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TA.7 COMBAT SERVICE SUPPORT

TA.7 Positive Trend 1: Casualty Evacuation (CASEVAC)

4QFY96
1QFY97

SUCCESS 1-1: Evacuate casualties, and utilization of the evacuation liaison team (ELT).

Techniques

1. ELTs provide the personnel and communications equipment necessary to establish proper control and liaison for the forward support MEDEVAC team (FSMT).

2. Use the ELT to coordinate all ground and nonstandard air evacuation (CASEVAC) for the brigade.

3. Use the ELT as a dedicated casualty evacuation control communications net.

RESULT: Using the ELT as described virtually eliminates the command and control problems normally associated with FSMT mission execution.

SUCCESS 1-2: (Repeat of Success 1-1). Casualty treatment and collection.

1. Soldiers understand the basic lifesaving steps and are proactive in identifying casualties and performing timely buddy aid.

2. Units are averaging one combat lifesaver per squad.

3. Units do a solid job of evacuating casualties to the company CCP without inflicting further injury.

Techniques

1. Synchronize the casualty evacuation plan with the maneuver plan. Do not plan casualty evacuation in isolation.

2. Treat medical evacuation as a combat operation; rehearse the plan at the battalion level.

3. Units must have at least one combat lifesaver per squad.

2-3QFY97

SUCCESS 1-3: Casualty evacuation at company level. CASEVAC at the company level continues to be a strength and shows the impact of Home-Station training. Platoons and companies normally do an excellent job treating and evacuating casualties as far as the company casualty collection points (CCPs). They are also well-versed in requesting aerial MEDEVAC aircraft and establishing HLZs for extraction.

SUCCESS 1-4: (Repeat of Success 1-3). Casualty collection and evacuation. Units generally arrive at the JRTC with well-established and well-rehearsed casualty collection plans. Casualties are usually collected at the company level very quickly after injury, with the majority of soldiers receiving initial treatment within the first hour. Most units have established radio Procedures that streamline the evacuation request, and many units have an established "C-in-C CASEVAC" who manages casualty evacuation assets.

Techniques

1. Designate at least one combat lifesaver per squad.

2. Dedicate at least one vehicle per squad for evacuation.

3. Task-organize casualty evacuation teams.

4. Provide detailed casualty evacuation instructions in operations orders.

5. Maximize the utilization of combat lifesavers until medics arrive.

6. Ensure that soldiers have a good understanding of transport/movement Procedures to collection points.

7. Execute evacuation with a sense of urgency.

8. Synchronize the battalion medical evacuation plan with the maneuver plan. Do not develop the evacuation plan in isolation.

9. Treat medical evacuation as a combat operation. Rehearse at battalion level.

10. Train so the unit has one combat lifesaver per squad.

11. Use the evacuation liaison team (ELT) to coordinate all ground evacuation, air ambulance evacuation, and nonstandard air evacuation (CASEVAC) for the brigade.

12. Use the ELT to establish and maintain one dedicated casualty control communications net.

13. Incorporate CASEVAC as part of the combined arms battle drills for breaching and route clearance operations.

14. Prior to movement, leaders must know the MEDEVAC frequency and the location of combat lifesavers and medics, and have field litters available on lead vehicles to expedite CASEVAC when/where a direct fire threat exists.

15. Better planning, Home-Station mass casualty training, additional combat lifesavers, and increased casualty exercises.

16. The aggressive use of nonstandard casualty evacuation vehicles and the forward positioning of medical personnel. The overall effect of this technique has been a general decrease in the number of soldiers who die of their wounds.

TA.7 Positive Trend 2: Water Production

4QFY96
1QFY97

SUCCESS 2-1: Forward support battalions (FSBs) are developing habitual relationships with their main support battalion (MSB) slices, ration team, Reverse Osmosis Water Purification Unit (ROWPU), etc., and including the slices into FSB and brigade field training.

SUCCESS 2-2: Units are focusing on the integration of preventive medicine, security, and maintenance for their ROWPU operations, thus providing the task force with safe, continuous water support.

Techniques

Continue to focus on integration of preventative medicine, security, and maintenance.

