• Military Menu                       

• Introduction
• Systems
• Facilities
• Agencies
• Industry
• Operations
• Countries
• Hot Documents
• News
• Reports
• Policy
• Budget
• Congress
• Links

• WMD
• Intelligence
• Homeland Security
• Space

a. Commander. The utility and cargo helicopter commander is responsible for the overall success of unit operations. He receives missions from higher headquarters, decides how his assets are to be employed, and directs the execution of operational plans. The commander must position himself during planning and execution in a location that will ensure success of the mission. At times, the commander of the utility and cargo unit may conduct liaison functions, ensuring that his assets are being used to their maximum capabilities by the supported unit. During mission execution the commander must position himself to provide command, control, and support to his committed assets to ensure their success. The commander maintains control and directs actions by--

• Issuing specific orders.
• Issuing guidance and commander's intent to the staff that directs their planning efforts.
• Developing an estimate based on METT-T.
• Allocating available resources to accomplish tasks.
• Establishing SOPs to ensure personnel accomplish routine tasks and operations.
• Applying risk management to protect his force from unnecessary risk.

b. Staff. Through the staff, the unit commander must monitor the continuous flow of information, make timely decisions, and issue clear, concise orders. The primary functions of the staff are to--

• Provide the commander with the essential information he needs to make the best decision.
• Provide the subordinate units the information and resources they need to successfully execute their assigned missions.

The staff must have the latitude and flexibility to make recommendations or decisions when appropriate in response to rapidly changing situations on the battlefield. The staff must also deal with routine matters associated with running the battalion, to allow the commander to focus on the critical decisions to be made. FM 101-5 describes the general duties and responsibilities of staff officers. Additional, specific responsibilities of utility and cargo unit staffs are listed below:

(1) Executive officer. The XO is the principal assistant to the commander and has the responsibility of directing the staff. The XO may assume command in the absence of the commander. The duties and responsibilities of the XO should be clearly defined by the battalion commander. The duties the commander may assign the XO may include any or all of the following:

(a) Staff supervisor. As the staff supervisor, the XO is responsible for directing the staff, monitoring the execution of staff tasks, and coordinating the staff's efforts. The XO is responsible for monitoring the staff planning process, keeping the staff on the timeline, and ensuring staff planning remains focused on the commander's intent.

(b) Tactical operations center supervisor. The XO may be responsible for the operations of the TOC. This allows the XO to keep abreast of the current situation, keep the TOC focused, and ensure that planning for future operations is ongoing while the commander controls the current fight.

(c) Logistics manager. The XO may be responsible for managing, planning, and synchronizing the logistics and maintenance effort of the battalion. The commander may designate the S3 to supervise and control TOC operations while the XO ensures that all logistics functions are in place and synchronized with current battalion combat operations.

(d) Administrative/logistics operations center supervisor. The XO may be designated as the supervisor of the ALOC (the aviation CSS CP that is part of the main CP). This allows the XO to keep the S1 and S4 focused on the logistics systems and to ensure that combat plans and logistics are synchronized. By locating in the ALOC the XO will be able to anticipate logistics shortfalls and develop solutions before they affect current battalion operations.

(2) S1. The S1 operates from either the TOC or the ALOC. He is responsible for all matters and issues relating to personnel in the battalion. The S1--

• Monitors personnel accountability and strength reporting.
• Processes replacements and develops procedures for integrating combat replacements into the unit.
• Ensures casualties are reported timely and accurately.
• Monitors media operations.
• Administers the unit POW program.
• Plans health service support for the unit, coordinating with medical assets for required support and planning the casualty evacuation of unit soldiers in support of unit operations.
• Monitors unit strength and estimates personnel losses.
• Coordinates religious, legal, finance, and public affairs services.

