Us Army Call 8-15-2008 Battle Staff NCO

HANDBOOK
No. 08-15 Mar 08
Tactics, Techniques, and Procedures

Center for Army Lessons Learned (CALL)
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BATTLE STAFF NCO HANDBOOK
Foreword
Demands to produce timely and instructive staff products continue to increase
exponentially. Full-spectrum warfare presents many challenges for the brigade
combat team (BCT) and battalion-level staffs. Battle staffs must plan for and
conduct multiple military operations simultaneously in their respective areas of
operation. On any given day, units may be conducting stability operations in one
sector, while engaging in small-unit fights in another.
Key imperatives addressed in this handbook complement those outlined in Field
Manual 3-24, Counterinsurgency:
• Manage information and expectations (battle tracking).
• Learn and adapt (flexibility).
• Empower the lowest levels (centralized planning/decentralized

execution).
The role of the battle staff is a critical component to achieve mission success in a
counterinsurgency environment. Battle staff noncommissioned officers (NCOs)
perform a multitude of vitally important roles and functions in the tactical operations
centers and command posts. They are the principal managers of battle tracking,
which supports the timely analysis and processing of plans and orders, and they
continually adapt these plans and orders to counter the threat. This handbook
highlights the important roles that battle staff NCOs fulfill in BCT and battalion-
level staffs and defines their key roles and responsibilities. The purpose of this
handbook is to offer rehearsal techniques and troop-leading procedures as well as
useful tactics, techniques, and procedures to maintain and improve battle staff
efficiency.
DAVID M. BRUNER
CSM, USA
Army Training and Doctrine Command
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Battle Staff NCO Handbook

Table of Contents
Introduction 1
Chapter 1. Battle Staff Noncommissioned Officers in the Tactical

5
Operations Center/Command Post
Chapter 2. Roles and Functions of Battle Staff Noncommissioned

21
Officers
Chapter 3. Battle Staff Rehearsals 41
Chapter 4. Troop-Leading Procedures for Battle Staff

55
Noncommissioned Officers
Chapter 5. After-Action Review 59
Appendix A. Battle Tracking Enablers 63
Appendix B. References 71
Center for Army Lessons Learned

Director Colonel Steven Mains
Managing Editor George J. Mordica II
Project Analyst Ralph Nichols
CTC Analyst Gordie Davidson
Contributing Authors CSM of the U.S. Army (USA, Ret)
Jack Hardwick
CSM Jeff Horne
SGM (USA, Ret) Patrick Castin
SGM Douglas Droesch
MSG Steven Vigil
MSG (USA, Ret) Robert Shoemaker
David Nelson
Publication Production
Coordinator Valerie Tystad
Editor Jenny Solon
Graphic Artist Dan Neal
Printing Support Liaison Carrie Harrod
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CENTER FOR ARMY LESSONS LEARNED
The Secretary of the Army has determined that the publication of this periodical is
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Note: Any publications (other than CALL publications) referenced in this product,
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Introduction
"Command post (CP) personnel must be able to visualize from radio traffic
what is going on, what is likely to occur, what is needed, what must be done,
and then have the intelligence, imagination, and initiative to do what is
necessary . . . Personnel assigned to the CP must be selected with care.
Competent, experienced, mature, intelligent captains and sergeants should
comprise the bulk of the CP."
–Commander, 1st Brigade, 1st Infantry Division, South Vietnam
The advice from this battle-experienced commander is no less relevant today in Iraq
and Afghanistan. Battle staffs working in CPs must remain adaptive and proactive
in the operational environment (OE) to effectively predict events, engage the threat,
and protect friendly forces. Battle staffs predict events to defeat the enemies’
systems and networks. The battle staff noncommissioned officer (NCO) plays an
important role in this process.
An effective battle staff must integrate information from one staff section to another
and strive to avoid a stovepipe view of the ongoing fight. There must be a mindset
of finding and killing both lethal and nonlethal targets. The battle staff must act
immediately on information received from the field as actionable intelligence. The
S3 staff leverages assets to execute the fight in accordance with the commander’s
intent.
Battle staff-related trends from the combat training centers (CTCs) indicate the
following:
• Lack of qualified battle staff NCOs.
• Improper use of NCOs in a tactical operations center (TOC)/CP at

brigade/battalion levels.
• Ineffective battle tracking and critical information processing (weakening
the ability of friendly forces to achieve and maintain information
superiority).
• Poor execution instructions (i.e., lack of clear guidance in plans and
orders, which reduces the effectiveness of tactical-level application and
execution of the commander’s intent).
• Weak application of intelligence preparation of the battlefield (IPB).
Definitions
Battle tracking
Battle tracking includes monitoring the current location, activity, and combat power
of task force elements; monitoring the progress of adjacent and supporting units;
and updating templates. The battle staff processes all reports and information
entering the CP and maintains and monitors:
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• Situation maps.
• Adjacent unit and joint, interagency, intergovernmental, and

multinational activities.
• Status charts.
• Emerging enemy tactics, techniques, and procedures.
The battle staff captain coordinates battle-tracking activities for all CP sections.
Information management
Information management includes defining the tactical problem; understanding

requirements, capabilities, and shortfalls, both current and future; providing feasible
options; and recognizing the time for decision(s). The eight steps to managing
information are as follows:
1. Receive information.
2. Record and post information.
3. Understand the information.

4. Process information.
5. Analyze information.
6. Disseminate information.
7. Safeguard information.
8. Follow up.
Information superiority
The doctrinal (Field Manual 3-0, Operations) keys to achieving information

superiority are the following:
• Develop and maintain a comprehensive picture of enemies and

adversaries; forecast their likely actions.
• Deny enemies and adversaries information about friendly forces and
operations.
• Influence enemy and adversary leader perceptions, plans, actions, and
will to oppose friendly forces.
• Influence noncombatants and neutrals to support friendly missions or not
to resist friendly activities (through an effective information operations
campaign plan and execution down to the tactical level).
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• Inform noncombatant and neutral organizations so they can better support

friendly policies, activities, and intentions.
• Protect friendly decision-making processes, information, and information

systems.
• Continually provide relevant information (including intelligence) to the

commander and staff in a useable form.
• Destroy, degrade, disrupt, deny, deceive, and exploit enemy

decision-making processes, information, and information systems and
influence those of adversaries and others.
Execution instructions
Execution instructions articulate the commander’s decisions to subordinates,

allocate resources to subordinates, and develop technical and tactical instructions to
implement the commander’s vision.
Intelligence preparation of the battlefield (IPB)
The main elements of IPB include:
• Define the OE.
• Describe the environmental effects.
• Evaluate the threat.
• Determine threat courses of action (COAs).
Battle Staff Training and Effectiveness

To enhance battle staff training and effectiveness and improve performance at the
combat training centers, units should conduct predeployment training that
encompasses the following:
• Doctrinally precise tasks and conditions.
• Doctrine-based scope and task organization.
• Centralized planning and control in response to enemy actions.
• Doctrine-based opposing forces.
• Top-down intelligence direction and products.
• Detailed planning and preparation for a discrete, short duration.
• Standardized performance of the battle staff process, procedures, and

products as measures of effectiveness.
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Battle staffs must continually adapt against the challenges of a clever, innovative
enemy. They must leverage and manage information and expectations via a
continuous, effective planning and targeting cycle to attain information superiority.
If these staff challenges are successfully achieved, then battalion- and brigade-level
staffs can help bring all available combat assets to bear more effectively in the
current counterinsurgency fight and in other types of military operations in the full
range of conflict. An effective functioning battle staff, supported by NCOs who
“make it happen,” greatly enhances mission success on the battlefield.
This handbook offers a prescriptive method to assist battle staff NCOs in

understanding their roles and functions as members of battalion and brigade staffs.
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Chapter 1
Battle Staff Noncommissioned Officers in the
Tactical Operations Center/Command Post
The tactical operations center (TOC)/command post (CP) cannot run effectively
without technically and tactically proficient battle staff noncommissioned officers
(NCOs). NCOs working in the TOC/CP should have a firm grasp on what their
particular roles and responsibilities are within their assigned warfighting functional
(WFF) areas, and understand how these roles relate to others in the TOC/CP (i.e.,
how they fit into the big picture).
Battle staff NCOs must take an active part in the planning and execution of all
types of military operations. Senior NCOs on the battle staff are required to mentor,
develop, and train young Soldiers and new NCOs in the individual and collective
tasks associated with TOC/CP operations. If possible, personnel filling critical,
higher-level (E-7 and above) NCO positions should be graduates of the Battle Staff
NCO Course taught at the United States Army Sergeants Major Academy.
Below is a general overview of the key roles and responsibilities of some of the
principal members of a battle staff. The key NCO duties and responsibilities are
examples of what are typically required for brigade combat team (BCT) and
battalion-level staffs. Chapter 2 examines specific duties of battle staff NCOs.
Officers
While the focus of this handbook is centered on battle staff NCOs, the role of
commissioned officers must be briefly mentioned. The officer’s role within the CP
is primarily one of “seeing the battlefield.” Battle staff officers assess the tactical
situation, anticipate the enemy’s intent, and determine the long- and short-term
impact of friendly actions. Battle captains and other commissioned officers on the
staff issue instructions in accordance with the commander’s guidance and develop
estimates and plans using the military decision-making process (MDMP). Officers
should maintain a wide view of operations. They should not routinely post the
operations map, work digital command and control (C2) systems, or answer
telephones. These roles should be fulfilled by battle staff NCOs.
Command Sergeant Major (CSM)
"CSMs need to understand the concept of battle circulation and its overall
impact on the command. He is the commander's additional set of eyes and
ears. He must understand not only the plan but also the commander's intent.
That is the only way he can translate both into troubleshooting events or
systems."
–CSM Angel Febles, Joint Readiness Training Center Operations Group
The unit CSM actively participates in the selection and retention of qualified NCOs
for TOC/CP operations. The CSM must rigorously enforce the use of available
TOC/CP training courses by ensuring allocations are available and the right
personnel attend. He participates in developing and implementing enlisted training
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and enlisted Soldiers’ tasks based on the unit mission essential task list (METL)
and battle focus. The CSM monitors TOC/CP operations and NCO participation to
ensure that everyone properly accomplishes their specific duties. He must actively
mentor NCOs about their TOC/CP responsibilities and training.
Operations Sergeant Major (SGM)

The operations SGM supervises the staff on the control of the tactical command
post (TAC CP) and the TOC. During tactical operations, the SGM remains with the
TAC CP until the TOC jumps to a new location. SGM duties and responsibilities
include, but are not limited to, the following:
• Ensure proper accountability and maintenance of equipment and vehicles.
• Supervise precombat inspections (PCI) and precombat checks (PCC).
• Deploy with the assault element during tactical jumps.
• Monitor and supervise the distribution of messages and operational

overlays (analog/digital) one organizational level up and two levels down.
• Coordinate and brief displacement (jump TOC) procedures including tear

down, setup, and quartering party activities, and be responsible for the
physical setup, arrangement, and breakdown of the main CP.
• Ensure accurate setup of TAC CP and all supporting vehicles to approved

configuration.
• Supervise control over both the exterior and interior organization of the
TOC to include personnel, vehicles, and tents.
• Leverage biometric capabilities to validate identity of authorized visitors
to the TOC/CP.
• Supervise the TOC security plan and develop specific security programs
such as threat awareness and operational security (OPSEC).
• Responsible for staff training:
º Ensures qualified Soldiers/NCOs attend the Battle Staff NCO

Course or schools that benefit Soldiers and their WFF groups.
º Ensures a training and validation training program is developed to
keep NCOs proficient and current on staff operations and
procedures.
º Ensures Soldiers receive digital systems training and digital
gunnery training.
º Ensures Soldiers are cross-trained.
• Assist the battle captain with rehearsals and executing battle drills.
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• Give guidance and supervise the construction of the terrain board model
during planning phases.
• Ensure all information within the TOC (coming and going) is

disseminated, updated, collaborated, and managed properly.
• Monitor situations and ensure TOC maintains communications with

attached, subordinate, adjacent units, and higher headquarters.
• Manage reports/battle tracking.
• Oversee the timely and accurate posting of graphics and overlays.
• Supervise fragmentary order (FRAGO) control (accountability) and

distribution.
• Ensure TOC personnel annotate logistics reports in appropriate journal

files.
• Ensure TOC personnel act on all requests for information (RFIs).
• Ensure TOC personnel continually update significant activities

(SIGACTS).
• Maintain status boards/charts.
• Ensure TOC maintains battle rhythm by the following actions:
º Supervises and ensures the TOC rehearses commander’s update

briefings (battlefield update brief) and allocates time for staff and
the WFF chiefs to prepare and brief the commander and staff.
º Monitors and ensures all staff sections/WFF follow the time

schedule for rehearsals.
º Monitors and checks to see if all WFF chiefs/noncommissioned
officers in charge (NCOICs) turn in their briefing slides at the
appropriate time.
º Monitors staff rehearsals, mainly ensuring everyone is present.
• Coordinate, synchronize, and integrate internal CP and separate cell

activities.
• Serve as chief advisor to the executive officer (XO) and S3 concerning
main CP operations during planning, preparation, and execution.
• Participate in CP site selection, reconnaissance, and movement and cell
coordination.
• Know all electronic/computer tracking systems and communication
systems in use and ensure operators are fully trained.
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• Ensure system of resupply for expendable items.
• Coordinate repair or replacement of computer hardware/software.
• Responsible for TOC/CP life support (food, water, rest periods, duty
rosters).
S3 NCOIC
The S3 NCOIC works directly for the operations SGM and assumes his duties in
his absence. His duties encompass a wide range of responsibilities and activities
within the CP. He oversees the following TOC functions: receives, distributes, and
analyzes information; makes recommendations; and integrates and synchronizes
resources. The duties and responsibilities of the S3 NCOIC include the following:
• Supervise the daily operations and enforce standing operating procedures

