# Battalion Command and Control Command Post (CP) Operations CP operations serve the command and control (C2) needs of the commander and staff. The dynamics of the operational environment demand the highest level of organizational and operational efficiency within every CP. Battalion C2 elements and facilities are positioned according to the situation and include: * **Command Group** * **Main CP** * **Tactical (TAC) CP** ## Battalion Command Group The battalion command group consists of the battalion commander and representatives from battalion staff and supporting units chosen by the commander. At a minimum, this includes the S-3, an S-2 representative, fire support officer (FSO), and air liaison officer (ALO), if available. The command group may operate from ground vehicles or an aircraft. It is not a command facility per se, but a grouping of critical decision-makers that may operate separately from the main CP or the TAC CP periodically. The command group may deploy when personal observation or presence is necessary to accomplish the mission.
Commander (CO) #### Commander The commander’s main concerns are accomplishing the mission and taking care of soldiers. The commander delegates authority and fosters an organizational climate of mutual trust, cooperation, and teamwork. The commander leads the battalion, mentors, guides, trains, and inspires leaders and soldiers. Commanders must also have an in-depth knowledge of enemy forces and how they fight, and possess the ability to use terrain to their advantage. The commander must maintain the highest level of proficiency in the aircraft and should be a pilot in command (PC). The battalion commander must understand the impact of the unit's actions and the actions of the soldiers on the modern battlefield. The battalion commander relies on staff and subordinate commanders to advise and assist in planning and supervising operations. The commander must understand the staff's capabilities and limitations and must train them to execute operational concepts during his absence. The commander focuses on essential aspects of employing the ARB to include: * Commands the organization through the tenets of mission command. * Positions to best see and influence the operational environment and gain situational awareness (SA). * Provides planning guidance and commander’s intent in accordance with his operational environment visualization. * Makes recommendations to the supported commander on the best employment of the ARB. * Establishes the tempo, focus, and engagement criteria for attacks, reconnaissance, and security. * Determines acceptable risk for mission accomplishment and risk levels delegated to subordinates through the composite risk management process. * Institutes necessary training for soldiers in media operations, rules of engagement (ROE), personnel recovery (PR), and survival, escape, rescue, and evasion. #### Commander's Location When not in battle, the battalion commander normally operates from the vicinity of the main CP. During battle, the commander moves to a position to best make decisions necessary for influencing the outcome of the fight. The commander must be in a position to affect operations while maintaining communications with higher, lower, and adjacent units. The best location for the commander may be the main CP, the TAC CP, or forward with the battle. This decision is based on mission, enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TCs) as well as the commander’s assessment of personal presence essential to mission accomplishment. Even as digital linkages improve the ability to see the battle, at times there may be no option better than personal presence.
Executive Officer (XO) The XO is second in command and the principal assistant to the commander. The scope of XO duties are often tailored by requirements of the commander; however, in general, the XO directs, supervises, and ensures coordination of staff work and logistics except in those specific areas reserved by the battalion commander. During combat operations, the XO is generally positioned in the main CP directing and coordinating the staff. The XO remains current on tactical and logistics situations and is always prepared to assume command. As staff coordinator and supervisor, the XO: * Is responsible for execution of staff tasks and coordinates efforts of staff members for the orders process. * Monitors unit status and mission execution to ensure conformity to the commander’s intent and scheme of maneuver. * Assesses/understands timely information updates and disseminates decisions early and instantaneously. * Transmits the commander's decisions to the staff and subordinate commanders, when applicable. Staff members can deal directly with the commander; however, they are obligated to inform the XO of the commander's instructions or requirements. * Establishes and monitors liaison and liaison activities. * Is responsible for the command information program. * Directs main CPs operations. * Is responsible for planning and integrating logistics into the operational plan (OPLAN). The XO normally delegates responsibility for planning to the battalion S-4. * Supervises maintenance operations. * Oversees protection measures in fixed-base operations. * Serves as the materiel readiness officer.
