4.4 Direct and Lead Subordinate Forces
* TACSOP use. [Command and Control]:
PROBLEMS:
1.
Too many units ignore their TACSOP.
2.
Reporting procedures are most frequently violated.
3.
TACSOPs have not been read and/or not distributed down to subordinate unit
level.
Techniques:
1.
Distribute the SOP. Read the SOP. Drill the SOP.
2.
Do this prior to deployment.
3.
Use Home Station training exercises to drill the SOP, and make adjustments
as necessary.
4.
Put the TACSOP on diskette and bring it on the deployment so adjustments can
be made in the field as necessary.
5.
Print the TACSOP so it fits in a BDU pocket.
6.
Keep it as simple as possible; i.e., use pictures/diagrams, etc. wherever possible.
* Use of junior leaders to enforce standards and discipline. [Command and Control]:
PROBLEM: Unit senior leadership must recognize that the success of STABOPS is particularly dependent upon the effectiveness of junior leaders enforcing standards and discipline in a relatively decentralized environment.
Techniques:
1. Put sufficient pre-combat inspection checklists and drills in TACSOPs to provide guidance for junior leaders conducting decentralized operations.
2. Commanders must understand that the nature of STABOPS decentralizes much decision making to junior leader level; therefore, junior leaders must be trained and then empowered to make decisions, and supported after they make them.
3. Concentrate on the following small unit leader tasks:
4.4.1 Prepare Plans or Orders
* The use of the term "documentation" in OPORDs. [Command and Control]:
PROBLEM: The OPORD lists documentation as a specified task, however, the task was not performed.
Technique:
For
documenting or recording incidents and information
1.
Standardize reporting formats.
2.
Enforce reporting requirements.
3.
Use cameras and video recorders on patrols, checkpoints and observations posts.
4.
Appropriately forward reports up the chain of command.
4.4.1.1 Develop and Complete Plans and Orders
* Conduct of rehearsals. [Command and Control]:
PROBLEM: Rehearsals are frequently not conducted because of time constraints and/or procrastination.
RESULT: Poor mission execution.
Technique: Use Home Station training opportunities to rehearse how to rehearse. Refer to CALL Newsletter 91-1, Rehearsals, for specific techniques. Practice the techniques at all levels in order to become proficient in determining which rehearsal technique is best to use at any given level based on time available.
* Conduct of fire support rehearsals. [Fire Support]:
PROBLEM: Fire support rehearsals are either not conducted or are ineffective.
RESULT: In an environment where demand for fire support will be minimal relative to conventional combat, fire supporters can be caught off guard and be unprepared to execute fire missions with absolute accuracy and accountability. Great risk exists in the STABOPS environment for tactical decisions to have strategic level implications. Therefore, fire support rehearsals are critical to meet rigorous mission requirements.
Techniques:
1.
Conduct brigade and task force fire support rehearsals daily.
2.
Focus rehearsals on an assessment of the most critical fire support tasks facing
the unit.
3.
Develop battle drills to test the readiness of the unit's decision, detection
and delivery sub-systems.
4.
Rehearse plans to support observation posts, check points, and convoys with
obscuration, screening, and killing fires.
5.
Rehearse plans to support Joint Military Working Group and Civil-Military Commission
meetings.
6.
Rehearse the counter fire system.
7.
Rehearse the use of precision munitions.
* Conduct of rehearsals. [Command and Control]:
PROBLEMS:
1.
Units are not using rehearsal principles and procedures to their full potential.
2.
Units use map boards instead of sand tables to orient personnel to the terrain.
3.
Units use briefbacks as the primary rehearsal technique, rather than walking
through the concept of the operation with someone role playing the enemy.
Techniques:
1. Rehearsals should:
2. Ensure changes resulting from rehearsals are disseminated and the DST updated accordingly.
3. Refer to CALL Newsletter 91-1, Rehearsals, and FM 71-123, Tactics and Techniques for Combined Arms Heavy Forces, pages 2-38 through 2-44.
* Conduct of CSS rehearsals. [Combat Service Support]:
PROBLEMS:
1.
When BCTs and FSBs do conduct rehearsals, the rehearsals lack critical information
requirements and participants.
2.
In many units CSS rehearsals are not conducted. They have been replaced by
combined arms rehearsals. This results in concept of support plans that lack
critical support requirements and fail to take advantage of support capabilities.
3.
Many FSBs, because the overall concept is not understood, focus too much of
their attention on only one task force, rather than preparing to support three
or more.