(3) S2. The S2 normally remains at the TOC where communication assets are available for coordinating surveillance and reconnaissance activities and updating the current situation. The S2--

• Conducts IPB.
• Provides weather information and analysis of the effects of weather on the mission.
• Develops and refines SITEMPs.
• Develops an assessment of environmentally sensitive areas within the AOs for depiction on SITEMPs.
• Assists the S3 in developing target lists based upon the current enemy situation.
• Prepares an analysis of the AOs and the area of interest.
• Prepares intelligence and counterintelligence estimates.
• Informs the commander on enemy capabilities and the enemy's ability to effect the unit's mission.
• Develops the R&S plan with the S3.
• Develops the IPB and PIR.
• Tracks the enemy situation and forecasts enemy intentions.
• Develops an event template and DST for the AA, which results in decision points necessary for planning and executing AA displacement.

(4) S3. The operations officer coordinates and plans the combat operations of the unit. He monitors current and future operations, ensuring essential combat assets are provided when and where required, and anticipates developing situations and missions. The S3 and his staff section must be constantly aware of the changing situation. They must be fully aware of the combat capability of the unit and advise the commander of the ability of the unit to meet all assigned missions. The S3 must coordinate closely with all staff sections, ensuring the staff is synchronized to fully support current and future operations. The S3 section must be able to conduct current operations while looking ahead and planning future operations. If the commander employs a TAC, the S3 will collocate with the TAC to execute current operations. Like the commander, the S3 may fill the role of an LNO when the unit's assets are task organized under another headquarters. This way, the S3 can ensure that the assets are employed within their maximum capabilities. The S3--

• Maintains current combat power of the unit.
• Integrates fire support into unit operations.
• Prepares plans and orders.
• Establishes communications priorities.
• Coordinates and controls civil-military operations.
• Coordinates airspace and conducts airspace management.
• Requests airspace control measures, if required.
• Selects the locations of CPs (TOC, TAC).
• Monitors and controls the TAC CP.
• Coordinates and integrates force protection activities, to include the development, implementation, and evaluation of risk control measures using the risk management process.

(5) S4. The S4 operates from either the TOC or the ALOC. He must thoroughly understand the commander's intent and initiate timely actions to support that intent. The S4 must monitor the tactical situation to provide timely logistics support. He must be integrated into the operational planning to fully synchronize logistics with the combat plans and orders. The S4 keeps the commander informed on all matters regarding logistics. The S4--

• Prepares logistics estimates.
• Tracks the status of MSRs and requests alternate MSRs, if required.
• Tracks current unit status of supplies and maintenance.
• Plans and controls movements.
• Plans for supply and maintenance requirements.
• Plans for transportation requirements and requests additional assets if the transportation ability of the unit is exceeded.
• Requests, receives, stores and distributes supplies.
• Establishes CSS and maintenance support priorities according to the commander's guidance.
• Determines the requirements for civilian labor and logistics support.
• Collects and disposes of excess property, salvage, and captured material.
• Collects and prepares hazardous wastes for shipment to a treatment, storage, and disposal facility.
• Collects and ships all hazardous materials and hazardous wastes according to applicable environmental and shipping regulations.
• Conducts a CSS rehearsal, synchronizing all CSS elements with current unit operations.

(6) Command sergeant major. The CSM is the senior NCO in the battalion. He acts in the name of the commander when dealing with the other NCOs in the battalion and is the commander's primary advisor concerning enlisted soldiers. He is not an administrator, but must understand the administrative, logistics, and operational requirements of the battalion. He is the most experienced soldier in the battalion and keeps his finger on the pulse of the command. He focuses his attention on any function critical to the success of the operation. To accomplish this task, the CSM must be mobile. He must be able to move where the commander needs him the most. The CSM assists the commander by--

• Training company first sergeants.
• Monitoring NCO development, assignments, and promotions within the battalion.
• Monitoring the level of proficiency of training and the morale of subordinate soldiers.
• Providing recommendations and expediting the procurement and preparation of replacements.
• Monitoring logistics functions in the battalion.
• Assisting in controlling battalion movement.
• Leading the battalion reconnaissance or quartering party during AA occupation.