Command Sergeant Major (CSM) The command sergeant major (CSM) is the commander's primary advisor concerning enlisted Soldiers and acts in the name of the commander in other duties as directed. The CSM focuses attention on functions critical to the success of the operation. The CSM assists the commander in the following ways: * Monitors food service and other logistics operations. * Conducts informal investigations. * Assists in controlling battalion movements. * May lead battalion advance or quartering party during a major movement in coordination with the HHC commander. * Establishes ground Quick Reaction Force (QRF) guidelines for Anti-Aircraft (AA) security. * Monitors subordinate unit morale. * Provides recommendations and expedites procurement and preparation of enlisted replacements for subordinate units.
Staff Responsibilities **Reduction of Demands on the Commander's Time** The staff plays a crucial role in reducing demands on the commander's time by: * Obtaining, analyzing, and providing information. * Anticipating the situation. * Making recommendations without asking the commander for solutions, presenting issues, offering courses of action (COAs), and recommending one of those COAs. * Preparing plans and orders. * Supervising the execution of orders. * Coordinating the operation. **Maintains the Common Operational Picture** The staff ensures the commander is provided with an accurate picture of the Area of Operations (AO). Delays in receiving or disseminating critical information can adversely affect the entire operation. The staff identifies primary indicators and pushes for quick and accurate reports from both subordinate and higher headquarters. Information flow, both horizontally and vertically, must be on a priority basis according to operational conditions. **Running Estimates** Running estimates, while often informal at the battalion level and below, are essential. They address operational environment activity, project COAs, and predict results. Careful Intelligence Preparation of the Battlefield (IPB), selection of the most important enemy indicators, and development of contingency plans facilitate estimates and allow for timely response. The Executive Officer (XO) plays a significant role in this process, ensuring the staff maintains a proper perspective. A running estimate is continuously updated based on new information as the operation proceeds. It supports the commander’s visualization and decision-making process. Staffs continuously update their conclusions and recommendations based on the impact of new facts. Various staff sections provide these updated conclusions and recommendations to the commander, as required, either by the situation or the commander's directive. Normally, the coordinating staff provides running estimates during the conduct of operations using personnel estimates, intelligence estimates, operations estimates, and logistics estimates. **Staff Communications with the Commander** **Importance of Information Flow** Information flow is of utmost importance in military operations. Certain information requires immediate communication to the commander. It's crucial for the commander to provide guidance to the staff regarding the types of information deemed critical, typically through commander’s critical information requirements (CCIRs). Many commanders emphasize CCIRs by posting them in the main Command Post (CP) and disseminating them to all Soldiers. **Providing Critical Information** Staff members have the responsibility to provide the commander with critical, concise, and accurate information. They must also coordinate with higher and lateral units to provide the commander with running estimates. The Executive Officer (XO) plays a pivotal role in establishing guidance that ensures briefings are efficient and do not burden the commander with time-consuming, lengthy, or meandering discussions. Critical information is communicated to the commander based on priority set by command guidance. **Established Briefing Procedures** Established briefings to the commander follow a set agenda and are open and frank. They ensure that essential information is conveyed efficiently without unnecessary delays or distractions.
Human Resources Section The S-1 has coordinating responsibility for finance, religious activities, public affairs, and legal services support for the unit. The S-1 is normally collocated with the S-4 in the main CP. The S-1 and S-4 must cross train enabling them to conduct continuous operations. he S-1 is responsible for all matters concerning human resources including personnel readiness and services. The S-1 also— * Manages personnel strength and replacement. * Works with the flight surgeon to plan health services * Coordinates morale support activities and legal, financial, and postal services. * Maintains the awards program. * Oversees the administration of discipline, law, and order with the provost marshal (if present) and brigade judge advocate. * Provides casualty operations management *Personnel Estimate* he personnel estimate is prepared by the S-1 and focuses on critical personnel aspects to include— * Personnel readiness. * Leave, school, and temporary duty status. * Casualty status. * Medical estimate (including level I, II, and III locations). * Personnel replacement status. *Chaplain* The chaplain provides religious support to all personnel assigned or attached to the battalion. The chaplain advises the commander on religious, morale, and Soldier welfare issues, and establishes liaison with UMTs of higher and adjacent units. The chaplain and chaplain's assistant compose the UMT, which usually operates from the same location as the S-1 *Flight Surgeon* The flight surgeon advises and assists commanders on matters concerning the medical condition of the command, to include preventive, curative, and restorative care. The flight surgeon periodically flies with aircrews to monitor medical and environmental factors affecting crew readiness. The flight surgeon is responsible for conducting flight physicals for unit personnel. The flight surgeon determines requirements for requisition, procurement, storage, maintenance, distribution, management, and documentation of medical equipment and supplies and operates the battalion aid station (BAS), usually in the AA.