Technique:
1.
Conduct CSS rehearsals as well as combined arms rehearsals.
2.
In addition to references listed in the trends above, see the article "CSS
Rehearsals - A Framework" in CALL's CTC Quarterly Bulletin 95-8, June 1995.
4.4.1.2 Coordinate Support
* CSS planning to support non-organic units. [Combat Service Support]:
PROBLEMS:
1.
Non-organic units are not adequately supported because CSS planning for them
lacks detail.
2.
Battle rosters are seldom developed for non-organic personnel.
3.
Non-organic units are unable to obtain support from their parent unit because
of time and the distance usually involved.
RESULT: Task force CSS resources are consumed by small groups of elements either attached, OPCON or in direct support who bring no CSS assets to augment the task force CSS element.
Technique: Specify in the OPORD exactly which task force units will support which non-organic elements, and the level of support provided. After listing the task organization and specifying the command relationship, conduct follow-up CSS coordination to ensure the requisite support will occur.
4.4.5 Synchronize Tactical Operations
* Airspace management. [Command and Control]:
PROBLEM: A2C2 is not practiced or understood.
Techniques:
1.
Airspace management in the brigade sector is the responsibility of the brigade
S-3 Air; at division level it is the G-3 Air.
2.
Airspace management applies to all users of airspace over the brigade sector,
ie. fixed wing, rotary wing, and indirect fires and air defense.
3.
Use Home Station training opportunities to train the S-3 Airs in airspace management;
do not be in a position where the brigade must solely rely on an Army aviation
liaison.
4.
Doctrinal reference: FM 1-103.
* Use of engineer assets. [Mobility/Survivability]:
PROBLEMS:
1.
Too often engineer assets sit idle.
2.
Engineer efforts are usually piecemealed throughout the area of responsibility
(AOR).
3.
Engineer assets and their status lose visibility with task force planners.
RESULT: Task forces remain unnecessarily vulnerable while survivability assets are idle.
Techniques:
1. Centrally manage engineer assets in the brigade.
2. Synchronize the following with the task force priority of effort/work:
3. Treat the engineer effort in STABOPS the same as daily preparation of the defense in conventional combat.
4. Assign engineer teams to complete entire projects before they move to another site.
5. Determine an engineer main effort and then weight that effort.
6. Assign a CINC Engineer within each company/team who tracks all digging and mine clearing efforts.
7. Use company XOs to conduct a positive hand over of assets between companies.
8. Develop a system within the TOC to track route clearance and the engineer effort for checkpoints, observation posts, lodgement areas, survivability positions, etc.
9. Conduct a daily review of priority of effort and work; synchronize the delivery of Class IV to work sites so the necessary materials are at the site when the engineers arrive.
10. Give command emphasis on the task force priority of support to engineers for all classes of supply and maintenance.
11. The TOC must monitor the status of critical assets:
* CSS integration for elements within lodgement areas. [Combat Service Support]:
PROBLEMS:
1.
No centralized consolidation of support requirements or resource cross-leveling
within the lodgement.
2.
Divisional and non-divisional units each requesting supplies through their
normal supply channels.
3.
Multiple resupply convoys operating in the same lodgement area.
4.
Multiple LOGPACS and/or resupply lifts.
RESULTS:
1.
Unnecessarily clogged road networks which increases vulnerability and risk
in a potentially hostile environment.
2.
Units out of supplies even though the supplies were available in the lodgement
area.
Techniques:
1. Establish a single logistics manager for each lodgement area; the task force HHC commander is recommended.
2. All available organic, attached and direct support CSS personnel and equipment should operate under this logistics manager's supervision.
3. Minimize movement of CSS assets by maximizing consolidation and control. EXAMPLE: conduct a single resupply convoy daily from the BSA to the lodgement area, and a single task force convoy to company lodgements. This reduces exposure, improves security and CSS movement discipline.
4. Establish mutually supporting Class IX and maintenance systems for all occupants and their systems.
5. Maintain liaison with the FSB/BCT ALOC through the BCT admin/log net and coordinate all movements, resupply and requirements with the FSB support operations officer.
6. Conduct daily logistics meetings with lodgement units for timely forecasting and supply synchronization in conjunction with the task force S-4s.
7. Maintain an accurate on-hand status for all commodities to maintain accountability and supply discipline.
CTC
BOS LISTTA.
4 COMMAND AND CONTROL BOS
TA.
5 INTELLIGENCE BOS
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