(SOPs).
• Train enlisted personnel.
• Monitor and train NCOs prior to their attendance at the Battle Staff NCO
Course (set them up for success).
• Ensure proper distribution of reports and messages throughout the CP.
• Supervise maintenance and administration of the TOC/CP in conjunction

with the OIC/SGM.
• Coordinate with the first sergeant and company XO for maintenance and
logistics package support.
• Ensure personnel properly service and maintain all equipment systems

(vehicles, radios, generators, etc.).
• Supervise TOC/CP personnel in setup/teardown and displacement.
• Supervise physical layout of main CP vehicles, extensions, briefing tents,

sleep tents, and antennas.
• Recommend selection of alternate CP locations/configurations.
• Enforce security plan.
• Inspect section fighting positions/range cards. If there are attachments

(e.g., infantry section or Bradley fighting vehicle support), coordinate
local security and ensure inspection is being accomplished. Coordinate
guard/entry control point personnel with each staff section.
• Conduct OPSEC vulnerability assessment.
• Collect and consolidate schedules for current operations personnel.
• Collect and battle track unit status report information.
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• Monitor situations and ensure personnel maintain communications with

attached personnel.
• Map all graphics and overlays; ensure operations section maintains

situational awareness of unit locations one level up and two levels down.
• Control and distribute FRAGOs.
• Log information in journal files.
• Assist in answering RFIs.
• Update SIGACTS.
• Assist in the MDMP.
• Prepare main CP for orders, drills, briefs, and rehearsals.
• Assist in coordinating and preparing rehearsals.
• Account for terrain board and equipment, and supervise setting up terrain
board.
• Ensure all communications are operational (know all communications

systems used by the operations section and ensure all are functional).
• Establish and maintain an effective battle rhythm to ensure the higher

headquarters receives the required reports.
• Know all software and programs in use by the operations section.
• Ensure section sleep plans and shift schedules are posted and working
properly.
Battle Staff NCO

The battle staff NCO and battle captain must work together and understand each
other’s roles and responsibilities. To successfully conduct his duties and
responsibilities, the battle staff NCO must have access to and an understanding of
the current operations plan (OPLAN), operations order (OPORD), and FRAGOs
issued by his unit and his higher headquarters. He must maintain current battle
execution synchronization matrices, execution checklists, execution matrices,
operation schedules, and the overall common operational picture (COP) to
effectively battle track current operations. He is the first-line information manager.
The battle staff NCO must understand everything about the commander’s critical
information requirements (CCIR). He should have a good working knowledge of
the current situation. He must keep the battle captain out of trouble. An overview of
the duties and responsibilities of the battle staff NCO include the following:
• Supervise TOC information flow.
• Collect, process, and disseminate information.
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• Oversee quality control of battle tracking.
• Ensure the TOC can operate continuously while static or mobile.
• Monitor current operations.
• Ensure TOC personnel distribute reports and messages properly.
• Update unit status reports.
• Manage shift schedules to ensure sleep plans and meals are properly
scheduled.
• Maintain staff journals and filing records (analog or digital) of all staff
decisions and critical information coming into and leaving the CP.
• Maintain and update graphic control measures.
• Support the commander’s update brief.
TOC/CP Operational Tactics, Techniques, and Procedures (TTP)

An effective TOC/CP demands special TTP to function effectively in the field. The
TOC/CP has two primary functions:
• To track Soldiers and equipment during the battle to assist the leader in
the command and control of the unit.
• To serve as a data center that processes enemy and friendly information.
The basic building blocks for any TOC/CP are:

• Internal work area
• Physical setup
• Personnel who make the TOC/CP function
The responsibility of the BCT/battalion operations officer is to assemble these

building blocks and make them operate as one.
Ultimately, the success of a TOC/CP depends on its ability to battle track
information in any situation, ranging from combat to peacekeeping. Battle tracking
is not an easy task. The daily information flow must be carefully managed or it can
rapidly overload any headquarters. Knowing what is important, displaying that
data, and analyzing the information are equally crucial tasks. Personnel guided by
experience can use these simple tracking tools to get the job done. Regardless of its
physical size, the TOC/CP must have a system in place to record and display basic
message traffic. An effective TOC/CP provides vital battle-tracking information
using a centralized COP.
The concept of a COP is simple: provide a situational update at a glance. Anyone
should be able to look at the COP and understand what the unit is doing or what it
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plans to do without asking a lot of questions. More is not necessarily better for a
COP. The charts should not be so busy that they are not functional. Too much
information may confuse the viewer. The art is to determine what information is
required regularly to determine how data from various sources can be combined
effectively into one chart.
Predeployment Tips
Replicate the OIF environment during predeployment training:
• Configure garrison operations to mirror field CPs in form and function;

for example, position the S3 battle captain’s desk next to the S2
operations officer rather than separating him in a different office or
cubicle.
• Recommend NCOs convert a conference room into a facsimile of their

CP using the tactical standing operating procedures (TACSOP), faces,
places, systems, and displays to include Secure Internet Protocol Router
Network (SIPRNET) connectivity.
• Ensure NCOs participate in the predeployment site survey.
Design realistic and rigorous training:
• If possible, connect via SIPRNET to the unit’s deployment area of

operations (AO). This practice enables units to coordinate, fuse
intelligence, and conduct rehearsals in their future AOs.
• Recommend battle staffs focus on specific counterinsurgency (COIN)

tasks that apply to their operational environment/AO.
• Recommend every Soldier receive culture and language training tailored
to his future operational area.
• Battalion and BCT battle staffs should plan and coordinate simultaneous
training events and predeployment activities to ensure successful
predeployment operations. Major training events include:
º Organizing for combat.
º Fielding required equipment.
º Filling personnel shortages.
º Developing and submitting an operational needs statement.
º Conducting equipment maintenance and preparing for deployment.
º Conducting multi-echelon training.
º Validating all units for deployment in accordance with Forces

Command and Combined Forces Land Component Command
predeployment training program/standards.
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º Developing the deployment order/OPLAN.
º Developing training timelines.
º Conducting battle staff training.
º Ensuring compliance with the Soldier Readiness Program (SRP).
º Refining battle staff structure and responsibilities.
º Cross training.
TOC/CP Operations
TOC/CP operations tips
Units and battle staff NCOs can use the following tips to enhance mission
accomplishment:
• Keep map boards up to date; do not rely exclusively on digital systems

such as Force XXI Battle Command Brigade and Below and Blue Force
Tracker.
• Use standard 1:50,000 scale military maps.
• Use smaller or larger maps as additions, not substitutes.
• Place the operations map in the center flanked by the intelligence and fire
support maps.
• Create overlays to one standard size.
• Consider combining status charts with situation maps to give commanders

friendly and enemy situation snapshots for the planning process.
• Standardize map boards to the same size, scale, and overlay mounting
holes. This practice facilitates easy transfer of overlays from one board to
another.
• Depict all unit boundaries and current locations of friendly units within
the AO.
• Template known and suspected enemy locations.
• Display locations of essential sustainment modes.
• Depict main supply routes.
• To enhance effective battle tracking, recommend battle staffs build the

COP as the action occurs to provide the commander relevant information.
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• The S2 supervises intelligence preparation of the battlefield (IPB), but the

entire staff develops the IPB. The battle staff should continuously review
and update its respective “running” estimates.
• Keep tactical orders simple and concise. Maximize the use of matrix
OPORDs with graphics.
• Adhere to the 1/3 (plan) – 2/3 (execute) rule.
• Factor in mission, enemy, terrain and weather, troops and support

available, time available, and civil considerations (METT-TC).
• When occupying a fixed site or conducting a transfer of authority with

another unit, conduct a detailed site survey to ensure systems and
communications compatibility.
• Ensure the battle captains, battle staff NCOs, radio telephone operators
(RTOs), and primary staff officers (at least the S2) can see the same COP
from their working stations.
• Recommend battle captains monitor radio traffic from their working

stations.
• Ensure communications are compatible with subordinate elements, the

supported unit, and higher headquarters.
• Publish primary, alternate, contingency, and emergency communication

procedures.
• Provide a mechanism for capturing and sharing SIGACTS.
"A good battle staff NCO needs to be technically and tactically proficient . . .
[He] must also have the desire and drive to learn, as the work environment
is fast-paced and demanding. A battle staff position is not for someone with
a timid or casual mentality."
–SSG Michael Milihram
TOC/CP operations checklist
Below is an example of a TOC/CP checklist units and battle staff NCOs can use to
enhance mission accomplishment. The following list provides only “A Way” and is
not all-inclusive:
Maintain unit battle tracking.
Monitor civil-military operations (CMO) requesting, tracking,

coordinating, and targeting information operations (IO).
Maintain brigade or battalion/task force (TF) estimate workbook/journal.
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Enforce sleep plan and shift plans/shift chart by name.
Conduct after-action reviews (AARs) for specific operations, overall

issues, and overall team/staff weaknesses and strengths.
Establish and enforce rules for eating, drinking, sleeping, hot washes,
badges, and equipment arrangement.
Enforce sound, noise, light disciplines.
Enforce vehicle start schedule and generator fueling and changeover

schedules.
Maintain status boards for each staff section and/or WFF.
Maintain journal and/or ledger (S3, S2, S5) to track specific information
requirements (IR), CCIR, and CMO actions.
Conduct shift change briefs.
Ensure adherence to “jump” TOC SOP, equipment, forms, and references

available.
Maintain SIGACTS.
Maintain situation maps (operations, intelligence, and fire support/fire

direction).
Supervise preventive maintenance checks and services for assigned

vehicles, generators, radios, weapons.
Ensure adherence to casualty evacuation and personnel recovery

procedures.
Maintain battle roster of battalion/TF and any attachments.
Assist with publication of warning orders/FRAGOs.
Pre-format blank orders.
Conduct frequency changeover and signal operating instructions.
Maintain defense sketches, range cards, and TOC/CP layout diagram.
Maintain communications and logistics status chart.
Maintain continuity book (layout, load plan, job description, recurring

actions, etc.).
Conduct immediate action drills.
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Maintain a current SOP.
Enforce network discipline.

Shift change tips
Information interchanges for the battle staff occur during shift changes. If the shift
change briefs are executed effectively, battle tracking continues in a near-seamless
transition. The operations SGM is responsible for the shift change and for selecting
NCOs for specific shifts. The commander may want several battle update briefs
throughout the day. The operations SGM and the battle staff NCOIC ensure
briefing areas and shift change personnel are present for the shift change.
Key shift change considerations include the following:
• Dedicate a briefing area.
• Ensure all incoming shift NCOs are present.
• Identify a recorder.
• Submit information slides to the battle captain in a timely manner.
• Account for all slice elements.
• Ensure CSM and operations SGM have a portion of the brief.

Recommend the operations SGM talk about security, reporting
procedures, TOC organization, information management issues, resupply
operations, and maintenance.
• Ensure all slice element NCOs conduct an internal shift change brief.
• Establish criteria to wake senior leaders when their presence is required.
• Establish a plan to update senior leaders after rest periods.
• Include a sleep plan in the METT-TC analysis, and post sleep plans in the
CP.
U.S. UNCLASSIFIED
TOC/CP Shift Change Brief Format – “A Way”
Event Description Briefer
The following personnel are present for

the shift change briefing: battle captain,
Roll Call battle staff NCOIC, senior watch officer, Battle Captain
S2, S3, S3-Air, fire support officer, S1,
S4, S6
• Weather conditions impacting
operations during the next 24 hours
Weather and • SIGACTS
Intelligence • Threat assessment - priority S2
Update intelligence requirement (PIR) review
• Enemy course(s) of action
• Force protection assessment
• Task, purpose, and location for
maneuver force in AO
Current
Operations • Current missions S3
• Pending missions during the shift
• Very important person schedule
• Focus of deliberate operations
planning
• Active on-call airspace control
measures
Aviation
Operations • Convoy escort (force protection) S3-Air
mission(s) status
• Close air support schedule and
availability
• Aircraft status
• Lethal and nonlethal targeting
Fires impacting operations FSO
• Active fire support control measures
Brief by exception:
• Communication security/frequency
Signal changes S6
• Service interruption, maintenance
• Servicing requirements that impact
mission
Brief by exception:
• Changes to army, fuel, fix that will
Sustainment impact ongoing operations S4
• Changes to material that will impact
ongoing operations
U.S. UNCLASSIFIED
Brief by exception:
• Manning
Personnel • Public affairs officer S1
• Medical
• Administrative requirements that may
impact ongoing operations
• CCIR review
Command • Location of the commander Battle Captain
• Overall risk assessment
Administrative requirements that impact Battle staff
Administrative
the CP NCOIC
Closing Alibi by exception Battle Captain
NCO Shift Change Briefing Format - “A Way”

