Military

STEP III. Course-of-Action Development.

Generally, different courses of actions will have different network diagrams or different schemes of maneuver for signal units and teams.

The COA sketch is a combination of the Network Diagram and timeline for moving signal assets.

The COA brief will include the following:

STEP IV. Course-of-Action Analysis (Wargame Signal).

Evaluation criteria are based on principles of war, doctrinal fundamentals, commander's guidance.

Must step through the Brigade's scheme of maneuver to determine critical events and decision points for the communications plan.

Must portray realistic, aggressive OPFOR to determine the flexibility of the communications plan and our reactions.

Results of wargame should include:

STEP V. Commander's Decision Briefing.

STEP VI. Course-of-Action Approval.

STEP VII. Orders Production.

The Military Decision-Making Process is a powerful tool. When used by signal units at the National Training Center, a very detailed, synchronized signal operations order is produced. Differences between signal units and maneuver brigades require the process to be modified slightly, but the basic principles always apply. It is a skill that must be practiced at home station to be effective.

The following is an example of a one-page FRAGO that signal companies can use to disseminate critical signal information to all signal platoons and teams.

FM 101-5, Appendix L, goes into detail about the roles and responsibilities of the LO. It provides a checklist for the LO. The Signal LO to the Brigade TOC must be trained to be an LO. He should be familiar with FM 101-5. He is the eyes and the ears for the signal unit (the Signal Spy so to speak). He will also fight for the Signal unit. He will gather information, such as graphics and orders, and forward them to SYSCON for further analysis. A good LO can keep the SYSCON informed of the numerous changes that occur to the Brigade's Plan.

Who is the Signal Liaison Officer?

No signal unit is authorized an LO to each Brigade, nor can they afford to give up one soldier to perform these duties. The reality is we cannot afford NOT to provide an LO to the Maneuver Brigade. There are some options however:

1. The best option is to provide an experienced officer or senior NCO to the Brigade TOC to be the LO. A little rank also helps. The LO must be trusted to speak on behalf of the SYSCON and Commander. The LO must also know the limits of his authority. The LO should show up with the necessary supplies to copy Brigade graphics. The LO is very helpful in getting the Brigade Order and all the changes to the Brigade's Plan as they occur.

2. The BCT TOC SEN Team Chief as the LO. This works well sometimes, and sometimes it does not. It depends on the individual team chief and the team. The LO must have experience and be trusted to speak on behalf of the SYSCON or Commander. The LO must be aggressive and take the initiative to get the job done. The SEN Team must be able to function effectively with minimal supervision of the Team Chief since he will be tied up in the Brigade's Planning Process. Usually a strong assistant Team Chief can take care of business.

3. The Company Commander as the LO. It cannot be done. There is simply too much for the Commander to do. He cannot afford to spend all his time day and night at the Brigade TOC. Some units have had limited success by using the Commander as the LO, but only at the expense of his duties as commander. There are times when the Company Commander should be involved in the Brigade's planning process and should attend various meetings such as the Combined Arms Rehearsal and Brigade's order briefs.

FM 11-43, The Signal Leader's Guide, page 5-10, explains the Signal Site Reconnaissance in detail. It is the basis for network flexibility. The site reconnaissance is the initial step in planning for site security and force protection. A thorough Node Center site reconnaissance requires 1-2 hours on site to complete. Technical data for each shot should be taken with the reconnaissance party. At a minimum, the reconnaissance party must know approximately what azimuths their LOS shots will be.

A good SOP for the Node Center site reconnaissance should identify who conducts it, what they use to mark positions, and what vehicles are taken.

The Node Center Reconnaissance party should consider the following:

The Offense: Below are some specific considerations for planning MSE in support of an offensive operation. MSE is more difficult to plan and execute during the offense, because of the high tempo of heavy maneuver brigades.

There are different types of offensive operations. Generally, a movement to contact requires more flexibility because we do not know the exact disposition of the enemy. Can we jump a Node Center or a RAU to a hill 20 kilometers forward of the LD or will we get bogged down in the close fight 5 kilometers in front of the LD? We need to have plans for different contingencies.

The Defense: Planning an MSE Network for the defense is somewhat easier than the offense. You occupy the ground on which you fight. Doctrinally, we want to avoid putting MSE assets forward of the Forward Edge of the Battle Area (FEBA). Typically a remote RAU and possibly a SEN is forward of the FEBA. If your network is supporting a Division Cavalry Squadron, you can almost count on having assets forward of the FEBA. It is very important to know where all the friendly obstacles are located on the battlefield. Many obstacles are situational obstacles. The signal team forward of the FEBA does not want to get caught up in our friendly obstacles. The defense in sector is a temporary mission and is usually followed by a hasty attack. That will require additional planning. Here are some considerations for the defense.

The checklist below gives some specific items to consider when planning the convoy. Significant network downtime is due to lost, separated or broken down vehicles and inadequate convoy planning. Do we have the wrecker with the convoy if available? Do we have fuel available in route? Remember the vehicle that breaks down or gets lost is going to be the one you need the most.

Frequency management at the National Training Center is often a challenge. The frequency spectrum is limited. Signal units will not always get exactly what they want. In large MSE Networks, frequency management becomes a very important consideration. Although the MSE network in support of one Brigade at NTC is relatively small, we must manage our scarce frequency resource wisely. The desert terrain does not mask or block frequencies very well. This is a two-edged sword. On one hand, signal units are capable of putting in reliable LOS shots up to 45 kilometers. On the other hand, two of the same frequency pairs in use on low power separated by 50 kilometers tend to interfere with each other.

One good technique to manage your frequencies is to list all Band I and Band III frequencies in numerical order. Go through and choose frequencies separated by 8-10 MHz. Match the first and the middle frequency to make one pair and continue through the list until all the usable frequencies are paired up. Go back and alternate the polarization on each consecutive pair. Now we have the best separation possible. For example:

Figure 11. Frequency Management - The Simple Pencil-and-Paper Method, "A WAY"

Following Figure 11 gives us the following frequency pairs (Figure 11 shows this information in matrix format):

Every leader plays a role in the risk management process. Risk management is not an afterthought. It must be incorporated into the planning process. Risk management is more than a safety brief. Risk management must address both Operational Risk (Risk to mission) as well as Safety Risk (Risk to soldiers). The Force XXI model of risk management is the Army Standard.

The first step is to identify these risks. During the planning process, we identified assumptions. These assumptions are risks. Some examples of risks that have been identified by units follow:

Operational Risk:

Safety Risk:

Control measures must be identified and implemented to mitigate these risks. How do we implement these control measures and who implements these control measures?

For example:

Operational:

Safety:

After identifying the risks and the control measures, we must do two things: Identify who will supervise the control measures, and brief the soldiers.

For example:

Operational:

Safety:

Use a risk management worksheet (see Figure 12) to document all this information.

The risk management worksheet must be briefed and posted where all can read it. All leaders at all levels perform the risk assessment. The higher the level of supervision, the more the risk is mitigated. In the example above, the team leaders supervise the forced hydration of their team. If the unit continues to have heat-related problems, the commander may elect to have section sergeants personally supervise the forced hydration. Doing this would increase the burden on the unit.