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Positive Performance

TREND 1: Evacuation Liaison Team (ELT). A liaison package accompanying the forward support MEDEVAC team (FSMT) continues to be a success in solving the command, control, and communications (C3) problems that normally hinder the FSMT. The ELT provides the personnel and communications equipment necessary to establish proper control and liaison for the FSMT. The ELT is capable of coordinating all ground and nonstandard air evacuation casualty evacuation (CASEVAC) for the brigade. The ELT provides the ability to have medical evacuation (MEDEVAC) representation at key planning and rehearsal meetings. The single most important contribution of the ELT has been its ability to establish and maintain a dedicated casualty evacuation control network.

(TA 4.1.2 Manage Means of Communicating Information)

TREND 2: Lines of communication. Most brigades have recognized that control of ground lines of communication is critical to success in low- to mid-intensity operations. They understand the importance of conducting thorough intelligence preparation of the battlefield (IPB), fire support planning, and casualty evacuation planning when conducting route clearance operations. Many brigades are successful in task organizing for combined arms route clearance and convoy escort operations in accordance with FM 5-7-30, Brigade Engineer and Engineer Company Combat Operations.

(TA 4.1.2 Manage Means of Communicating Information)

TREND 3: Install, operate, and maintain mobile subscriber equipment (MSE) systems. MSE teams have consistently demonstrated proficiency in installing/operating/maintaining MSE systems node center (NC), small extension node (SEN), line of sight, (LOS), robotic area vehicle (RAV), systems control system (SCC-2), and continency communications control center parent switch (CCPS). Teams are spending time at the intermediate staging base (ISB) and Home Station conducting drills IAW prescribed training manuals and ARTEP 11-067-30-MTP. Many units have developed policies and procedures for the standardization of MSE drills; V Corps Pam 11-30 is a prime example.

(TA 4.1.2 Manage Means of Communicating Information)

TREND 4: Mission analysis. Mission analysis continues to be a strength of aviation task force staffs at the JRTC. All seventeen steps are generally covered, with the strongest steps being the mission analysis brief and the issuance of the commander's guidance.

(TA 4.2.1.1 Analyze Mission)

TREND 5: Parallel planning process. Many battalion S-3s have realized the importance of the parallel planning process when conducting the Military Decision-Making Process (MDMP). It is not uncommon to see S-3s at the brigade level participating with the liaison officer (LNO) in the brigade planning process while developing the foundation for the battalion plan. This parallel planning usually results in the issuance of Warning Order No. 1 after brigade course of action (COA) approval and Warning Order No. 2 (during the brigade orders reproduction). The ability to issue two or three warning orders during the brigade MDMP gives the battalions the necessary lead time to continue on with the remaining five (of seven) steps of the MDMP. Commanders and S-3s should not overextend their parallel planning efforts. As a general rule, they should never get ahead of the next higher headquarters in the planning process.

(TA 4.3 Determine Actions)

TREND 6: Improved liaison operations. Heavy team liaison officers (LNOs) are deploying with adequate personnel and equipment to conduct 24-hour operations. Heavy team LNOs are integrated into the brigade staff and performing duty as subject matter experts/special staff officers during the MDMP.

(TA 4.3 Determine Actions)

TREND 7: Aviation unit tactical (TAC) standing operating procedures (SOPs). Units are using good, well-thought-out SOPs to brief their missions. They have good checklist formats for covering the essential information necessary to cover mission essential task lists (METL). Areas that are covered include: communications card format, weapons loads, aircraft survivability equipment (ASE) settings, instrument meteorological conditions (IMC), and breakup procedures.

(TA 4.4 Direct and Lead Subordinate Forces)

TREND 8: Motivation and flexibility of military police (MP) platoons. The majority of the MP platoons possess a positive attitude and a desire to learn. They practice new tactics, techniques, and procedures (TTP), as well as develop new platoon standing operating procedures (SOP). Without exception, MP platoons demonstrate an incredible amount of flexibility and ability in accomplishing their missions.

(TA 4.4 Direct and Lead Subordinate Forces)

TREND 9: Firing battery movement order. The use of the movement order by the battery leadership should emphasize specific and implied tasks as well as movement routes utilizing start points, checkpoints, and release points. When higher headquarters do not issue start points, checkpoints, and release points, the battery leadership identifies their own, facilitating movement command and control.

(TA 4.4 Direct and Lead Subordinate Forces)

TREND 10: Verbal orders. The issuance of verbal warning orders and fragmentary orders (FRAGO) prior to the actual distribution of paper copies has allowed the subordinate units to begin parallel planning early in the brigade's planning cycle.

(TA 4.4.1 Prepare Plans or Orders)

TREND 11: Combat service support (CSS) synchronization meeting. The brigade S-4 and the forward support battalion (FSB) support operations officer are doing a good job at planning and executing the combat service support (CSS) synchronization meetings. These meetings are critical to the efficiency and effectiveness of the brigade's logistical posture. Meetings are most productive when an agenda is both published and adhered to, and when all brigade support area (BSA) tenants are present and actively participating. Additionally, it is helpful when products are developed or updated as a result of the meeting. The products that should be generated are a revised CSS synchronization matrix, an air movement table, and a FRAGO outlining tasks to subordinate units.

(TA 4.4.1 Prepare Plans or Orders)

TREND 12: Prepare for combat. Most units are strong at developing/communicating a plan and giving subordinates enough time to develop supporting plans (adherence to 1/3-2/3 rule). Leaders have also been assigning a task and purpose to each subordinate element. Also, many units have conducted adequate rehearsals.

Techniques:

3. Leaders must continue to reinforce muzzle awareness to all soldiers during training.

(TA 4.4.1.1 Develop and Complete Plans or Orders)

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TREND 17: Rules of engagement (ROE) training. Brigade trial counsel is normally training unit personnel on mission specific ROE at Home Station and retraining them at the intermediate staging base (ISB). The brigade trial counsel is also training slice elements that link up with the brigade task force at the ISB.

(TA 4.4.4 Maintain Unit Discipline)

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TA.7 Combat Service Support BOS
TA.4 Command and Control BOS, Part 2

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