The operations SGM ensures that battle staff NCOs conduct their own internal shift
change to help facilitate effective information flow/battle tracking in the CP. The
outgoing shift briefs the incoming shift in detail. Important areas to cover during
the shift change brief include the following:
Current operations:
• Mission
• Commander’s intent
• Concept of operation
• Task organization
• Friendly situation
• Enemy situation
• Unit locations and current SIGACTS
• Personnel status
• Logistics status, to include the TOC/CP
• Combat power status
• Weapons systems status
• Mission-oriented protective posture (MOPP) status
• Air defense artillery status
U.S. UNCLASSIFIED
• Current fire missions
• Current air missions
• Battle damage assessment during shift
• Attached/detached status (operational control)
• Location of battalion or brigade commander
• Location of the CSM
• Location of the S3/XO
• Location of the operations SGM
• Security/observation post (OP) status
• Guard roster/time schedule
Future operations:
• Orders/plans to be produced
• Orders due to higher
• Contingency missions
• Planned/anticipated SIGACTS
• Reports last sent
• Actions required by next shift
• Reports due early next shift
• Review staff journal
Shift changes facilitate efficient battle tracking in the TOC/CP, while updating all
principal staff members on the COP. The following best practices will help your
battle staff achieve and maintain an effective battle rhythm:
• Standardize the agenda.
• Simplify your systems.
• All primary staff members should have representation at the shift change
briefing.
• Brief deliberate battalion/brigade-size operations in detail.
• Shift change should occur for all members of the TOC/CP at the same
time.
U.S. UNCLASSIFIED
Summary
This opening chapter highlights the crucial role that battle staff NCOs fulfill in
operating a successful TOC/CP. NCOs have always been the U.S. Army’s primary
trainers, and, as such, they help set and maintain the high standards necessary for
efficient battalion and BCT staffs to sustain a unit’s battle rhythm and high
operational tempo during all types of military operations.
U.S. UNCLASSIFIED
Chapter 2
Roles and Functions of Battle Staff
Noncommissioned Officers
"Battle staff NCOs are still combat leaders."
–SFC (USA, Ret) Pierre Burkett
Battle staff noncommissioned officers (NCOs) focus on assisting their respective

staff officers and senior NCOs. The entire staff contributes to making and executing
timely decisions. Commanders and staffs continually look for opportunities to
streamline cumbersome or time-consuming procedures. The following paragraphs,
organized by warfighting function (WFF), suggest activities and functions common
to all members of a particular staff section. Principal staff officers along with their
senior NCOs determine what specific functions are performed within their sections
based upon the skill sets of available personnel.
Intelligence (Intel) Function

The battle staff NCO assists within the intel warfighting functional area with all
matters concerning intel readiness, intel tasks, intel synchronization, other intel
support, counterintelligence, and support to security programs.
Intel readiness:
• Establish and maintain the proper relationships and procedures with other
intel staffs, units, and organizations.
• Before deploying on an operation, coordinate with higher echelons, the
S4, and the engineer coordinator (ENCOORD) to identify requirements
for geospatial products.
• Prepare the command intel-training plan and integrate intel, counter-
intelligence, and enemy/threat considerations into other training plans.
Intel tasks:
• Manage intelligence preparation of the battlefield (IPB), to include
integrating the IPB efforts of the rest of the staff and other echelons, and
support parallel planning.
• Perform situation development, to include updating the enemy/threat,
terrain and weather, and civil considerations portions of the common
operating picture (COP).
• Provide indications and warnings support to operations.
• Provide intel support to targeting, to include participating in targeting

meetings, developing targets, planning target acquisition, and tracking
high-payoff targets (HPTs).
U.S. UNCLASSIFIED
• Provide intel support to battle damage assessment.
• Provide intel support to force protection.
• Provide intel support to information operations (IO) by integrating intel

products into IO planning and integrating IO considerations into the other
intel tasks.
• Recommend priority intelligence requirements (PIR).
Intel synchronization:
• Synchronize intel support to operations and to intelligence, surveillance,

and reconnaissance (ISR) integration through close coordination with the
commander, chief of staff (COS)/executive officer (XO), S3, and the
other staff members.
• Develop and continuously update list of intel gaps.
• Analyze and track commander’s critical information requirements

(CCIR), PIR, friendly forces information requirements (FFIR), and
information requirements (IRs) to develop generic collection tasks and
requests for support from higher and adjacent commands.
• Develop the intel synchronization plan.
Other intel support:
• Provide intel updates, other products, and additional support to ISR

integration, the concept of operations, and mission accomplishment.
• Advise the commander so that all collection, production, and
dissemination adhere to special security, legal, and regulatory restrictions.
• Facilitate the military-intelligence-unique deconfliction of collection
among assigned, attached, and supporting intelligence-collection assets
and other collection assets in the area of operations (AO).
• Prepare the intel annex to plans and orders and the intel estimate.
• Coordinate technical control and technical support for military intel assets
and units.
• Debrief friendly personnel.
• Identify linguist requirements pertaining to intel support.
• Determine all foreign languages and dialects proficiencies needed for

mission accomplishment.
• Coordinate security investigations of local-hire linguists.
U.S. UNCLASSIFIED
Counterintelligence:
• Coordinate counterintelligence activities.
• Ensure intelligence contingency funds (ICF) and the micro awards

program are coordinated for and in place.
• Identify enemy intel collection capabilities, such as efforts targeted

against the unit.
• Evaluate enemy intel capabilities as they affect operational security,

counter surveillance, signals security, security operations, military
deception planning, psychological operations (PSYOP), area security
operations, and force protection.
Support to security programs:
• Supervise the command and personnel security programs.
• Evaluate physical security vulnerabilities.
• Conduct staff planning and supervise the special security office.
• Ensure biometrics systems are in place and functioning properly.
• Ensure all applicable security accreditations are valid and up to date.
Maneuver Function
The battle staff NCO assists within the maneuver functional area with all matters
concerning training, operations and plans, force development, and modernization.
Training:
• Conduct training within the command.
• Assist with the preparation of training guidance.
• Help the S3 develop the unit’s mission essential task list (METL).
• Identify training requirements based on the unit METL and training

status.
• Determine requirements for and allocation of training resources.
• Organize and conduct internal schools; obtain and allocate quotas for
external schools.
• Conduct training inspections, tests, and evaluations.
• Maintain the unit readiness status of each unit in the command.
• Compile training records and reports.
U.S. UNCLASSIFIED
Operations and plans:
• Prepare, coordinate, authenticate, publish, and distribute command

standing operating procedures (SOPs), plans, orders, terrain requirements,
and products involving contributions from other staff sections.
• Plan, coordinate, and supervise exercises.
• Participate in targeting meetings.
• Review plans and orders of subordinate units.
• Synchronize tactical operations with all staff sections.
• Ensure necessary combat support requirements are provided when and

where required.
• Integrate biometrics capabilities (Biometric Automated Toolset and

Handheld Interagency Identity Detection Equipment) into plans and
orders to achieve identity dominance in the AO.
• Integrate ISR into the concept of operations.
• Develop the ISR plan annex with rest of the staff.
• Integrate fire support into operations.
• Plan tactical troop movement, including route selection, priority of

movement, timing, security, bivouacking, quartering, staging, and
preparing movement orders.
• Requisition replacement units.
• Establish criteria for reconstitution operations.
• Coordinate and direct terrain management.
• Determine combat service support (CSS) resource requirements with the

S1 and S4.
• Participate in course of action (COA) and decision support template
development with the S2 and fire support coordinator (FSCOORD).
• Coordinate with the ENCOORD, S2, S5, and surgeon to establish
environmental vulnerability protection levels.
• Recommend general command post (CP) locations.
• Integrate space support, IO with the G7, and fire support into all
operations.
• Coordinate with the S1 for civilian personnel involvement in tactical
operations.
U.S. UNCLASSIFIED
• Consolidate linguist requirements and establish priorities for using

linguists.
Force development and modernization:
• Process procedures for unit activation, inactivation, establishment,

discontinuance, and reorganization.
• Field new weapons and equipment systems.
• Evaluate the organizational structure, functions, and workload of military

and civilian personnel to ensure their proper use and requirements.
• Allocate manpower resources to subordinate commands within

established ceilings and guidance.
• Develop and revise unit force data for documenting any changes to the
modification tables of organization and equipment (MTOE) and
modification tables of distribution and allowances (MTDA).
• Record and report data for information, planning and programming,

allocation, and justification.
• Conduct formal, on-site manpower and equipment surveys.
• Ensure MTOE and MTDA documents reflect the minimum essential and
most economical equipment needed for the assigned mission.
• Determine qualitative and quantitative personnel requirements for new

equipment and systems.
Civil-military (CMO) operations:
• Advise the commander on the effect of civilian populations on military
operations.
• Minimize civilian interference with operations to include dislocated
civilian operations, curfews, and movement restrictions.
• Advise the commander on legal and moral obligations incurred from the
long- and short-term effects of military operations on civilian
populations.
• Advise the commander on employing military units that can perform
CMO missions.
• Operate a CMO center to maintain liaison with other U.S. governmental
agencies, host nation (HN) civil and military authorities, and
nongovernmental and international organizations in the AO.
• Coordinate with the FSCOORD on protected targets.
U.S. UNCLASSIFIED
• Plan community relations programs to gain and maintain public

understanding and goodwill and to support military operations.
• Coordinate with the staff judge advocate (SJA) about advice to the
commander on rules of engagement (ROE)/escalation of force when
dealing with civilians in the AO.
• Provide the S2 information gained from civilians in the AO.
• Coordinate with the PSYOP officer on trends in public opinion.
• Coordinate with the surgeon on the military use of civilian medical

facilities, materials, and supplies.
• Coordinate with the public affairs officer on supervising public

information media under civil control.
• Provide instruction to units, officials (friendly, HN civil, or HN military),

and the population on identifying, planning, and implementing programs
to support civilian populations and strengthen HN internal defense and
development.
• Identify and assist the S6 with coordinating military use of the local
information system (INFOSYS).
• Support human terrain teams.
• Coordinate with the provost marshal to control civilian traffic in the AO.
• Help the S4 coordinate facilities, supplies, and other materiel resources

available from the civil sector to support operations.
• Coordinate with the S1 and SJA in establishing off-limits areas and
establishments.
• Coordinate civilian claims against the U.S. Government with the SJA.
Air liaison operations:

• Advise the air liaison officer and staff on employing aerospace assets.
• Operate and maintain the U.S. Air Force (USAF) tactical air direction
radio net and USAF air request net.
• Transmit requests for immediate close air support (CAS) and
reconnaissance support.
• Transmit advance notification of impending immediate airlift
requirements.
U.S. UNCLASSIFIED
• Support liaison between air and missile defense (AMD) units and air
control units.
• Plan the simultaneous employment of air and surface fires.
• Coordinate tactical air support missions with the FSCOORD and the
appropriate Army airspace command and control (A2C2) element.
• Support the supervision of forward air controllers and the tactical air
control party.
• Integrate air support sorties with the Army concept of operations.
• Participate in targeting team meetings.
• Direct CAS missions.
• Provide USAF input into A2C2.
Aviation coordination:
• Advise the commander and staff on employing aerospace assets.
• Operate and maintain the USAF tactical air direction radio net and USAF
air request net.
• Transmit requests for immediate CAS and reconnaissance support.
• Transmit advance notification of impending immediate airlift

requirements.
• Act as liaison between AMD units and air control units.
• Plan the simultaneous employment of air and surface fires.
• Coordinate tactical air support missions with the FSCOORD and the
appropriate A2C2 element.
• Supervise forward air controllers and the tactical air control party.
• Integrate air support sorties with the Army concept of operations.
• Participate in targeting team meetings.
• Direct CAS missions.
• Provide USAF input into A2C2.
Sustainment Function
The battle staff NCO assists within the sustainment functional area with all matters
concerning human resources support and logistics operations, specifically,
U.S. UNCLASSIFIED
manning, personnel services, personnel support, headquarters management, logistic

plans, supply, maintenance, transportation, and services.
Manning:
• Analyze personnel strength data to determine current capabilities and

project future requirements.
• Monitor unit strength status.
• Support unit linguist requirements through identifying all foreign-

language-skilled Soldiers in the organization.
• Advise the commander and staff about individual, team, or crew

replacements.
• Coordinate and monitor readiness processing, movement support, and

positioning of replacement personnel.
• Receive, account, process, and deliver personnel.
• Prepare estimates for personnel replacement requirements based on

estimated casualties, nonbattle losses, and foreseeable administrative
losses.
• Prepare plans and policies to govern the assignment of replacement

personnel.
• Request and allocate individual, team, or crew replacements.
• Maintain a personnel information database.
• Account for military personnel.
• Collect, process, and store critical information about Soldiers, units, and
civilians.
• Account for civilian personnel.
Personnel services:
• Conduct casualty reporting, notification, and assistance.
• Monitor the reporting and status of remains.
• Manage casualty mail coordination.
• Manage the awards program.
• Manage records, including finance, legal services, and command

information.
• Plan and coordinate policies for Soldiers deemed unfit for combat duty.
U.S. UNCLASSIFIED
• Manage line-of-duty investigations, congressional and family inquiries,

and special correspondence.
• Manage internal information program.
Personnel support:
• Manage postal operations.
• Provide support for morale, welfare, and recreation.
• Support band operations.
• Manage all aspects of equal opportunity.
• Manage community and family support activities.
• Coordinate interaction with the Army and Air Force Exchange Service
and nonmilitary agencies servicing the command, such as the American
Red Cross.
Headquarters management:
• Manage the organization and administration of the headquarters.
• Recommend manpower allocation.
• Coordinate and supervise movement, internal arrangement, and space

allocation.
• Provide administrative support for military and civilian personnel,

including leaves, passes, counseling, transfers, awards, and personal
affairs.
• Provide information services, including publications, printing,
distribution, and Freedom of Information Act material.
• Provide administrative support for non-U.S. forces, foreign nationals, and
civilian internees.
• Administrate discipline, law, and order with the provost marshal,
including absence without leave (AWOL), desertion, court-martial
offenses, punishments, and straggler disposition.
Logistic operations and plans:

• Develop the logistic plan to support operations.
• Coordinate with the S3 and S1 on equipping replacement personnel and

units.
• Coordinate with the support unit commander on the current and future
support capability of that unit.
U.S. UNCLASSIFIED
• Coordinate the selection of main supply routes (MSRs) and logistic

support areas with the ENCOORD and forward recommendations to the
S3.
• Perform logistic preparation of the battlefield with the support command.
• Recommend policy for collecting and disposing of excess property and

salvage.
Supply:
• Determine supply requirements, except medical, with the support unit

commander and the S3.
• Coordinate requisition, acquisition, and supply and equipment storage

and materiel records management.
• Recommend CSS priorities and controlled supply rates (CSRs).
• Calculate and recommend to the S3 basic and prescribed loads, and assist
the S3 in determining required supply rates (RSRs).
• Coordinate and monitor the collection and distribution of excess, surplus,

and salvage supplies and equipment.
• After coordinating with the S2, direct the disposal of captured enemy
supplies and equipment.
• Coordinate the allocation of petroleum products to subordinate units.
• Coordinate host nation support with the S5.
Maintenance:
• Monitor and analyze equipment readiness status.
• Determine maintenance workload requirements with the support

command.
• Coordinate equipment recovery and evacuation operations with the
support command.
Transportation:
• Conduct operational and tactical planning to support mode and terminal
operations and movement control.
• Plan administrative troop movements with the S3.
• Coordinate transportation assets for other services.
• Coordinate host nation support with the S5.
U.S. UNCLASSIFIED
• Coordinate special transport requirements to move the CP.
• Coordinate with the S1 and the provost marshal on transporting

replacement personnel and enemy prisoners of war (EPWs).
• Coordinate with the S3 for CSS of tactical troop movements.
Services:
• Coordinate the construction of facilities and installations, except for

fortifications and signal systems.
• Coordinate field sanitation.
• Coordinate organizational clothing and individual equipment exchange

and replacement.
• Coordinate or provide food preparation, water purification, mortuary

affairs, aerial delivery, laundry, shower, and clothing/light textile repair.
• Coordinate the transportation, storage, handling, and disposal of

hazardous material or hazardous waste.
• Support linguist requirements, to include contracting for, planning, and

providing logistic support to contracted linguists.
Command, Control, Communications, and Computers (C4) Function

The battle staff NCO leverages the C4 functional area capabilities to enhance
information management and battle tracking within the tactical operations center
(TOC)/CP.
Operations:
• Prepare and maintain command, control, communications, and computers
operations (C4OPS) estimates, plans, and orders.
• Monitor and make recommendations on all technical C4OPS activities.
• Assess C4OPS vulnerability and risk management with the S2.
• Recommend C4OPS network priorities for battle command.
• Recommend CP locations based on the information environment.
• Ensure that redundant communications means are planned and available

to pass time-sensitive information.
• Recommend command and control (C2)-related essential elements of
friendly information.
• Establish automation systems administration procedures for all
INFOSYS.
U.S. UNCLASSIFIED
• Manage and control information network capabilities and services.
• Coordinate, plan, and direct all C4OPS support interfaces with joint and
multinational forces, including host nation support interfaces.
• Coordinate the availability of commercial INFOSYS and information

services for military use with the S5.
• Coordinate, plan, and direct communications protocols and user

interfaces from within the global information grid to the tactical Internet
for all WFFs.
• Configure wide-area networks.
• Manage radio frequency allocations and assignments and provide

spectrum management.
• Coordinate, plan, and direct all command information assurance (IA)

activities.
• Direct and supervise information and system security.
• Ensure the appointment of an information assurance security officer

(IASO) in all elements of the command.
• Coordinate, plan, and direct communications security (COMSEC)

measures, including the operation of the IA systems security office.
• Provide IA direction and guidance to IA security coordinators.
Information management (IM):

• Prepare, maintain, and update IM estimates, plans, and orders.
• Support command IM program implementation at the tactical and main

CPs.
• Facilitate the timely flow of required information (RI), and enable the
staff to process, display, store, and disseminate the COP.
• Establish procedures that enable the staff to maintain a timely flow of RI
with the staff.
• Establish INFOSYS to develop the COP with the staff.
• Coordinate the staff interaction necessary to develop the COP within CPs
and at each major subordinate command.
• Provide the architecture necessary to collect, process, display, store, and
disseminate RI to support C2 functions with the staff.
• Facilitate staff presentation of RI according to quality criteria of
accuracy, timeliness, usability, completeness, precision, and reliability.
U.S. UNCLASSIFIED
• Coordinate, plan, and direct the establishment of C2-system architectures

that provide a sound foundation for current and future IM.
• Direct and supervise automation management functions.
• Establish and provide automation configuration management for all

INFOSYS hardware/software employed by the command.
• Coordinate, plan, and direct the use of C2 INFOSYS and automation

software and hardware employed by the command.
Plans Function
The battle staff NCO assists within the plans functional area with all matters
concerning IO.
• Ensure IO supports achieving information superiority.
• Synchronize and coordinate offensive and defensive IO within the overall

operation.
• Assess the effects of offensive and defensive IO throughout the

operations process and recommend IO adjustments as required.
• Coordinate and synchronize tactical IO with theater, strategic, and

operational-level IO.
• Coordinate IO elements and related activities for the COS/XO.
• Integrate intel from the S2 into IO.
• Monitor execution of IO tasks to ensure delivery of massed information

effects when needed.
• Exercise staff coordination over the conduct of the overall IO effort.
• Coordinate the preparation of the IO portions of plans and orders.
• Recommend priorities for accomplishing IO tasks identified during

planning.
• Leverage the capabilities of higher echelon IO agencies and units
providing connectivity with national and theater-level IO agencies.
• Recommend IO effects to influence adversary perceptions, decisions, and

actions.
• Establish and supervise an IO cell.
• Coordinate IO with other agencies such as the U.S. Information Agency,

U.S. Agency for International Development, and U.S. Ambassador.
U.S. UNCLASSIFIED
Fires Function
The battle staff NCO assists within the fires functional area with all matters
concerning electronic warfare (EW) and fire support.
EW operations:
• Coordinate, prepare, and maintain the EW target list, electronic attack

(EA) taskings, EA requests, and the EW portion of the sensor/attack
matrix.
• Coordinate and deconflict EW targets with frequencies and the joint

restricted frequency list.
• Coordinate with the FSCOORD and S2 to identify opportunities for

conducting effective EA.
• Analyze adversary EW activities with the S2.
• Assess adversary vulnerabilities, friendly capabilities, and friendly

missions in EW terms.
• Develop a prioritized adversary C2 target list based on high-value targets

and HPTs with the FSCOORD.
• Develop the EA mission tasking based on the C2 target list, and issue the
EA target list.
• Coordinate the EA target list with organic military intelligence units and
with adjacent and higher commands, including joint and multinational
commands when appropriate.
• Coordinate with the higher headquarters EW officer to deconflict IO on
the communications spectrum.
• Prepare EW estimates and the EW appendix to the IO annex to orders and
plans.
Fire support operations:

• Develop, with the fire support officer and S3, a concept of fires to support
the operation.
• Plan and coordinate essential fire support tasks.
• Integrate nonlethal fires, including offensive IO, into the concept of fires
and concept of operations from input at targeting meetings.
• Coordinate positioning of fire support assets.
U.S. UNCLASSIFIED
• Provide information on the status of fire support systems, target

acquisition assets, and field artillery ammunition.
• Coordinate and synchronize joint fire support.
• Manage ammunition requirements, resupply, and reallocation.
• Recommend fire support coordinating measures to support current and

future operations.
• Recommend and implement the commander’s counterfire and other target

engagement priorities.
Protection Function
The battle staff NCO assists within the protection functional area with all matters
concerning air and missile defense, chemical, engineer, and provost marshal
operations.
Air and missile defense operations:
• Provide air and missile attack early warning.
• Disseminate air defense ROE, weapons control status, and air defense
warnings to subordinate units.
• Disseminate air tasking order (ATO) and airspace control order (ACO)
information to air defense artillery (ADA) units. ATO and ACO
information is normally received electronically through the Army Battle
Command System, which receives it from the Theater Battle
Management Core System.
• Coordinate airspace control measures to support AMD operations.
• Recommend offensive counter air, defensive counter air, and theater

missile defense targets and priorities based on the enemy air and missile
capability assessment.
• Coordinate with the S2 to ensure that surveillance and intelligence units
locate enemy air support assets.
• Coordinate air defense sensor management.
• Recommend active and passive air defense measures.
• Determine requirements and recommend assets to support AMD.
• Provide AMD input to the airspace control plan.
• Provide information on the status of AMD systems, air and missile attack
early warning radars, and ADA ammunition on hand.
U.S. UNCLASSIFIED
• Recommend to the S3 the ADA ammunition RSR.
• Provide an estimate of the adequacy of the ADA ammunition CSR.
• Coordinate and synchronize Army forces AMD with joint force AMD.
• Review and recommend joint force counter air ROE and procedures with
the SJA.
Chemical operations:
• Recommend COAs to minimize friendly and civilian vulnerability, and

assess the probability and effect of chemical, biological, radiological,
nuclear, and high-yield explosives (CBRNE)-related casualties.
• Provide technical advice and recommendations on mission-oriented

protective posture (MOPP), troop-safety criteria, operational exposure
guidance, CBRNE reconnaissance, smoke operations, biological warfare
defense measures, and mitigating techniques.
• Plan and initiate procedures to verify and report enemy first use of
CBRNE agents with the surgeon.
• Assess the probability and effect of CBRNE-related casualties.
• Coordinate across the entire staff while assessing the effect of enemy
CBRNE-related attacks and hazards on current and future operations.
• Coordinate health support requirements for CBRNE operations with the

surgeon.
• Perform CBRNE vulnerability analyses and recommend IRs to the S2
through the S3.
• Plan, supervise, and coordinate CBRNE decontamination operations.
• Supervise the nuclear and chemical accident and incident response

assistance program.
• Process and distribute CBRNE attack and contamination data.
• Prepare, manage, and distribute CBRNE messages.
• Prepare CBRNE situation reports.
• Conduct CBRNE reconnaissance operations and coordinate them with the

overall ISR plan.
• Assess weather and terrain data to determine if environmental factors
favor enemy use of weapons of mass destruction or, at corps level,
friendly use of nuclear weapons.
U.S. UNCLASSIFIED
• Predict downwind vapor hazard and fallout patterns and their probable
effects on operations.
• Predict fallout from friendly use of nuclear weapons, and disseminate

nuclear strike warning messages.
• Plan, coordinate, and manage chemical and radiological survey and

monitoring operations.
• Maintain and report radiation exposure and dose status and coordinate
with surgeon.
• Estimate the effect of a unit’s radiation exposure state on mission

assignments.
• Estimate consumption rates of CBRNE defense equipment and supplies.
• Operate the CBRNE warning and reporting system.
• Oversee construction of CBRNE shelters.
• Plan and recommend integration of smoke and obscurants into tactical

operations.
• Develop smoke targets.
• Plan and recommend the use of flame field expedients to supplement unit
defense and existing minefields and barriers.
• Advise the commander on using riot control agents.
Engineer operations:
• Plan and control the engineer battlefield functions, mobility,
countermobility, survivability, and general and topographic engineering.
• Plan and coordinate with the S3 and FSCOORD on integrating obstacles
and fires.
• Advise the commander on the use of all engineer assets.
• Advise the commander on employing and reducing obstacles.
• Advise the commander on environmental issues.
• Provide a terrain visualization mission folder to determine the effects of

terrain on friendly and enemy operations.
• Manage the digital terrain data storage device.
U.S. UNCLASSIFIED
• Produce maps and terrain products.
• Plan and supervise the construction, maintenance, and repair of camps

and facilities for friendly forces, EPWs, and civilian internees.
• Provide information on the status of engineer assets on hand.
• Plan and coordinate environmental protection, critical areas, and

protection levels.
• Prepare the engineer battlefield assessment in assisting the S2 with IPB.
• Recommend MSRs and logistic areas based on technical information to

the S4.
• Plan the reorganization of engineers to fight as infantry when the

commander deems their emergency employment necessary.
• Advise the commander and coordinate with the S3 and S4 for fire
protection and prevention issues and planning.
Provost marshal operations:
• Plan and control maneuver and mobility support operations to include

route reconnaissance, surveillance, circulation control, dislocated civilian
and straggler control, information dissemination, and tactical and criminal
intel collecting and reporting.
• Coordinate components of area security operations including activities

associated with force protection; zone and area reconnaissance; CP access
control; physical security of critical assets, nodes, and sensitive materials;
counter reconnaissance; and security of designated key personnel.
• Coordinate internment and resettlement of EPWs and civilian internees,

dislocated civilians, and U.S. military prisoners, including their
collection, detention and internment, protection, sustainment, and
evacuation.
• Coordinate law and order operations including law enforcement, criminal
investigations, counterterrorism, and antiterrorism activities.
• Conduct police intelligence operations including activities related to the
collection, assessment, development, and dissemination of police
intelligence products.
• Coordinate customs and counterdrug activities.
• Provide physical security guidance for commanders.
• Assist with area damage control and CBRNE detection and reporting.
• Perform liaison with local civilian law enforcement authorities.
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• Help the S1 administer discipline, law, and order including AWOL;

desertion; court-martial offenses; requests for transfer of internees,
detainees, and prisoners; rewards and punishments; and disposition of
stragglers.
• Provide AWOL and desertion statistical data to the S1.
• Coordinate for all logistic requirements relative to EPW and civilian

internees, U.S. military prisoners, and dislocated civilians.
"A good battle staff NCO knows the big picture and how his unit fits into it.
He also knows what is expected from higher headquarters at least two levels
up."
–SFC James Hennessey
Summary
The duties and functions outlined in this chapter provide battle staff NCOs and
principal staff officers specific guidelines associated with WFF-related
responsibilities, resulting in better situational awareness of the COP within the
TOC/CP.
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Chapter 3
Battle Staff Rehearsals
Field Manual (FM) 6.0, Mission Command: Command and Control of Army
Forces, defines a rehearsal as “a session in which a unit or staff practices expected
actions to improve performance during execution.” Rehearsals occur during
preparation and are the commander’s tool to ensure staffs and subordinates
understand the commander’s intent and concept of operations. Rehearsals also
synchronize operations at times and places critical to successful mission
accomplishment. The extent of rehearsals depends on available time.
Rehearsals allow participants in an operation to become familiar with the plan.
Rehearsals also translate the plan into a visual impression that orients participants
to their environment and to other units that will execute the operation. Effective
rehearsals imprint a mental picture of the sequence of key actions within the
operation and provide a coordination forum for subordinate and supporting leaders
and units.
Battle staff rehearsals are critically important to achieve two results:
• Everyone understands each part of the plan.
• Everyone is fully prepared to act when the events do not go exactly as

planned.
Soldiers and leaders who understand the plan and then execute it can win the fight.
Commanders and staffs have numerous choices when it comes to rehearsing the
plan, both in rehearsal types and rehearsal techniques. Familiarity with each will
assist the commander in selecting the best way to visualize, clarify, and synchronize
the unit’s planned critical actions.
Rehearsing key combat actions allows unit participants to become familiar with the
synchronization of the operation. Effective rehearsal planning should determine the
following:
• What critical tasks are required?
• What method (how to rehearse) will be used?
• Whom to rehearse.
• When to rehearse.
These commander decisions are based on:

• Time available.
• Unit training status.
• Complexity of the planned operation.
• Unit familiarity with rehearsal types and techniques.
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Rehearsal techniques should include commander preferences and guidance

regarding each in the unit’s tactical standing operating procedures (TACSOP).
Rehearsal Techniques
Generally, battle staffs can choose from six different techniques for executing
rehearsals: (Reference: FM 6.0, Appendix F)
• Full dress
• Reduced force
• Terrain model
• Sketch map
• Map
• Network
The resources required for each technique vary from extensive preparation time and
resources in the full-dress rehearsal to a map and overlay in the map rehearsal. Each
rehearsal technique provides a different degree of understanding to participants.
Rehearsal considerations include the following:
• Time. Time required to conduct (plan, prepare, execute, and assess) the
rehearsal.
• Echelons involved. Number of echelons participating in the rehearsal.
• Operational security (OPSEC). Ease with which the enemy might

gather intelligence from the rehearsal.
• Terrain. Factors affecting the space needed to be allocated and secured

for the rehearsal.
Full-dress rehearsal
A full-dress rehearsal produces the most detailed understanding of the operation. It

involves every participating Soldier and system. If possible, organizations execute
full-dress rehearsals under the same conditions—weather, time of day, terrain, and
use of live ammunition—that the force expects to encounter during the actual
operation. The full-dress rehearsal is the most difficult to accomplish at higher
echelons. At those levels, commanders develop a second rehearsal plan that mirrors
the actual plan but fits the terrain available for the rehearsal. Rehearsal
considerations include the following:
• Time. Full-dress rehearsals are the most time consuming of all rehearsal
types, and for companies and smaller units, the most effective technique
for ensuring all involved in the operation understand their roles. Brigade
and task force commanders should consider the time subordinates need to
plan and prepare when deciding whether to conduct a full-dress rehearsal.
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• Echelons involved. A subordinate unit can perform a full-dress rehearsal

as part of a larger organization’s reduced-force rehearsal.
• OPSEC. Moving a large part of the force may attract enemy attention.
Commanders must develop plans to protect the rehearsal from enemy
surveillance and reconnaissance. One method is to develop a plan
including graphics and radio frequencies that rehearses selected actions
but does not compromise the actual operations order (OPORD). When
using this technique, commanders should take care not to confuse
subordinates.
• Terrain. Terrain management for a full-dress rehearsal can be difficult if

it is not considered during the initial array of forces. The rehearsal area
must be identified, secured, cleared, and maintained throughout the
rehearsal.
Reduced-force rehearsal
A reduced-force rehearsal involves only key leaders of the organization and its
subordinate units. It normally takes fewer resources than a full-dress rehearsal. The
commander first decides the level of leader involvement. The selected leaders then
rehearse the plan while traversing the actual or similar terrain. Commanders often
use this technique to rehearse fire control measures for an engagement area during
defensive operations. A reduced-force rehearsal may be used to prepare key leaders
for a full-dress rehearsal. Rehearsal considerations include the following:
• Time. A reduced-force rehearsal normally requires less time than a

full-dress rehearsal. Commanders should consider the time their
subordinates need to plan and prepare when deciding whether to conduct
a reduced-force rehearsal.
• Echelons involved. A small unit can perform a reduced-dress rehearsal as

part of a larger organization’s full-dress rehearsal.
• OPSEC. A reduced-force rehearsal is less likely to present OPSEC

vulnerability than a full-dress rehearsal because the number of
participants is smaller. However, the number of radio transmissions
required is the same as for a full-dress rehearsal and remains a
consideration.
• Terrain. Terrain management for the reduced-force rehearsal can be just

as difficult as for the full-dress rehearsal. The rehearsal area must be
identified, secured, cleared, and maintained throughout the rehearsal.
Terrain-model rehearsal
A terrain-model rehearsal takes fewer resources than a full-dress or reduced-force

rehearsal and is the most popular rehearsal technique. (A terrain-model rehearsal
takes a proficient brigade from one to two hours to execute to standard.) An
accurately constructed terrain model helps subordinate leaders visualize the
commander’s intent and concept of operations. When possible, commanders place
the terrain model where it overlooks the actual terrain of the area of operations
(AO). However, if the situation requires more security, they place the terrain model
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on a reverse slope within walking distance of a point overlooking the AO. The
model’s orientation coincides with that of the terrain. The size of the terrain model
can vary from small (using markers to represent units) to large (which allows
participants to walk the terrain). A large model helps reinforce the participants’
perception of unit positions on the terrain. Rehearsal considerations include the
following:
• Time. Often the most time-consuming part of this technique is

constructing the terrain model. To ensure the model is accurate, large, and
detailed enough to rehearse the operation, units need clear standing
operating procedures (SOPs) for building the terrain model. A good SOP
also states who will build the terrain model and when.
• Echelons involved. Because a terrain model is geared to the echelon

conducting the rehearsal, using this technique for multi-echelon
rehearsals is difficult.
• OPSEC. This rehearsal can present OPSEC vulnerability if the area

around the rehearsal site is not secured. The collection of commanders
and their vehicles can draw enemy attention. Units must sanitize the
terrain model after completing the rehearsal.
• Terrain. Terrain management is less difficult than with the previous

techniques. A good site is easy for participants to find, yet concealed
from the enemy. An optimal location overlooks the terrain where the unit
will execute the operation.
Sketch-map rehearsal
Commanders and staffs can use a sketch-map rehearsal almost anywhere, day or
night. The procedures are the same as for a terrain-model rehearsal, except the
commander uses a sketch map in place of a terrain model. Effective sketches are
large enough for all participants to see as each participant walks through the
execution of the operation. Participants move markers on the sketch to represent
unit locations and maneuvers. Rehearsal considerations include the following:
• Time. Sketch-map rehearsals take less time than terrain-model rehearsals

and more time than map rehearsals.
• Echelons involved. Because a sketch map is geared to the echelon


and their vehicles can draw enemy attention.
• Terrain. This technique requires less space than a terrain-model

rehearsal. A good site is easy for participants to find, yet concealed from
the enemy. An optimal location overlooks the terrain where the unit will
execute the operation.
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Map rehearsal
Map rehearsal techniques are similar to sketch-map rehearsal techniques, except the
commander uses a map and operation overlay of the same scale used to plan the
operation. Rehearsal considerations include the following:
• Time. The most time-consuming part is the rehearsal itself. A map

rehearsal is normally the easiest technique to set up, since it requires only
maps and current operational graphics.
• Echelons involved. Because a sketch map is geared to the echelon


and their vehicles can draw enemy attention.
• Terrain. This technique requires the least space of any rehearsal. A good
site is easy to find for participants, yet concealed from the enemy. An
optimal location overlooks the terrain where the unit will execute the
operation.
Network rehearsals
Units can execute network rehearsals over wide area networks or local area
networks. Commanders and staffs execute network rehearsals by talking through
critical portions of the operation over communications networks in a sequence the
commander establishes. The organization rehearses only the critical parts of the
operation. These rehearsals require all information systems (INFOSYS) needed to
execute that portion of the operation. All participants require working INFOSYS
and a copy of the OPORD and overlays. Command posts can rehearse battle
tracking during network rehearsals. Rehearsal considerations include the following:
• Time. If the organization does not have a clear SOP and if all units do not
have working communications or are not up on the net, this technique can
be very time consuming.
• Echelons involved. This technique lends itself to multi-echelon

rehearsals. Participation is limited only by the commander’s desires and
the capabilities of the command’s INFOSYS.
• OPSEC. If a network rehearsal is executed from current unit locations,

the volume of the communications transmissions and potential
compromise of information through enemy monitoring can present
OPSEC vulnerability. The organization should use different frequencies
from those planned for the operation. Using wire systems is an option but
does not exercise the network systems, which is the strong point of this
technique.
• Terrain. If a network rehearsal is executed from unit locations, terrain

considerations are minimal. If a separate rehearsal area is required,
considerations are similar to those of a reduced-force rehearsal.
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Figure 3-1, extracted from FM 6.0, Appendix F, visually depicts the relationship
between the different rehearsal techniques. It shows the amount of preparation,
resources required, time used, OPSEC risk, leadership participation, and the amount
of detailed understanding that rehearsal participants may likely gain.
MAXIMUM
Full Dress
Rehearsal
RESOURCES & PREPARATION
Reduced Force
Rehearsal
Terrain Model
TIME OPSEC Rehearsal
USED RISK
Sketch Map
Rehearsal
Map
Rehearsal
Network
Rehearsal
LEADER PARTICIPATION
MINIMUM MAXIMUM
DETAILED UNDERSTANDING GAINED
Figure 3-1
Unit Rehearsals
Directing the unit rehearsal
One of the most critical aspects of conducting a rehearsal is how the unit controls
its execution. The executive officer (XO) directs the rehearsal. Before a rehearsal
unfolds, participants review their roles and responsibilities and, if necessary,
conduct an individual or team rehearsal of their parts. Before the rehearsal begins,
the rehearsal director (normally the XO) begins by calling the roll. He briefs
participants on the information needed to execute the rehearsal and leads discussion
on the rehearsal script and ground rules.
Rehearsal focus
Unit battle staffs should, at a minimum, study paragraph 3 (Execution) of the unit
OPORD to identify the planned critical events that should be rehearsed. Focusing a
rehearsal is directly linked to the OPORD, the decision support template (DST), the
execution matrix, and the synchronization matrix, which have been developed
during the military decision-making process. These products guide the execution of
the rehearsal with focus on key events and the synchronization necessary to achieve
the commander’s desired effects. Based on the staff’s recommendation, the
commander selects one course of action (COA). This COA is the one that will be
rehearsed.
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Rehearsal responsibilities
Planning for, setting up, and controlling a rehearsal involves the entire staff,
principally the commander, XO, S3, and S2. A successful rehearsal involves
knowing what actions are required and the separate and shared responsibilities of
each staff member.
FM 6-0, Appendix F, provides doctrinal guidance regarding commander and staff
rehearsal responsibilities, but each unit commander may designate additional roles
and responsibilities. Awareness of responsibility is important. Units should add a
“rehearsal responsibility” section to their TACSOPs to ensure understanding and
compliance. Listed below are command and staff responsibility tasks (“A Way”)
during planning, preparation, and execution. Units should consider adding these
tasks to their TACSOPs or updating their TACSOPs as necessary. The unit
commander may choose to include other key personnel and additional or different
responsibilities. The responsibilities are not intended to be all-inclusive.
• Planning. Commanders, XOs, and S3s plan rehearsals.
º Commander:
* Designates the type of rehearsal
* Defines rehearsal technique
* Determines location
* Determines number of attendees
* Covers enemy COAs
º XO:
* Publishes rehearsal time
* Publishes rehearsal location
* Completes rehearsals with staff
* Determines rehearsal products
* Designates personnel to prepare site
* Coordinates liaison officer (LNO) attendance from

adjacent units
º S3: Plans and prepares the rehearsal script in collaboration with
the XO.
• Preparation: Everyone involved in executing or supporting the rehearsal
has responsibilities.
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º Commander:
* Identifies and prioritizes key events
* Allocates time for events
* Conducts personal preparation
* Checks completeness of task organization
* Checks readiness of personnel and material
* Determines unit level of preparation
* Ensures nesting of subordinate plans, task, and purpose
º XO:
* Coordinates and allocates time for key events; ensures

logical flow
* Establishes rehearsal time limits
* Verifies rehearsal site preparation
* Verifies site as accurate and complete
* Verifies local security
* Determines method for controlling
º Subordinate leaders:
* Complete unit orders and plans and identify by task and

purpose
* Identify issues from parent unit order
º Battle Staff: Publishes composite overlays and de-conflict

graphics
• Execution: The following paragraphs list the participants’ responsibilities
during the execution phase of rehearsals.
º Commander:
* Commands the rehearsal
* Maintains focus and intensity
* States key decision for each fight
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º XO:
* Highlights commander’s decision points
* Directs the rehearsal
* Uses OPORD, DST, and synchronization matrix to control

the rehearsal
* Conducts roll call
* Ensures necessary equipment is present
* Ensures necessary personnel are present
* Validates task organization
* Ensures linkups are scheduled/complete
* Rehearses synchronization of combat power
* Disciplines leader activities
* Enforces brevity
* Ensures completeness
* Manages time within constraints
* Ensures attention to key events
* Ensures absentees receive changes
º S2:
* Portrays best assessment of enemy COAs
* Communicates enemy commander’s operations concept
* Communicates enemy desired end state
* Communicates enemy desired effects
* Coordinates with the sergeant major (SGM) for security
º S3:
* Rehearses fight forward with the commander
* Portrays key S3 actions during the fight
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* Ensures subordinate compliance with plan
º Subordinate leaders:
* Articulate unit actions and responsibilities
* Record changes by task and purpose
º Recorder:
* Restates changes directed by the commander
* Provides time for fragmentary order (FRAGO) with

changes
º Battle staff:
* Updates OPORD
* Updates DST/decision support matrix
* Updates synchronization matrix
* Validates roles
º Operations SGM:
* Selects a location for the rehearsal
* Heightens security measures in and around the designated

location
* Establishes an entry control point
* Collaborates and requests additional setup help from each

staff section
* Manages/posts a setup time schedule
* Ensures terrain board tool kit is on hand
* Ensures a copy of the headquarters’ TACSOP is on hand
* Depicts key boundaries, graphic control measures, and

higher and lower headquarters’ locations
* Brings additional supplies
* Coordinates audiovisual team
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* Coordinates S6/G6 support
* Ensures security is emplaced
Conducting the Rehearsal – “A Way”