Intelligence Section The S-2 assists the S-3 for matters concerning ISR. The S-2 provides current information and analyzed intelligence of tactical value concerning terrain, weather, and the enemy. This intelligence helps to facilitate planning and execution of combat operations. The S-2 section staff provides combat intelligence, which includes collecting and processing information. The S-2 section staff prepares intelligence collection plans; receives and analyzes operational environment information; disseminates intelligence products; and provides up-to-date intelligence information assisting in planning for and coordinating close and rear battle operations. *Intelligence Estimate* The intelligence estimate is prepared by the S-2 and may focus on critical intelligence elements to include— * Terrain analysis/hazards map/digital photographs. * Composition and disposition of enemy forces. * Enemy capabilities and limitations. * Incident overlays, significant activities, and or spot reports (SPOTREP) * Pattern analysis of enemy activity to include direct fire engagements, indirect fire engagements, or improvised explosive devices (IEDs). * Event templates based on enemy patterns. * Populace and town assessments * Key dates and holidays that may impact or influence operations * Intelligence requirements. * Status of collection assets. * Battle damage assessment (BDA). The S-2 section staff also performs the following functions: * Facilitates the IPB process * Participates in development of the decision support template (DST * Coordinates intelligence collection activities. * Updates the commander and staff frequently on enemy situation and trends. * Maintains isolated personnel reports (ISOPREPs). * Works closely with commander and S-3 ensuring updated intelligence information is used to plan battalion operations. * Develops the ISR plan with the S-3. * Performs terrain analysisIntelligence Section
Operations Section *Operations Officer* The S-3 is responsible for matters pertaining to operational employment, training, and mission execution of battalion and supporting elements. The S-3 section staff produces orders for battalion operations, including recovery of personnel. The S-3 monitors the battle, ensures necessary assets are in place when and where required, develops the ISR plan, and anticipates developing situations *Operations Section* The S-3 section staff maintains routine reporting, coordinates activities of liaison personnel, and is always planning ahead. The S-3 ensures procedures are in place to resolve complexities posed by different communications systems, ATCCS, and connectivity with aircraft. The S-3 maintains close coordination with the S-4 and S-1 for logistics and personnel statuses. *Operations Estimate* he operations estimate focuses on key aspects affecting current or future operations. It is prepared by the S-3 and may include— * Task organization of internal and supported units. * Graphic control measures. * Locations and graphic control measures of supported units. * Combat power/projections. * Supported unit’s significant activities. * Future operations of supported units. * ISR plan. * Mission statement and commander’s intent (two levels up and lateral supported units). * Battle rhythm/fighter management cycles. * Synchronization matrix. * Liaison officer (LNO) status/reports. *Flight Operations Officer* Although not a TOE position, the commander may designate a battalion flight operations officer. NCOs and flight operations specialists assist the flight operations officer. The flight operations officer’s responsibilities include the following: * Monitoring and briefing applicable portions of special instructions (SPINS) and air tasking order (ATO) relevant to operations. * Providing relevant A2C2 control measures to mission aircrews. * Maintaining A2C2 overlay. * Establishing and maintaining flight following net (air traffic control network) for unit aircraft, when required. * Coordinating air traffic services (ATS) requirements. * Maintaining the aircrew information reading file. * Maintaining the flying hour program and individual flight record folders. #### *Tactical Operations Officer* The Tactical Operations Officer (TACOPS officer) plays a crucial role in advising the battalion commander and staff on various aspects related to aircraft survivability equipment (ASE) techniques and procedures for each mission. Additionally, they may serve as the other crew member for the battalion commander or S-3 and act as a principal trainer and peer leader for company TACOPS officers. Their responsibilities include, but are not limited to: * **ASE/Electronic