TA.7 Positive Trend 3: Class V Resupply

4QFY96
1QFY97

SUCCESS 3-1: Field Artillery (FA) battalions continue to improve their ammunition planning and management. The staffs are doing a better job of identifying ammunition needs, controlling expenditures, and rapidly resupplying the batteries.

TA.7 Positive Trend 4: Maintenance

4QFY96
1QFY97

SUCCESS 4-1: Soldiers display a superior knowledge of aircraft maintenance skills.

1. Aircraft mechanics demonstrate the ability to perform both real-world and notional repairs in a tactical environment.

2. AVUM units have made great strides in planning for deployment. Most maintenance slices now deploy with the appropriate tools, test equipment, and repair parts to support 40 or more aircraft.

2-3QFY97

SUCCESS 4-2: The aircraft readiness rate is being maintained well above 90 percent during rotations at the Joint Readiness Training Center. Soldiers display exceptional knowledge in military occupational speciality (MOS) skills and are extremely proficient in aircraft repairs. Aviation unit maintenance (AVUM) aircraft maintenance practices and Procedures are doctrinally sound. AVUM production controllers are proactive in their attempts to report aircraft status to the task force commander.

TA.7 Positive Trend 5: Transportation

2-3QFY97

SUCCESS 5-1: Units that were successful conducted aerial resupply planning early and then continually made adjustments as the situation or tactical plan changed. Specific planning considerations were made to drop-zone (DZ) locations and management of sling assets. Units have improved at conducting precombat inspections (PCIs) which has resulted in drop zones being set up with the proper equipment and sling-load equipment being at the right location.

Techniques

l. Maximize Home-Station and intermediate staging base (ISB) opportunities to train.

2. Coordinate directly with the provider (FSB or ASG) to increase the probability of success.

3. Provide the FSB with a liaison, as needed.

4. Operationally control aircraft to the FSB during periods of high resupply requirements.

TA.4 COMMAND AND CONTROL

TA.4 Positive Trend 1: Communications and Signal Operations

4QFY96
1QFY97

SUCCESS 1-1: Forward support battalions use redundant means of communications (PRC-127s, switchboards, FMs, etc.) within the brigade support area to communicate with subordinate units.

SUCCESS 1-2: Unit use of Mobile Subscriber Radio Terminals (MSRTs).

1. Units rely heavily on the MSRTs for commander and staff coordination and synchronization of task force operations.

2. Some units attach speakers (MSRTs and DNVTS).

• Use MSE telephones to conduct conference calls.

• Commander and staff updates.

• Supplement commander's battlefield circulation.

2-3QFY97

SUCCESS 1-3: Regular and timely communications between company commanders and members of the battalion staff are critical to the successful synchronization of operations. Units regularly use FM communications and established control measures to allow "on-the-fly" coordination between maneuver elements and staff.

SUCCESS 1-4: Over the last several rotations, aviation task forces have improved significantly in their ability to communicate. This improvement is due to increased proficiency by the operators as well as the outstanding maintenance performed and supervised by the communications sections.

SUCCESS 1-5: Units have been successful in using mobile subscriber equipment during their operations at the training center. MSE has been established early on and has been maintained throughout rotations. The use of MSE has provided brigades with redundant means of communications and has freed up command nets to control current operations.

SUCCESS 1-6: Brigades have employed FM retrans systems effectively. As a result, commanders and staffs have been able to C2operations over extended distances. Keys to success in the use of FM retrans usage have been the integration of the brigade signal officer (BSO) during the MDMP, effective terrain analysis, and reconnaissance of retrans locations. Additionally, brigades have employed FM retrans assets forward early to validate divisions made during planning.

SUCCESS 1-7: Brigade signal elements have been successful in utilizing numerous communications to support operations at the training center. Brigades have the flexibility to incorporate several different assets into their operations to facilitate C2. Assets used during operations include single channel tactical satellites (TAC-SAT), Single-Channel Ground and Airborne Radio System (SINCGARS), MSE, and digital nets.

TA.4 Positive Trend 2: Staff Integration/Synchronization

4QFY96
1QFY97

SUCCESS 2-1: The coordination between the brigade and the MSE company supporting the brigade has been outstanding.

1. Units have made great improvements integrating the divisional MSE assets into the brigade slice elements.

2. Habitual relationships (small extension node [SEN] team chiefs, force entry switch [FES] platoon leaders, and MSE company commanders) greatly enhance the success of the signal units as well as the supported units.