Use the following information to begin the rehearsal:
• Five-paragraph OPORD
• Overlays
• Tools from COA analysis (execution matrix, synchronization matrix, and

DST)
• A rehearsal script (written by the S3 in collaboration with the XO) that

includes an agenda and response sequence to control the rehearsal
• Whatever physical construct (e.g., terrain model) is required and

designated participants present
The table below provides a generic sequence of events for a rehearsal. It represents
“A Way” to conduct rehearsals; the list is not all-inclusive.
Rehearsal Sequence of Events
Step Actions Taken
1. Provide the ground rules • Conduct roll call.

• Start on time.
• Review key points of SOP to
ensure understanding.
• Designate a recorder.
• State agenda to be used (OPORD,
synchronization matrix, DST) and
rehearsal type.
• Orient participants to rehearsal
tools and key graphic control
measures.
• Designate start time in relation to
planned operation.
• Ensure participants understand
the plan.
• Update friendly activities (i.e.,
intelligence, surveillance, and
reconnaissance [ISR] plan)
• Update enemy activities.
• Establish strict finish time.
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• Deploy the enemy as they would

2. Enemy deployment look at the rehearsal starting
point.
• Restarting enemy equipment is
not necessary (although it may be
required at critical points).
3. Friendly deployment • Deploy friendly and adjacent units
as they would look at the
rehearsal starting point.
• State task, purpose, organization,
and strength of friendly units.
4. Advancement of the attacking • Advance and continue in

force accordance with war-gaming
sequence.
• Tie enemy actions to specific
terrain or friendly unit actions.
• Accurately portray and
communicate situation template.
• Portray the enemy as
uncooperative but not invincible.
5. Decision point (DP) • Upon completion of the enemy

action, assess conditions to
determine if a DP has been
reached.
• At DP, the S3/XO state DP
conditions and actions.
• At DP, the commander decides on
current course or a branch.
• If staying current course, pursue
next event on your
synchronization matrix.
• Advance friendly units.
• If commander selects a branch, he
states why.
• First event of branch is stated.
• Rehearsal continues until branch
events are complete.
• If not at a DP or desired end state,
continue with your
synchronization matrix events.
• Continue sequence and act out/
verbalize unit actions.
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6. End state reached • End initial phase of rehearsal

when desired end state is reached.
• If offensive operation, end after
consolidation and casualty
evacuation.
• If defensive operation, end after
decisive action and casualty
evacuation.
7. Re-cock • After initial phase, re-cock to

situation at first DP.
• Rehearse any changes to the plan.
• XO states criteria for decision to
change the plan.
• If criteria are met, re-fight the
battle from that point forward.
• Complete coordination to ensure
understanding and requirements
met.
• Record any changes to the plan.
• Repeat actions until all DPs and
branches are rehearsed.
8. Follow-up and coordination • As issues arise, record

immediately.
• Review issues at end of rehearsal
and make decisions as
appropriate.
• If “war stopper” issue is
identified, stop and take action
immediately.
• Address key combat service and
combat service support
items/events; take appropriate
action.
• Update DST; provide to each
leader before his departure.
Table 3-1: Rehearsal Sequence of Events
After-Action Review (AAR)

After the rehearsal, time permitting, the commander leads an AAR. At a minimum,
the AAR should cover lessons learned; appropriate plan modifications via a
FRAGO; last-minute commander’s guidance; plan adjustments by subordinate
commanders; and dissemination of plan changes to higher, lower, and adjacent
units/elements. See Chapter 5, After-Action Review, for a more detailed discussion
of this process.
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Conclusion
Each unit will have its own variation of battle staff rehearsal techniques, terrain
modeling, and wargaming. However, there should always be time for a quick
rehearsal (often referred to as a “rock drill”) where leaders walk through the battle
plan to obtain a common picture of the overall mission. As a miniature battlefield,
the terrain model is a useful platform to visualize, evaluate, and rehearse the battle
plan. Everyone on the team should have the opportunity to visualize the operation
prior to execution.
Battle staffs that rehearse the plan prior to execution during actual combat
operations or other types of military operations will have a better situational
understanding of how to integrate and synchronize the plan. Battle staff NCOs are
an integral part of this process. Successfully rehearsing the game plan in a training
setting ultimately translates to enhanced mission accomplishment in the operational
environment.
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Chapter 4
Troop-Leading Procedures for Battle Staff NCOs
A tactical operations center (TOC)/command post (CP) that has a well-established
system of checks and inspections will consistently perform to standard. Battle staff
noncommissioned officers (NCOs) establish checks and inspections that support the
unit’s mission-essential task list (METL). Once established, they ensure the checks
and inspections are performed before and after any kind of operation. Checks and
inspections fall into the following categories:
• Precombat checks (PCC)
• Precombat inspections (PCI)
• Post-combat checks
• Post-combat inspections
PCC help prepare the TOC/CP for combat or other types of military operations.
These include checks for individuals, vehicles, weapons, and equipment. While
these checklists are generic, they can be easily tailored to fit a unit’s specific needs.
NCOs at all levels use these checklists in planning and preparing instructions to
their subordinate leaders.
An example of a PCC checklist (“A Way”) is shown below; it is not all-inclusive.
• Load vehicles according to the load plan.

• Refuel vehicles/generators.
• Fill water cans full; stow Class I (rations).
• Clean and stow equipment.
Vehicle preparations • Complete and stow first-aid kit/combat-lifesaver
(CLS) bag.
• Dispatch vehicle with technical manual (TM) and
tool kit.
• Stow basic load of ammunition.
• Ensure trailers are properly hooked up.
• Ensure radios are operational, mounted, and
secured; connections and receptacles cleaned; and
frequencies set
• Ensure medical evacuation (MEDEVAC)
Communications frequency is posted.
equipment • Ensure antenna matching unit(s) are operational.
• Test communication security (COMSEC)
equipment.
• Stow operational telephones.
• Ensure Global Positioning System (GPS), OE-254
antenna, satellite communications are complete,
operational, and stowed.
• Enter and monitor all required nets.
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• Mount operational M11 decontamination (decon)

apparatus.
Chemical, biological,
• Stow hasty decon kit (with DS-2) and nitrogen
radiological, and
nuclear (CBRN) bottles.
• Mount automatic chemical alarm.
• Stow M256 kits.
• Ensure night-vision devices and binoculars are
Optics
cleaned, operational, and stowed.
• Conduct preventive maintenance checks and
services on all equipment.
• Complete DA Form 2404(s) (Equipment
Maintenance Inspection and Maintenance Worksheet) on all
equipment.
• Ensure all basic issue items and -10 technical
manuals are on hand.
• Ensure Soldiers have all required personal
equipment such as Kevlar helmet, load bearing
Personnel equipment, body armor, protective mask, and two
sets of identification tags.
• Establish feed and sleep plan.
• Ensure Soldiers are familiar with and have zeroed
Armaments assigned weapons.
• Clean and test-fire all weapons.
PCI validate that Soldiers have performed PCC. NCOs ensure that inspections are
performed. NCOs should not delegate this responsibility; the NCO must be the
inspector. This responsibility demands that he be competent in the maintenance and
care of all of his unit’s equipment. The standards he sets will determine the unit’s
ability to perform in combat. NCOs must also allocate time for corrective actions
should an individual or item fail the inspection.
Post-combat checks are identical in form to PCC but differ in substance. The battle
staff NCO performs checks on individuals, vehicles, weapons, and equipment.
However, during post-combat checks the focus changes to repairing and refitting
items to a reusable condition. Units must replenish and/or replace expendable and
lost items. Units replace their basic-load items and ensure that equipment has its
full complement of petroleum, oil, and lubricants. Units also evacuate damaged and
non-operational equipment for repair.
TOC/CP NCOs plan and conduct post-combat inspections. Inspections must focus
on serviceability. Vehicles and equipment must be operated to standard. A check of
all radios requires that a net station be positioned at a distance consistent with
combat conditions. It does a unit no good to be able to talk only in an assembly
area. Allocate sufficient time to perform these inspections. An inspection that
checks only one of every three weapons ensures that the unit is only one-third
operable. A 100-percent inspection must be made of everything.
The table below provides an example of “A Way” to conduct a post-combat
inspection.
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• Load vehicles according to the load plan.

• Refuel vehicle.
• Fill water cans full; stow Class I (rations).
Vehicle preparations • Clean and stow equipment.
• Complete and stow first-aid kit/CLS bag.
• Dispatch vehicle with TM and tool kit.
• Stow basic load of ammunition.
• Ensure radios are operational, mounted, and
secured; connections and receptacles cleaned; and
frequencies set.
Communications • Ensure MEDEVAC frequency is posted.
equipment • Ensure antenna matching unit(s) are operational.
• Test COMSEC equipment.
• Stow operational telephones.
• Ensure GPS, OE-254 antenna, satellite
communications are complete, operational, and
stowed.
• Enter and monitor all required nets.
• Mount operational M11 decon apparatus.
Chemical, biological, • Stow hasty decon kit (with DS-2) and nitrogen
radiological, and bottles.
nuclear (CBRN) • Mount automatic chemical alarm.
• Stow M256 kits.
Optics • Ensure night-vision devices and binoculars are
cleaned, operational, and stowed.
• Conduct preventive maintenance checks and
services on all equipment.
Maintenance • Complete DA Form 2404(s) (Equipment
Inspection and Maintenance Worksheet) on all
equipment.
Armaments • Clean and test-fire all weapons.
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Chapter 5
After-Action Review
Note: The following chapter is an abridged version of an original article that
appeared in Center for Army Lessons Learned publication News from the Front,
May-June 2006, titled “The Art of the After Action Review,” by CSM (USA, Ret)
Jack Hardwick, CSM Mentor, Joint Readiness Training Center Operations Group.
This chapter demonstrates how to administer an effective AAR from company up to
brigade level. Battle staff noncommissioned officers (NCOs) are an integral part of
this important process at the battalion and brigade levels.
___________________________________________________________________
Ingredients of a Successful After-Action Review (AAR)

