* Brigade staffs - planning for future operations while executing current operations: Brigade staffs have difficulty concurrently planning and executing missions. Key staff members are routinely pulled out of the planning process to resolve issues relating to the current fight. This results in plans for subsequent missions that lack sufficient detail. This necessitates additional staff supervision during that next mission's preparation phase.
Technique: Battle captains and the operations cell in the Main CP must be trained to run the current fight while the planning staff focuses on a future operation. This requires a clear understanding of the decision making authority delegated to the battle captain and the operations cell, and what events would be outside of that authority. NOTE: see CALL's CTC Quarterly Bulletin, 2d QTR FY 95, #95-4, "What Now Battle Captain" for an excellent article detailing the duties, responsibilities and authority of a battle captain. Also, refer to CALL Newsletter 95-7, Tactical Operations Center (TOC) for detailed descriptions of the duties and responsibilities of TOC personnel, and techniques on how to make a TOC function effectively.
* Battalion FDO staff planning responsibilities: These responsibilities are not clearly defined.
PROBLEMS:
1. The information and tools needed by each staff member are not defined.
2. Battalion FDOs usually do not analyze the specific requirements necessary to meet Critical Fire Support Tasks (CFST), such as number of rounds or volleys required to achieve the desired effects.
3. Battalion FDOs do not understand the distinction between suppression and neutralization, as expressed in commander's intent.
4. Staffs do not address specific requirements implied by commander's intent during the planning process.
Techniques:
1. The battalion FDO should review the following from the maneuver OPORD:
- the commander's intent or concept of fires
- the commander's criteria, ie. attack guidance matrix and High Payoff Target List
- target list
- fire support execution matrix
2. Based on the information above, the battalion FDO can determine the following:
- the number of rounds or volleys necessary to achieve the commander's intent
- where the commander wants to use artillery to achieve his intent
3. The product: a Fire Support Execution Matrix (completed during the wargaming process), which includes the following:
- triggers
- FS events
- observers
- intent of each event and effects
- units/munitions to fire
- force unit responsibility
* Military Intelligence company planning procedures in continuous operations: MI companies are not using parallel planning procedures to assist in conducting continuous operations.
Technique: Use the EW platoon leader as a planner, leaving the POC chief as the mission executor. RESULT: the EW platoon can be tracking the supported unit planning process and developing the company order and graphics, while the current battle is being fought.
4.2.1.3 Evaluate Incoming Information
* Battalion staffs - poor battle tracking: Poor battle tracking in the TOC interferes with the S2s ability to conduct event analysis and predictive analysis. Information received in the TOC during battles is not integrated and then routinely disseminated. S2s too often fail to develop adequate section SOPs spelling out section members responsibilities and specifying operating procedures during combat operations.
Procedures: the S2 section SOP should, at a minimum, address the following -
- SPOTREP logging procedures
- SITEMP refinement procedures
- individual section responsibilities
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to TA.4 COMMAND AND CONTROL BOS: part C, STATEMENTS
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