SUCCESS 2-2: The habitual relationship of commanders and fire support officers is working well. Brigade through company commanders and their fire support officers understand the concepts of integrating and synchronizing fires to support the scheme of maneuver. Commanders and their fire supporters are doing an excellent job of determining when fires are critical and where fires must be placed, and understanding the restrictions for fires to ensure they do not interfere with the scheme of maneuver.

2-3QFY97

SUCCESS 2-3: Brigades have integrated smoke platoon operations well into maneuver planning. Smoke platoon assets have contributed greatly to the success of both defensive and offensive operations. Specifically, the brigades have utilized smoke assets to supplement deception operations and during the employment of volcano mine systems.

Techniques

1. Use Message Form 4004 and DA Form 1594 to pass information.

2. Develop TOC battle drills and include them in the unit SOP.

3. Use a standard format for all shift change briefings. Ensure all BOS personnel attend and brief their respective areas.

4. Conduct detailed wargaming to prepare for inevitable change. The staff must develop and rehearse branches and sequels derived from detailed wargaming of all aspects of the air assault (e.g., ground tactical plan, landing plan, etc.).

5. Enhance the ability to conduct detailed rehearsals and simplify briefing subordinates.

• To supplement the air movement table (AMT), use "Tadpole diagrams" to lay out the air movement table visually.

• Incorporate the bump plan, and lay out each lift, serial, and chalk by type of aircraft and type load.

6. Enhance identification of detection and destruction assets by consistently integrating the brigade air liaison officer (BALO), support arms liaison team officer (SALTO), air defense officer (ADO), and task force engineer into targeting meetings.

TA.4 Positive Trend 3: Military Decision-Making Process (MDMP)

4QFY96
1QFY97

SUCCESS 3-1: When battalion commanders formally stated CCIR, they were well-defined across the battlefield operating systems and provided the detail necessary to facilitate battle staff planning and tracking of operations. Trends show that commanders and units that identify and track relevant CCIR throughout a rotation are more situationally aware and maintain a higher state of visibility on information that relates to current and future operations.

SUCCESS 3-2: Commanders generally issue clear and concise guidance that assists the staff in developing courses of action during the MDMP. Most commanders issue guidance to each BOS member after mission analysis and prior to course-of-action development.

Procedures

1. Develop and rehearse TOC and combat train command post (CTCP) battle drills for recurring actions.

2. The company commander should coordinate with the TF fire support officer (FSO) for fire support.

3. Battalion SOPs must address all members of the TOC. It must contain a clear and separate list of tasks to be accomplished by each individual.

4. SOPs should describe how key personnel in the TOC should perform their duties. They must include attached special staff. Develop and rehearse TOC and combat train command post (CTCP) battle drills for recurring actions.

5. Use the format in FM 6-71, Tactics, Techniques, and Procedures for Fire Support for the Combined Arms Commander, i.e., Purpose, Priority, Allocation, Restrictions, when writing fire support guidance.

Techniques

1. Train staff synchronization at Home Station.

• Conduct Home-Station collective training using the military decision-making process.

• Integrate maneuver element staffs with CSS staffs and military police.

• Consider all Home-Station training events as tactical missions.

• Require the staff to develop a concept using the MDMP, produce an order, and brief.

• Conduct multiechelon training.

• Deploy the tactical CP or TOC and CTCP to train concurrently on staff/TOC SOPs.

• Platoons and companies deploy to conduct internal training.

2. Ensure synchronization of combat multipliers:

• Incorporate the entire staff, including BOS representatives and attachments, into all aspects of TOC operations.

• Emphasize wargaming, staff huddles, shift changeover briefings, and targeting meetings.

3. Train the battle staff to work together as a team.

4. Plan to use the same personnel on the same shift.

5. The Bn XO and S-3 should provide clear guidance and supervision for the accomplishment of duties and responsibilities.

6. Use simple, well-rehearsed, standard breach drills.

7. Practice coordinating and integrating beyond the survivability execution matrix.

8. Include integration of survivability requirements and linkup instructions with the quartering party in planning unit moves.