(7) Special staff officers. Special Staff Officers assist the battalion commander in professional, technical, and other functional areas. In utility and cargo helicopter units, the special staff may include--

• S3 (Air).
• A²C² personnel.
• Communications-electronics officer.
• CHEMO.
• Safety Officer.
• Chaplain.
• Flight surgeon.
• FSO.
• ALO.
• ADA officer.
• Battalion SIP.
• Battalion TOO.
• Aviation LNO.

The command relationships of the utility and cargo helicopter unit are organic, assigned, attached, OPCON, and TACON. Utility and cargo helicopter assets can expect to be employed on the battlefield in all of these command relationships. Specific definitions and missions are listed below.

a. Organic. Organic assets are "assigned to and forming an essential part of a military organization. Organic assets are those listed in the unit's MTOE." Utility and cargo helicopters are in this command relationship when conducting missions in support of their own unit.

b. Assigned. Assigned is "to place units or personnel in an organization where such placement is relatively permanent, and/or where such organization controls or administers the unit or personnel for the primary functions of the unit." As in organic, utility and cargo helicopters will have this relationship when C² is exercised by their parent headquarters.

c. Attached. Attached is the "placement of units or personnel in an organization where such placement is relatively temporary. The commander of the unit that receives the attachment is responsible for the sustainment and logistics support that is beyond the capability of the attached unit." An example of this relationship is a cargo helicopter platoon being attached to a division for the duration of an operation. Another example is when utility helicopters are attached to an AHB to form an aviation task force. Aircraft participating in SASO may also be attached to another headquarters.

d. Operational Control. OPCON is a "command relationship that gives a commander the authority over subordinate forces to organize and employ the assets, designate objectives, assign tasks, and give direction regarding accomplishment of the mission. The commander exercising OPCON authority has no responsibility for logistics sustainment of the supporting unit." Utility and cargo helicopters will be under the OPCON of the AATFC during the conduct of an air assault operation.

e. Tactical Control. TACON is a "command relationship that gives a commander authority over assigned or attached forces or commands, or military capability or forces made available for tasking, that is limited to the detailed, and, usually, local direction and control of movements or maneuvers necessary to accomplish missions or tasks assigned." Utility and cargo helicopter units may be TACON during the conduct of SASO operations, particularly when working for a nonmilitary agency. An example of this is when SAC is under the TACON of the DEA for counter-drug operations, and when a heavy helicopter platoon is under the TACON of the U.S. Forest Service for a forest fire mission.

The support relationships of the utility and cargo helicopter unit are DS and GS. Utility and cargo helicopter assets can expect to be employed in the DS and GS role. Specific definitions and missions are listed below.

a. Direct Support. DS is a "mission requiring a force to support another specific force and authorizing it to answer directly to the supported force's request for assistance." Utility and cargo helicopters will often be placed in a DS role for the conduct of air movement operations, particularly in the conduct of a logistics movement. When operating in a DS role, the missions can be coordinated directly between the aviation unit and the supported unit.

b. General Support. GS is the "support that is given to the supported force as a whole and not to any particular subdivision thereof." Utility and cargo helicopters assigned at EAC and corps levels may be placed in GS to several units within the theater or corps. These units will receive missions from their parent headquarters based upon support priorities established by theater and corps commanders. When operating in a GS role, the supported unit must request aviation support from the appropriate headquarters (division G-3 for divisional aviation assets, corps G-3 for corps aviation assets).

The military decision making process is discussed in-depth in FM 101-5. This section is designed to provide utility and cargo commanders and staffs with guidance on decision making for their particular unit. Often, utility and cargo units do not have the time to complete a detailed deliberate decision making process. However, it is critical that utility and cargo commanders and staffs conduct the decision making process. Even if time does not permit a full deliberate process, an abbreviated process is essential for mission success.

a. Abbreviated Decision Making. The focus of any decision making is to quickly develop a flexible plan that increases the likelihood of mission success with the fewest casualties possible. While difficult to do in an abbreviated manner, all staffs must be capable of producing a sound plan in a short time. Anticipation, coordination, and preparation are the keys to success in a time constrained environment. There are three primary techniques to save time in the decision making process.