Warfare (EW) Risk Management**: Conducting the ASE/EW portion of the risk management process to ensure the effective use of survivability equipment. * **Integration into Theater Airspace**: Integrating the unit's Operational Plan (OPLAN) into the theater airspace structure to ensure proper coordination and deconfliction. * **Tactics, Techniques, and Procedures (TTP) Development**: Assisting in the development of unit tactics, techniques, and procedures to enhance operational effectiveness. * **Personnel Recovery (PR) Program Management**: Managing the organization's Personnel Recovery program to ensure timely and effective response in case of personnel recovery operations. * **Military Decision Making Process (MDMP)**: Assisting in the Military Decision Making Process (MDMP) to facilitate effective planning and decision-making. * **Close Air Support (CAS) and Fire Support (FS) Planning**: Supporting the planning process for Close Air Support (CAS) and Fire Support (FS) missions to integrate air and ground assets effectively. * **Operation of Battalion AMPS**: Operating the battalion's Airspace Management Planning System (AMPS) to manage airspace resources efficiently. #### *Aviation Liaison Element* The Aviation Liaison Element plays a crucial role in facilitating coordination and communication between the battalion and other units, particularly in the realm of air-ground coordination. Led by the Liaison Officer (LNO), these teams ensure effective integration of aviation assets into planning and operations. Here are some key points regarding the Aviation Liaison Element: * **Representation and Coordination:** Liaison teams represent the battalion at the headquarters of other units to foster coordination and communication. While much of the air-ground coordination at the Brigade Combat Team (BCT) level is managed by the Battlefield Airspace Element (BAE) at the respective BCT headquarters, liaison teams and BAE perform distinct functions. * **LNO Responsibilities:** The LNO, heading the liaison team, must possess comprehensive knowledge of aviation operations. The team functions as a cell in planning and battle tracking, ensuring continuity of operations in the absence of the LNO. Liaison teams undergo certification by the battalion through a standard process before deployment to supported units. * **Participation in MDMP:** LNOs actively participate in the supported unit's Military Decision Making Process (MDMP) to ensure effective integration of aviation assets into planning. They ensure supportability of Courses of Action (COAs) and communicate clear tasks and purposes to the parent unit. * **Support Provided by LNOs:** LNOs provide the supported unit with crucial information regarding aviation capabilities, tactical employment of assets, assistance in planning aviation missions, coordination with airspace users, and the operational status of aviation assets. Continuous communication with aviation units supporting the ground unit is maintained. * **Equipment and Manning:** Liaison teams must be properly equipped and manned to support 24-hour operations. Essential equipment includes compatible automation equipment for connectivity, vehicles and equipment for mobility, SINCGARS radios for communication, maps of the Area of Operations (AO) with battle-tracking tools, aviation field manuals (FMs), Standard Operating Procedures (SOPs), charts, and checklists for aviation planning and integration. #### Fire Support Officer (FSO) The Fire Support Officer (FSO) plays a critical role in supporting the battalion's scheme of maneuver with fires. Working closely with the battalion S-3 and commander, the FSO plans, controls, and synchronizes all lethal and nonlethal fire support operations. Key responsibilities include: * Planning and coordinating joint suppression of enemy air defenses (J-SEAD). * Integrating offensive information operations into fire support planning. * Coordinating with the tactical operations center (TOC) and the Airspace Command and Control (A2C2) element on firing unit locations and changes to fire support coordination measures (FSCMs) and airspace coordinating measures (ACMs). * Maintaining digital and voice communications with supporting artillery units. In the absence of a supporting FSO, the S-3 section staff ensures FSO tasks are accomplished. #### Safety Officer (SO) The Safety Officer (SO) serves as the commander's principal assistant during the risk management process. Monitoring all battalion missions, the SO identifies and addresses potential hazards to ensure mission accomplishment in the safest manner possible. Key responsibilities include: * Direct