9. Execute survivability operations prior to unit occupation.

10. Designate a "synch dozer," usually a CSM or 1SG, to synchronize survivability assets/effort.

11. Conduct targeting meetings.

12. Develop synchronization matrices.

13. Prepare decision support templates, operational schedules (OPSKEDs), and execution checklists.

14. Conduct wargaming and technical and combined arms rehearsals.

15. Doctrinal references:

• FM 1-112, Attack Helicopter Operations.

• FM 90-13-1, Combined Arms Breaching Operations with Change 1, Appendix D, "Breaching Rehearsals," and Chapter 3-6.

16. Use multiple warning orders to allow parallel planning at lower echelons.

TA.4 Positive Trend 4: Management of C3Assets

2-3QFY97

SUCCESS 4-1: Leader cross-talk and communications. Regular and timely communications between company commanders and members of the battalion staff are critical to the successful synchronization of operations. Units regularly use FM communications and established control measures to allow "on-the-fly" coordination between maneuver elements and staff.

SUCCESS 4-2: Brigade signal elements have been successful in utilizing numerous communications to support operations at the training center. Brigades have the flexibility to incorporate several different assets into their operations to facilitate C2. Assets used during operations include Single-Channel Tactical Satellites (TAC-SAT), Single-Channel Ground and Airborne Radio System (SINCGARS), MSE, and digital nets.

Techniques

Continue to reinforce skills by routine Home-Station training involving digital communications between Fire Finder Radar (Q36), FA battalion FDC (LTACFIRE), brigade FSO (LTACFIRE), DIVARTY (LTACFIRE), Bn FSO (FED), and Firing Battery (BCS).

TA.4 Positive Trend 5: Battlefield Circulation

4QFY96
1QFY97

SUCCESS 5-1: Commanders, accompanied by select staff officers, are increasing the frequency of battlefield circulation. Daily visits to units throughout the brigade area of operations significantly increase command group situational awareness and allow for the personal interaction between brigade commanders and their subordinates. Movement through the brigade sector gives the command group a better feeling of how operations are progressing on the ground. Command Sergeants Major that accompany their brigade commanders add significantly to the command group's presence in front of soldiers.

TA.4 Positive Trend 6: Use of Junior Leaders

4QFY96
1QFY97

SUCCESS 6-1: The utilization and integration of TOC NCOs into TOC operations are continuing to improve. Although some units do not maximize the NCOs' potential in managing information, the NCOs' initiative, drive, and involvement are an integral part of successful TOC operations. Units that send their TOC NCOs to the battle staff course and then let them apply the Techniques they learn get very positive results.

SUCCESS 6-2: Soldiers are physically fit, motivated, and disciplined. They maintain their spirits under harsh weather conditions and punishing enemy contact. Their aggressiveness is the key to many successful engagements against the enemy.

Techniques

1. Keep the staff "in the loop." Advise them of the commander's changing vision of the battlefield.

2. Devise a way to capture and disseminate decisions made during the commander's trips and the discussions with subordinates in the battle area.

3. Recommend using an alert recorder (assistant S3, chemical officer) to accompany the commander and to capture the commander's evolving vision.

4. Conduct a SYNCHEX, a periodic rewargaming of the brigade plan by key staff and possibly subordinate unit representatives, to ensure that all BOS are integrated and that timing issues are addressed based on the more detailed knowledge of terrain and battle space.

5. Following the SYNCHEX, issue a FRAGO which succinctly captures refinements made to the original OPORD.

6. Daily visits to units throughout the brigade area of operations significantly increase command group situational awareness and allow for personal interaction between brigade commanders and their subordinates.

7. Frequent movement through the brigade sector gives the command group a better feeling of how operations are progressing on the ground.

8. Command Sergeants Major should accompany their brigade commanders to enhance the command group's presence in front of soldiers.

TA.4 Positive Trend 7: Mission Analysis

2-3QFY97

SUCCESS 7-1: Overall, brigade level organizations have executed mission analysis to standard. Integral to their success has been products and tools used to capture and communicate the results of the analysis. Additionally, staffs have been successful in utilizing assistant staff officers to gather general information, i.e., assets available, combat power, etc., while primary staff officers were attending division-level operations orders.

Techniques

Conduct mission analysis on new missions.

• Integrates new mission into existing plans.

• Identifies potential problems.

• Facilitates execution.

Section P - Positive Performance, Part I

Section N - Needs Emphasis