(1) Increase the commander's involvement, allowing him to make decisions during the planning process without waiting for detailed briefings.

(2) The commander must become more directive in his guidance and limit options. This focuses the staff on the things the commander feels are most important.

(3) The commander must limit the number of COAs that are developed. In extreme cases, he may direct that one course of action be developed. In a time constrained environment, the importance of WARNORDs increases as available time decreases. Subordinate units must have information to allow them to conduct parallel planning.

b. Mission Analysis. Mission analysis is the first major step in the tactical decision making process and, for the utility and cargo commander and staff, is the critical step in successful mission accomplishment. Often the utility and cargo unit will be tasked to support different missions and units. The commander and staff must make a careful analysis of their mission to ensure they can meet all assigned missions with available assets. Mission analysis consists of command and staff actions related to--

• Gathering facts.

• Making assumptions.

• Analyzing higher mission and intent.

• Developing specified and implied tasks from orders, guidance, and habitual relationships.

• Determining essential tasks.

• Determining limitations and availability of assets.

• Developing a list of all important information needed (RFIs) from higher headquarters and submit the list to the higher headquarters.

• Identifying force protection hazards.

Once these factors are analyzed the commander can approve a restated mission for the unit.

c. Development of a Concept of Support. For utility and cargo units that will conduct numerous CSS missions where the unit's aircraft are task organized to another headquarters (OPCON, DS, or GS), the mission analysis should be further developed into a concept of support for their unit. The commander and staff must assess the status of the unit (maintenance, crew cycle) and match that against the current mission load of the unit. Based on this assessment, the staff determines the best method to employ the unit aircraft to accomplish all assigned missions. Once the support concept is developed and approved by the commander, the staff develops orders for subordinate units. This process may prove to be most successful for the GSAB, CSAB, CAB, and heavy helicopter battalion.

d. Developing Courses of Action. To develop COAs the staff must focus on key information necessary to make decisions. An essential element in COA development for utility and cargo units is that the course developed must support another unit's scheme of maneuver and purpose. The COA developed by the aviation unit must allow the supported unit commander to achieve his purpose. The COA developed must be done in conjunction with the supported unit to ensure that the two plans are mutually supporting. Focusing on the supported unit's mission and scheme of maneuver during COA development allows the staff to remain focused and will most likely limit the number of COAs developed, thus saving time, which is most often limited. COA development includes the following elements:

• Analysis of assets available (maintenance, crew cycles, crew experience).

• Develop a scheme of maneuver.

• Determine C² means and minimum required control measures.

• Develop a COA statement and sketch.

e. Course of Action Analysis and Comparison. Staff analysis identifies the best COA for recommendation to the commander. Analysis begins when the S3 briefs the staff about each COA. An analysis of each COA is accomplished by each staff section to determine if any are unfeasible. During the analysis, information identified by any staff member that might affect another staff section's analysis must be shared. If a COA is deemed inadequate, the staff must modify the COA to make it feasible or eliminate it. Once a COA is determined to be feasible, it is compared with other feasible COAs. The results of this comparison are briefed to the commander who decides which COA will be developed into the order.

f. Decision Making Process Planning Considerations. The commander and staff must always keep in mind the following considerations when developing the orders for the utility and cargo helicopter unit:

(1) Staff integration. All staff members play a critical role in the development of plans and orders. The XO must ensure that each staff section is integrated into the planning process so that all battalion elements can be synchronized.

(2) Time management. Planning for utility and cargo helicopter missions requires detailed coordination with external units. When supporting other units, often information received initially is incomplete. The staff must work diligently to gather all facts regarding missions in a timely manner. The XO must ensure the staff remains on a strict timeline, and that orders are produced in a timely manner, providing the subordinate units with maximum planning time.

