARY POLICE COMBAT SUPPORT COMPANY

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CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR COMPANY (HAZARD RESPONSE)

CIVIL AFFAIRS COMPANY

EXPLOSIVE ORDNANCE DISPOSAL COMPANY

MILITARY INFORMATION SUPPORT OPERATIONS DETACHMENT

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COMMAND AND SUPPORT RELATIONSHIPS

17 August 2015 ATP 3-90.61 2-1

MISSION PLANNING, PREPARATION, AND EXECUTION

BRIGADE COMBAT TEAM AND BRIGADE SPECIAL TROOPS BATTALION PLANNING

2-2 ATP 3-90.61 17 August 2015