Unit collective learning occurs through the AAR process. Leaders do not give
AARs, although that language is often used. An AAR is not a one-sided
presentation. An AAR is a professional discussion of an event and focused on
performance standards that enable Soldiers to discover for themselves what
happened, why it happened, and how to sustain strengths and improve weaknesses
uncovered during the event under review. In other words, the unit examines the past
event to see how it could do things better the next time. It is not a purely negative
process; pointing out a strength is often more important to future success than
focusing entirely on weaknesses.
The challenge for the facilitator of an AAR is to foster a spirit of self-analysis in
both Soldier and leader. An AAR is critical to the entire training unit. The leaders
must be willing to learn from the Soldiers who took part in the event. The Soldiers
must open their ears and their minds in the same way. A platoon sergeant or
lieutenant who listens to his Soldiers discussing the mistakes they made in a
room-clearing action may be able to limit such mistakes in the future. Soldiers who
hear their officers and NCOs discussing the effectiveness of a support-by-fire
position stand to learn much more than just their own roles. An AAR must be a
candid discussion by all on what they saw, did, or were told to do.
It is up to the person in charge of the AAR to facilitate discussion. The AAR
process actually begins well before the exercise or the conduct of an actual combat
operation. For instance, for a training event, the AAR facilitator must know the
training objectives and standards before the first Soldier begins training. In fact, the
AAR facilitator initiates preparation for his AAR before training actually takes
place. He first looks at the mission essential task list the unit wishes to accomplish
and identifies the collective and individual tasks that contribute to the
accomplishment of the mission. Then the AAR facilitator identifies the tactics,
techniques, and procedures and doctrine that apply to those tasks. He also reviews
the unit’s standing operating procedures. Thorough preparation helps define the
standards for the unit. The AAR facilitator must ensure his team is equally well
prepared. He must have specific tasks to observe, be in a position to observe those
tasks, and be able to provide professional feedback to the unit.
U.S. UNCLASSIFIED
Types of AARs
There are two types of AARs — informal and formal.
The informal AAR is usually for Soldiers, crews, squads, and platoons. Informal
does not mean less important. An informal AAR requires fewer training aids or
facilities. Observations can be noted informally in items such as the “green book.”
In a “green book” AAR, the facilitator provides information directly to the person
he observes. This informal AAR is a professional discussion and not a critique. It
must achieve the same level of self-awareness and discussion as would a formal
AAR with a group of Soldiers.
The formal AAR requires more resources and involves the planning, coordination,
and preparation of supporting training aids, the AAR site, and support personnel.
AAR Rehearsal
Presenting a professional, effective AAR means rehearsing. Unlike a critique where
time is controlled by the material presented, the AAR is controlled more by the
intercommunication of those involved in the exercise, which can be a problem if the
unit does not want to discuss the issues presented. The AAR facilitator must be able
to ask leading open-ended questions to obtain explanations and not settle for a yes
or no answer. Rehearsing the questions and having the facts of what happened will
greatly enhance the quality of the AAR. The AAR should be able to answer the
following questions:
• What was planned?
• What were the goals/objectives? (Ask the unit sub-leaders to identify

their missions and objectives before they ask the leaders.)
• What were the expected barriers? (Ask the unit what problems it thought
it would face or what assumptions, if any, were used in formulating the
plan.)
• Did the unit conduct risk assessment before the mission? (This third step
is critical because it ties the answers about objectives to the possible
roadblocks to those objectives.)
• What really happened? (Ask leading questions to elicit a discussion of
what happened. Be equally adept at listening in order to turn negative
results into positive lessons learned.)
• Why did it happen? (Discuss both success and failure. To sustain success,
the unit needs to know what it is doing well. Concentrate on identifying
what was wrong versus who was wrong.)
• What can we do to fix it? (Identify problems and provide fixes as well as
identify who will make those fixes.)
U.S. UNCLASSIFIED
Summary
A good AAR process takes time, teamwork, and rehearsals. The AAR facilitator
and team must establish and build trust with the unit. Trust is developed by working
together during training rotations at home station, at a combat training center, or
power projection platform, and, ultimately, during combat operations. The AAR
has been around for a long time. Those that understand it know it will help the unit
to improve. The AAR process (formal or informal) is the best means to see
ourselves and make corrections where they are needed. Never be comfortable
where you are. Continue to look at how you do business, and make improvements
even to those things you do well. Strive to learn every day. When you stop learning,
you are dead. The AAR is a means to make a great organization better and to save
lives.
U.S. UNCLASSIFIED
Appendix A
Battle Tracking Enablers
This appendix provides the commander and his staff with a quick breakdown of the
elements in the Command Post of the Future (CPOF) and the Army Battle
Command System (ABCS) that enable units to track elements and share
information with higher, lower, and adjacent units.
Common Operational Picture

With the digitization of the command post, the most efficient method of battle
tracking at the brigade combat team (BCT)-level is with a common operational
picture (COP). The COP provides the commander with a uniform picture of the
entire battlefield.
With the introduction of the ABCS 6.4 System of Systems (SoS), the Army links 11
systems so commanders can have access to the information they need in the form of
a COP. At the BCT echelon, the COP comprises the following:
• AFATDS: Advanced Field Artillery Tactical Data System (fires and

effects coordination cell [FECC])
• AMDPCS: Air and Missile Defense Planning and Control System (air
defense and airspace management)
• ASAS: All-Source Analysis System–Light (intelligence, surveillance, and

reconnaissance [ISR] cell/S2X team)
• BCS3: Battle Command Sustainment and Support System (sustainment

section)
• DTSS: Digital Topographic Support System (engineer cell)
• FBCB2: Force XXI Battle Command Brigade and Below (maneuver and
support section)
• IMETS: Integrated Meteorological System (ISR cell/FECC)
• ISYSCON: Integrated System Control (S6/G6 section)
• GCCS-A: Global Command and Control System–Army (maneuver and

support section)
• MCS: Maneuver Control System (maneuver and support section)
• TAIS: Tactical Airspace Integration System (maneuver and support

section/tactical air control party)
Each system adds to the COP.
AFATDS provides the fire support view to the COP by depicting fire support
coordination measures and target data, which includes weapon/radar range fans,
U.S. UNCLASSIFIED
preplanned fires, final protective fires, and active missions. The target data includes
active, inactive, planned, and on-call targets. The Effects Management Tool
displays the firing vectors for active missions processed by AFATDS.
AMDPCS displays the air picture (rotary-wing, fixed-wing, unmanned aerial
system, sensor/shooter locations [the “umbrella”], and tactical ballistic
missile/antiballistic missile alerts) on the COP. It enhances collaborative planning
with threat corridor displays, playback capability, and the air defense plan and
estimate.
ASAS is the system responsible for managing the threat picture and intelligence
operations found in the S2/G2 section. ASAS is an intelligence fusion system that
provides a timely, accurate, and relevant picture of the enemy situation to the
commander. It accomplishes this by receiving uncorrelated enemy spot reports from
FBCB2 and external database coordination messages, giving the analyst the ability
to fuse incoming data into an accurate “red picture” of correlated units, known as
the situation template (SITEMP) overlay.
The SITEMP overlay is the main contribution of the ASAS to the COP, and it is
displayed through the MCS via publish and subscribe services (PASS). PASS is
accomplished when the ASAS publishes the SITEMP overlay to the Advanced
Information System (AIS); then the MCS subscribes to the SITEMP overlay and
pulls that information from the Battle Control System to a mission (map) displaying
the COP. The actual live feed of uncorrelated red units can be distributed to the
MCS through “Red Live Feed” settings in the “Maps and Overlays” application in
MCS. This method presents a busy picture of enemy activity. The intelligence staff
has not evaluated all of this enemy activity. Therefore, the enemy situation posted
to the COP usually involves the correlated enemy activity found in the SITEMP.
BCS3 facilitates the transmission of logistical information to the COP via logistic
overlays, which includes all friendly and enemy locations, main supply routes, and
unit status. BCS3 provides the maneuver commander from theater to brigade level
the capability to access his current combat power displayed on a personal computer
with a Web browser using current operational information. This information comes
from FBCB2/Blue Force Tracker exchange of data via Excel-like spreadsheets or
manual input and provides the running estimate of the status of fuel, ammunition,
weapons platforms/equipment, and personnel.
DTSS terrain analysis products that contribute to the COP include on- and off-road
mobility maps, line of sight intervisibility plots, concealment maps, on-road choke
point maps, and tactical fording/bridging maps. The DTSS must subscribe to the
AIS to obtain graphics from MCS, weather from IMETS, and the enemy situation
from ASAS. DTSS does not publish its products to the AIS. The overlays from the
DTSS can be messaged (K05.17) or data transferred to MCS for incorporation to
the COP.
FBCB2 uses blue icons to show the location of individual friendly vehicles on the
COP. It provides situational awareness (SA) by telling the user his location as well
as the location of other friendly forces, observed enemy forces, and reported
battlefield obstacles. This SA is best seen at the battalion level. FBCB2
geo-referenced reports, such as the obstacle report; bridge report; threat warnings;
nuclear, biological, and chemical reports; and spot reports, are sent as digital
messages. Sending the report can result in red icons populating all users’ screens.
U.S. UNCLASSIFIED
The message is also sent to the ASAS system supporting the observer (usually the
battalion or brigade S2). Integration with the Global Positioning System and laser
range finders improves the accuracy of these reports.
In addition to supporting weather briefings, IMETS is also able to analyze and
graphically display the impact of current, projected, or even hypothesized weather
conditions on friendly and enemy capabilities. Instead of reacting to the weather,
IMETS enables the warfighter to leverage weather conditions. IMETS provides the
weather view for the COP by publishing the IMETS weather products to the AIS.
Subsequently, the IMETS weather products are usually displayed through the MCS.
MCS obtains the IMETS products, namely the weather impact overlays, low-level
winds display, and the Integrated Weather Effects Decision Aid (IWEDA), by
subscribing to the “Weather: IMETS” topic in the BCS. The weather view includes
weather impact overlays, decision aids, weather contours, and symbols. The
low-level winds display shows the results of wind-activity analysis over an area of
operations. The IWEDA displays weather effects on weapon systems or missions in
24-hour periods, whether it is favorable, marginal, or unfavorable.
The ISYSCON is found in the S6/G6 section. It provides an automated,

theater-wide system that signal units use to manage multiple tactical
communications systems in support of battlefield operations. The ISYSCON
facility provides an automated, integrated method for managing the tactical
communications networks and interfaces with each warfighting functional area in
the architecture. A change to the requirements document has added planning and
management of military satellite communications resources.
The mission of GCCS-A is to support monitoring, planning, and executing joint,
combined, and Army conventional military operations. As such, GCCS-A supports
information exchanges with numerous joint systems, ABCS subsystems, and
coalition forces. It is the digital command and control link between joint task force
and strategic commanders to Army operational and tactical commanders by way of
the Joint Global Command and Control System. GCCS-A provides the joint view
for the COP. It gives the locations of Army forces at echelons above corps, as well
as joint and coalition units, aircraft, vessels, and facilities. The GCCS-A publishes
to the BCS the joint-level graphics overlay that displays ground units, naval
vessels, aircraft, obstacles, and military installations. The GCCS-A products are
displayed on the COP, usually through the MCS. The MCS subscribes to the
“Graphics: GCCS-A” topic in the BCS to obtain the GCCS-A products for the
COP.
Presently, MCS consists of MCS workstations that run on a notebook computer
using the Microsoft Windows XP operating system and an MCS server, which is a
more powerful computer running Microsoft Windows Server 2003 OS. In some
command posts (CPs) where there are not enough resources to host an MCS server,
there will be an MCS Gateway. An MCS Gateway is a notebook computer running
Windows XP, which also provides some of the services found on an MCS server.
Together, the MCS server and the MCS workstation serve the maneuver battlefield
functional area and provide the COP for the rest of the CP.
TAIS contributes to the COP by providing the airspace view through a two- and
three- dimensional (3-D) airspace view, displaying airspace control orders (ACOs)
and airspace control measures (ACMs) through MCS. TAIS can deconflict ACOs
and ACMs. By rotating the 3-D representation of the airspace, the operator can see
U.S. UNCLASSIFIED
these orders and measures from different angles. TAIS will highlight conflicts in
intended airspace usage during Army airspace command and control (A2C2)
planning and execution. The Air Traffic System display includes information from
the ACO and ATO. TAIS operators can use this display to track the flight of
aircraft. TAIS will alert the operator if an aircraft leaves the safe transition corridor.
The TAIS products, such as the ACO and A2C2 overlays, are published to the AIS,
and it subscribes products from other systems in ABCS. MCS usually subscribes to
the AIS to obtain the A2C2 overlays for posting to the COP.
Command Post of the Future

CPOF is an executive-level decision support system that provides SA and
collaborative tools to support commanders’ decision making. It does not replace the
ABCS. In fact, it depends on the ABCS for the majority of its data and will
continue to do so until the ABCS is replaced.
Four applications make up the CPOF:
• The MAYA CoMotion/CPOF Application (CoMotion Client) is a

versatile commander’s view into geospatial, temporal, and other forms of
data.
• The Oculus Command Sight Application is primarily a 3-D map-based

view of the area of operations.
• The Map Manager operates in the background caching imagery and map
data locally, so it can feed into both the CoMotion application and the
Command Sight application.
• The Ventrillo Voice Over Internet Protocol (VoIP) Client integrates with
the CoMotion Client to provide seamless audio communications across
multiple channels.
The CPOF is the latest trend in command and control (C2) technology, a system
currently deployed at division level. CPOF enables division and brigade
commanders to discuss and process information, share ideas, and attend virtual
meetings without assembling at one place.
CPOF runs on a commercial off-the-shelf computer workstation with three screens

that provide a shared environment that distributes, manipulates, and displays
current operational information about the locations of all friendly units, known
enemy forces, and relevant operational plans. Information, including images and
data, is seen in two- and three-dimensions across the distributed workspace.
Commanders can be better informed and make better decisions by sharing
situational awareness and collaborating with headquarters.
Commanders attend a virtual meeting. They do not have to be in the same location
or even the same country to discuss and draw on the same map. CPOF was
developed as a technology demonstration by Defense Advanced Research Projects
Agency (DARPA). DARPA is expanding the system with the introduction of
advanced visualization tools, such as a multi-screen video wall, video and audio
conferencing, and online collaboration tools that allow brigade commanders to
communicate, collaborate, and share information.
U.S. UNCLASSIFIED
CPOF enables forward command elements to reduce the staff required to operate
C2 systems. In the distant future, advanced CPOF systems will eliminate parts of
the brigade’s tactical operations center (TOC). The forward and assault TOC could
be transformed into virtual TOCs. CPOF relies on wideband data-communications
links currently available to the Army via military and commercial satellite
communications services. The commander’s battle board is interfaced to the
system, supporting all the communication, collaboration, and information feeds he
needs.
The system is maintained as “liquid information” in a database format that