(3) Warning orders. WARNORDs may be written or verbal, but they must occur to ensure that as information flows into the battalion, the companies are updated with all the latest mission data. In utility and cargo helicopter operations, all of the information may not be available at one time, so effective WARNORDs by the staff are critical to the success of the unit's missions.

a. Main Command Post. The main CP includes all soldiers, equipment, and facilities employed to C² the battalion. The TOC is the operations cell within the main CP. Additionally, the commander may establish an ALOC within the main CP, or these functions may be controlled from the TOC. The battalion TOC is the control, coordination, and communications center for the utility and cargo helicopter battalion. The TOC is located in or near the battalion AA and is composed of the S2, S3, and special staff sections. TOC operations are supervised by the XO or S3, as designated by the commander. TOC operations are critical to the success of the unit. Therefore, personnel access to the TOC must be kept to a minimum to avoid confusion.

(1) Tactical operations center functions. The TOC monitors and assists in C² by maintaining contact and coordinating with higher, adjacent, and supported units. The TOC continuously updates friendly and enemy situations, keeping up to date information on the locations of known enemy and friendly units on the battlefield. The TOC plans and coordinates future missions for the battalion and tracks the status of current missions. It analyzes and disseminates information, maintains situation maps, maintains current status of the battalion's combat capability, and synchronizes the staff to ensure all battalion operations are fully supported.

(2) Tactical operations center operations. The primary considerations in positioning the TOC are communications, accessibility, and survivability. Personnel who operate in the TOC must be organized to maintain TOC functions and provide security on a continuous basis. Coordination between the S3 and S1/S4 must be continuous to ensure that CSS is factored into every mission. The security of the TOC is enhanced by its capability to rapidly displace. Displacements should be planned to ensure that the TOC is stationary during critical stages of the battle.

b. Tactical Command Post. When established by the commander, the TAC is the forward, decision making node of the battalion. It usually is minimally staffed and contains only the minimum essential equipment to conduct effective C². The TAC does not plan for future operations, but focuses on effective C² of current combat operations. It may be established on the ground, or it may be airborne in a C² aircraft. The TAC CP should be located in an area where the commander can execute C² over his units. For utility and cargo missions supporting different headquarters simultaneously, the commander must decide where the critical location is on the battlefield and position the TAC to support what he considers his priority mission.

c. Administrative/Logistics Operations Center. The ALOC is the CSS center for the battalion and is located within the main CP. The S1 and S4 operate the ALOC. The S4 is responsible for the operation of the ALOC. Besides being the CSS center for the battalion, it may also function as an alternate CP should the TOC or TAC be compromised. The XO must also take responsibility for supervising the activities of the ALOC. The primary function of the ALOC is to plan and coordinate the CSS for the battalion and to track the current status of CSS assets in the battalion. The S1 and S4 must constantly interface with the other staff sections to ensure CSS is integrated into all battalion operations. The ALOC must maintain a current status of the maintenance posture for the unit, both ground and air. As an alternate CP, the ALOC must keep up to date on the current status of combat operations in the battalion. It should maintain maps depicting the current combat operations. Additionally, the ALOC maintains a map showing the current MSRs.

a. Radio Nets. Successful employment of utility and cargo helicopter battalions depends upon their ability to communicate with all echelons. The primary means of tactical communications within the battalion is FM-secure radio. The use of UHF and VHF nets by battalion aircraft helps reduce the load on the FM nets. These radios are primarily used by companies to control combat operations. The battalion commander normally conducts C² functions within the battalion on the FM-secure net. The utility and cargo battalion must maintain MSE communications as well. During the planning process, coordination with the supported unit is essential, and may often be outside the range of FM communications. When emplacing the TOC, the commander must consider the location in relation to the MSE coverage plan, to ensure he can effectively command the unit and coordinate for future operations. Figures 2-1 and 2-2 show example radio nets for a utility and cargo battalion.

Legend: See the glossary for acronyms and abbreviations.

Legend: See the glossary for acronyms and abbreviations.

b. Wire. Though its wire laying capability is limited, the utility and cargo battalion has the assets to establish wire communications in the AA. The wire network links the TOC with the companies and the ALOC. Figure 2-3 shows a battalion wire net.

Legend: See the glossary for acronyms and abbreviations.

c. Aviation Mission Planning System.

(1) The AMPS is an automated aviation mission planning/synchronization tool designed specifically for the aviation commander. There are two levels of AMPS--brigade/ battalion and company. Each level provides the capacity to plan and synchronize aviation operations.

• Brigade/battalion AMPS. Hosted on the CHSII platform, consisting of a TCU with 128 MB of RAM, a 4.2 GB removable hard disk drive, a CD-ROM drive, a 1.3 GB magneto optical drive, a 19-inch color monitor and a character graphics computer.
• Company AMPS. Hosted on the CHSII platform or LCU. All components of the company AMPS are the same as the battalion/brigade AMPS.
All of the AMPS components have been ruggedized for field use. Additionally the AMPS has a 9600 baud modem. AMPS software allows two systems to transfer data files over telephone lines. Secure or nonsecure files may be transmitted. Some utility and cargo aircraft have data transfer receptacles and data cartridges for loading/downloading mission data in the aircraft.

(2) The functions of AMPS can be broken into 3 areas--tactical planning, mission management, and maintenance management functions.

(a) Tactical planning function. This function includes planning tasks normally performed at the brigade/battalion level, such as intelligence data processing, route planning, communications planning, navigation planning, and mission briefing/review.

(b) Mission management function. This function includes planning which occurs at company level. Planning at company level consists of aircraft weight and balance, aircraft performance planning, route planning and timing, crew endurance planning, and other flight planning.

(c) Maintenance management function. This function is provided primarily for the unit level maintenance functions. It will permit postmission downloading of aircraft data for maintenance personnel.

(3) AMPS data may be saved onto a DTC that is used to upload mission data to the host aircraft via the data transfer module. The data created at battalion level is given to the companies for detailed company and aircrew planning. There are six printed hard copy output products--weight and balance forms, strip maps, flight plans, OPORDS/FRAGOs, route navigation cards, and communications cards.

(4) AMPS map data bases are created from ADRG CD-ROM and DTED media available from the Defense Mapping Agency. The maps obtained on the CD-ROMs are digitally cut and pasted for a particular AO and stored for ready access on the magneto optical drive disks or the AMPS hard drive. Data bases of different areas of operations or various scale maps can be maintained and organized on disks.

(5) AMPS can be used for detailed terrain analysis, such as LOS between a PZ and an LZ. Using the perspective view feature, pilots can gain a feel for prominent terrain along the flight route to be flown.

(6) The AMPS is a standard IBM compatible system. The AMPS software uses the UNIX operating system with X-windows environment and a Motif graphical user interface. The AMPS has multiple ports on the back panel that will accommodate commercial, off-the-shelf computer peripherals such as laser printers, mouse pointer, external monitors, or scanners. Some units use the AMPS for more than a mission planner. By using additional removable hard drive system setups, many units use the AMPS as a reconfigurable tactical workstation for word processing, graphics, and data communications.

(7) The AMPS is an additional automation tool that the aviation commander and staff use to manage battlefield information. AMPS and MCS are complementary systems. MCS receives and transfers enemy locations, friendly locations, preplanned artillery locations, and forecast weather to the AMPS. AMPS applies the technical characteristics of the aircraft to give the commander mission alternatives. AMPS also provides the digital transfer device to move this information to the onboard aircraft computers to initialize systems. At the end of the mission, the mission history can be downloaded from the aircraft to the AMPS. Postmission products such as enemy locations and battle damage assessment can be provided to MCS to update the tactical situation.