separates the data from the viewing space. This method enables faster visualization
and optimal maintenance of large volumes of constantly changing information. The
system gathers real-time and near-real-time feeds from multiple C2 applications.
Constant monitoring of the battlefield is provided by tracking the combat elements
on maps or satellite photos and video feeds from battlefield sensors following
enemy forces through intelligence reports, ground observations, forward units, or
unmanned aerial systems. Commanders no longer have to call on the radio to check
the status of each unit. CPOF supports commercial presentation-style briefings
including map, photos, and video. The participants can respond and sketch out their
comments on the shared battle board presented in each location and at the central
CP’s video wall. The Agile Commander Program provides a scalable,
reconfigurable operator environment, which enables commanders to access all CP
information and functions anywhere, anytime, utilizing advanced MOSAIC and
global mobile networking.
CPOF provides planning and mapping tools to support the commander’s battle
management and information operations processes by rapidly processing and
correlating combat information from all available sources. The goal of the CPOF
system is to provide commanders and their staffs with an advanced distributed,
collaborative decision-making environment, thus eliminating fixed CPs and
enabling truly mobile, distributed commands.
CPOF is an information-centric tool that provides real-time knowledge-sharing that

directly impacts team effectiveness and decision making. The highly intuitive
visualizations allow officers to review each other’s data quickly to support the
unique demands of battlefield awareness. It achieves this by integrating CoMotion
and CommandSight software technologies, providing a comprehensive workspace
tool that contains frames of various sorts, such as charts, tables, and customized
appliances specific to the application. Integration with existing ABCS systems,
critical for providing accurate SA to CPOF operators, is achieved through the Data
Bridge.
Key design principles central to the technical approach in development include:
• Composability. Commanders can access, view, configure, and tune data,

visualizations, workspace, and processes in a way that supports their
thinking. The computer is an instrument for artists (tactical) to express
thoughts and understandings.
• Collaboration. “Topsight” provides the visualization and understanding

of who is doing what in the system, allowing the command staff to better
manage and share its C2 resources and expertise. While current
procedures focus on course of action (COA) generation and capture in a
U.S. UNCLASSIFIED
heavy text format, the command staff of the future will have the ability to
collaboratively generate, share, and evaluate visual COAs and operation
orders, maximizing the use of graphics over text.
• Visualization. Information is displayed in the way each commander

thinks about it, with pedigree information preserving the trail of data.
CPOF capabilities include:
• SA through import and display of ABCS data, including friendly unit

locations, enemy locations, and overlays.
• Shared workspaces allowing access to the information, knowledge, and

insights of all users on network.
• Personal workspaces (maps, tables, charts, and other planning and

analysis tools).
• Two- and three-dimensional (3-D) views of maps. The 3-D map

manipulation provides rapid terrain appreciation.
• VoIP across network.
• Robust populated database.
• 3-D map time slider that allows visualization (rehearsal) of forces flowing
over time.
• Powerful and efficient data distribution mechanism.
• Information liquidity that allows live data to be reassembled across

network.
• Visualization products that automatically take the appropriate form.
• Distributed collaboration architecture that supports hundreds of users in

real-time collaborations.
• Bi-directional communications with ABCS.
• Operation in disparate, asynchronous, communications environments.
Summary
CPOF creates a commander-centric software environment that can be tailored to fit
specific visualizations. This custom view supports distributed and collaborative
operations that allow the commander to command anywhere on the battlefield.
CPOF is designed to enable deep cohesion of thought processes between the
commander and his staff. Users are able to selectively and dynamically generate
and transmit evolving analysis, plans, and execution. CPOF is a comprehensible
collaborative environment from the moment the system is turned on. All one has to
do is drag and drop a visualization product into the “Shared Products” region and it
is instantly shared.
U.S. UNCLASSIFIED
Appendix B
References
Field Manual-Interim (FMI) 2-91.4, Intelligence Support to Operation in the Urban
Environment, Mar 05
Field Manual (FM) 1-02, Operational Terms and Graphics, Sep 04
FM 2-0, Intelligence, May 04

FM 3-0, Operations, Jun 01
FMI 3-90.6, Heavy Brigade Combat Team, Aug 06
FM 3-06, Urban Operations, Jun 03

FM 3-06.11, Combined Arms Operations in Urban Terrain, Feb 02
FM 3-07, Stability Operations and Support Operations, Feb 03

FM 3-24, Counterinsurgency (COIN), Dec 06
FM 3-90, Tactics, Jul 01

(Draft) FM 3-90.11 (3-34.112), Combined Arms Mobility, Sep 05
FM 4-0, Combat Service Support, Aug 03

FM 4-01.45, Multi-Service Tactics, Techniques, and Procedures for Tactical
Convoy Operations, Mar 05
FM 4-30.3, Maintenance Operations and Procedures, Jul 04

FM 5-0, Army Planning and Orders Production, Jan 05
FM 6-0, Mission Command: Command and Control of Army Forces, Aug 03
FM 7-1, Battle Focused Training, Sep 03

Battle Command Training Directorate ABCS 6.4 Tool Box
Battalion Commander’s Handbook, United States Army War College (USAWC),

1996
Staff Officer’s Guide, Volume 1, S2 and S3, Army National Guard, Battle
Command Training Center, Aug 06
Staff Officer’s Guide, Volume 2, S1 and S4, Army National Guard, Battle
Command Training Center, Apr 07
Improvised Explosive Device (IED) and Sniper Defeat: Battle Staff Operations
Process in a Counterinsurgency (COIN) Environment, Base Battle Staff Training
U.S. UNCLASSIFIED
Support Package, Version 4, Combined Arms Command (CAC) Proponent, 11 Jun

07
CALL Newsletter 08-01, Battle Tracking, Oct 07
CALL Handbook 07-27, Leaders’ Handbook, Jul 07

CALL Initial Impression Report (IIR) 06-25, 3rd Armored Cavalry Regiment
(ACR) Operation Iraqi Freedom (OIF) Post Deployment After Action Review (AAR)
Process IIR, Jun 06
CALL Special Study 04-1, Transforming the Tactical Staff for the 21st Century,
Part 1: The Tactical Staff, Mar 04
CALL Newsletter 03-8, Non-Commissioned Officers (NCOs)—Cornerstone to

Winning in the Contemporary Operational Environment (COE), Chapter 1, "Trends
and Cross Trends: The Role of the NCO Corps in the COE," Mar 03
CALL Newsletter 01-15, Joint Readiness Training Center: NCOs “Make It

Happen,” Jul 01
U.S. UNCLASSIFIED
PROVIDE US YOUR INPUT
To help you access information quickly and efficiently, Center for Army Lessons
Learned (CALL) posts all publications, along with numerous other useful products,
on the CALL Web site. The CALL Web site is restricted to U.S. Government and
allied personnel.
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If you have any comments, suggestions, or requests for information (RFIs), use the
following links on the CALL home page: “Request for Information or a CALL
Product” or “Give Us Your Feedback.”
PROVIDE TACTICS, TECHNIQUES, AND PROCEDURES (TTP) OR

SUBMIT AN AFTER-ACTION REVIEW (AAR)
If your unit has identified lessons learned or TTP or would like to submit an AAR,
please contact CALL using the following information:
Telephone: DSN 552-9569/9533; Commercial 913-684-9569/9533
Fax: DSN 552-4387; Commercial 913-684-4387
NIPR Email address: [email protected]
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Please fill in all the information, including your unit name and official military
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U.S. UNCLASSIFIED
PRODUCTS AVAILABLE "ONLINE"
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Access and download information from CALL's Web site. CALL also offers
Web-based access to the CALL Archives. The CALL home page address is:
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CALL produces the following publications on a variety of subjects:
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You may request these publications by using the “Request for Information or a
CALL Product” link on the CALL home page.
COMBINED ARMS CENTER (CAC)

Additional Publications and Resources
The CAC home page address is:

<http://www.leavenworth.army.mil>
Battle Command Knowledge System (BCKS)

BCKS supports the online generation, application, management, and exploitation of
Army knowledge to foster collaboration among Soldiers and units in order to share
expertise and experience, facilitate leader development and intuitive decision
making, and support the development of organizations and teams. Find BCKS at
<http://usacac.army.mil/CAC/bcks/index.asp>.
Center for Army Leadership (CAL)

CAL plans and programs leadership instruction, doctrine, and research. CAL
integrates and synchronizes the Professional Military Education Systems and
Civilian Education System. Find CAL products at
<http://usacac.army.mil/CAC/CAL/index.asp>.
Combat Studies Institute (CSI)
CSI is a military history “think tank” that produces timely and relevant military
history and contemporary operational history. Find CSI products at
<http://usacac.army.mil/CAC/csi/RandP/CSIpubs.asp>.
U.S. UNCLASSIFIED
Combined Arms Center-Training: The Road to Deployment
This site provides brigade combat teams, divisions, and support brigades the latest
road to deployment information. This site also includes U.S. Forces Command’s
latest training guidance and most current Battle Command Training Program COIN
seminars. Find The Road to Deployment at <http://rtd.leavenworth.army.smil.mil>.
Combined Arms Doctrine Directorate (CADD)

CADD develops, writes, and updates Army doctrine at the corps and division level.
Find the doctrinal publications at either the Army Publishing Directorate (APD)
<http://www.usapa.army.mil> or the Reimer Digital Library
<http://www.adtdl.army.mil>.
Foreign Military Studies Office (FMSO)

FMSO is a research and analysis center on Fort Leavenworth under the TRADOC
G-2. FMSO manages and conducts analytical programs focused on emerging and
asymmetric threats, regional military and security developments, and other issues
that define evolving operational environments around the world. Find FMSO
products at <http://fmso.leavenworth.army.mil/recent.htm> or
<http://fmso.leavenworth.army.mil/products.htm>.
Military Review (MR)
MR is a refereed journal that provides a forum for original thought and debate on
the art and science of land warfare and other issues of current interest to the U.S.
Army and the Department of Defense. Find MR at
<http://usacac.leavenworth.army.mil/CAC/milreview>.
TRADOC Intelligence Support Activity (TRISA)
TRISA is a field agency of the TRADOC G2 and a tenant organization on Fort

Leavenworth. TRISA is responsible for the development of intelligence products to
support the policy-making, training, combat development, models, and simulations
arenas. Find TRISA Threats at <https://dcsint-threats.leavenworth.army.mil/default.aspx>
(requires AKO password and ID).
United States Army Information Operations Proponent (USAIOP)

USAIOP is responsible for developing and documenting all IO requirements for
doctrine, organization, training, materiel, leadership and education, personnel, and
facilities; managing the eight personnel lifecycles for officers in the IO functional
area; and coordinating and teaching the qualification course for information
operations officers. Find USAIOP at <http://usacac.army.mil/CAC/usaiop.asp>.
Support CAC in the exchange of information by telling us about your

successes so they may be shared and become Army successes.
U.S. UNCLASSIFIED
Combined Arms Center (CAC)
Ft. Leavenworth, KS
U.S. UNCLASSIFIED

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HANDBOOK

No. 08-15 Mar 08

Tactics, Techniques, and Procedures

This product may be placed on protected UNCLASSIFIED intranets within military

• Manage information and expectations (battle tracking).

• Learn and adapt (flexibility).

• Empower the lowest levels (centralized planning/decentralized

Battle Staff NCO Handbook

Chapter 1. Battle Staff Noncommissioned Officers in the Tactical

Chapter 2. Roles and Functions of Battle Staff Noncommissioned

Chapter 3. Battle Staff Rehearsals 41

Chapter 4. Troop-Leading Procedures for Battle Staff

Chapter 5. After-Action Review 59

Appendix A. Battle Tracking Enablers 63

Center for Army Lessons Learned

–Commander, 1st Brigade, 1st Infantry Division, South Vietnam

• Lack of qualified battle staff NCOs.

• Improper use of NCOs in a tactical operations center (TOC)/CP at

• Adjacent unit and joint, interagency, intergovernmental, and

• Emerging enemy tactics, techniques, and procedures.

Information management includes defining the tactical problem; understanding

3. Understand the information.

The doctrinal (Field Manual 3-0, Operations) keys to achieving information

• Develop and maintain a comprehensive picture of enemies and

• Inform noncombatant and neutral organizations so they can better support

• Protect friendly decision-making processes, information, and information

• Continually provide relevant information (including intelligence) to the

• Destroy, degrade, disrupt, deny, deceive, and exploit enemy

Execution instructions articulate the commander’s decisions to subordinates,

• Define the OE.

• Describe the environmental effects.

• Evaluate the threat.

• Determine threat courses of action (COAs).

Battle Staff Training and Effectiveness

• Doctrine-based scope and task organization.

• Centralized planning and control in response to enemy actions.

• Doctrine-based opposing forces.

• Top-down intelligence direction and products.

• Detailed planning and preparation for a discrete, short duration.

• Standardized performance of the battle staff process, procedures, and

This handbook offers a prescriptive method to assist battle staff NCOs in

Command Sergeant Major (CSM)

–CSM Angel Febles, Joint Readiness Training Center Operations Group

Operations Sergeant Major (SGM)

• Ensure proper accountability and maintenance of equipment and vehicles.

• Supervise precombat inspections (PCI) and precombat checks (PCC).

• Deploy with the assault element during tactical jumps.

• Monitor and supervise the distribution of messages and operational

• Coordinate and brief displacement (jump TOC) procedures including tear

• Ensure accurate setup of TAC CP and all supporting vehicles to approved

º Ensures qualified Soldiers/NCOs attend the Battle Staff NCO

• Ensure all information within the TOC (coming and going) is

• Monitor situations and ensure TOC maintains communications with

• Manage reports/battle tracking.

• Oversee the timely and accurate posting of graphics and overlays.

• Supervise fragmentary order (FRAGO) control (accountability) and