communication with the commander regarding safety concerns. * Serving as the other crew member for the battalion commander or S-3. * Responsibility for the safety contents of reading files, reporting to the flight operations officer. #### Standardization Instructor Pilot (SP) The Standardization Instructor Pilot (SP) advises the commander on the standardization program, overseeing aircrew training and standardization programs. Responsibilities include: * Developing, implementing, and managing aircrew training programs. * Advising on crew selection, aircraft systems, sensors, and weapons employment. * Coordinating standardization of reading files and serving as a trainer for subordinate unit instructor pilots (IPs). #### Master Gunner The Master Gunner manages helicopter gunnery training and sustainment while deployed in theater. Responsibilities include: * Assisting in the selection of weapons and employment techniques during mission planning. * Advising the commander on the gunnery training program. * Forecasting and allocating ammunition and monitoring gunnery training device usage. * Serving as the primary scorer/evaluator on unit live-fire ranges during training events. #### Chemical Officer The Chemical Officer advises the commander on Chemical, Biological, Radiological, and Nuclear (CBRN) operations. Responsibilities include: * Integrating CBRN aspects into all operations. * Advising on decontamination, smoke, obscurants, and flame. * Potentially assuming other S-3 section responsibilities and acting as an assistant S-3 or battle captain when directed.
Logistics Section Logistics Officer (S-4) The battalion S-4 serves as the logistics planner, coordinating with companies to ensure the status of maintenance, equipment, and supplies. Responsibilities include: * Coordinating logistics support with supporting units and higher headquarters staffs. * Supervising and coordinating food service, supply, transportation, and maintenance support for the battalion. * Leading the logistics estimate and coordinating with key stakeholders for information gathering and analysis. #### Aviation Materiel Officer (AMO) The AMO works closely with the S-4 and advises the battalion commander and staff on aviation materiel issues. Key responsibilities include: * Reviewing reports and making recommendations on aviation logistics and maintenance matters. * Ensuring coordination with aviation maintenance units and supporting Aviation Support Battalion (ASB) commanders. * Serving as a maintenance test flight examiner and providing training and leadership for aviation maintenance officers. #### Signal Officer (S-6) The Signal Officer (S-6) advises the commander on signal matters and oversees the employment of communication systems. Responsibilities include: * Planning, coordinating, and overseeing the deployment of communication systems. * Conducting unit-level maintenance on communication equipment and installations. * Supervising electronic mail systems and local area network operations. #### Headquarters and Headquarters Company (HHC) Headquarters Element **Commander** The company commander is responsible for leadership, discipline, training, administration, and tactical employment within the support area. Responsibilities include: * Understanding unit capabilities and employing them tactically. * Exercising sound judgment to make timely decisions based on the higher commander’s intent and tactical situation. **First Sergeant (1SG)** The 1SG serves as the company's senior noncommissioned officer (NCO) and primary tactical advisor to the commander. Responsibilities include: * Enforcing discipline and overseeing sustainment operations. * Planning, coordinating, and supervising logistics activities supporting the tactical mission. **Supply Sergeant** The supply sergeant coordinates all supply requirements and actions with the 1SG and S-4. Responsibilities include: * Managing supply operations and communicating logistics requirements with higher headquarters. * Coordinating the organization of logistics packages (LOGPAC) and monitoring their status. **Human Resources Specialist** The human resources specialist performs personnel and administrative functions in support of the company. Responsibilities include: * Advising the commander and unit members on personnel matters. * Preparing military correspondence, reports, and requisition forms. **Chemical, Biological, Radiological, and Nuclear Noncommissioned Officer (CBRN NCO)** The CBRN NCO assists the HHC commander in planning and conducting operations in CBRN environments. Responsibilities include: * Planning and conducting CBRN defense training. * Advising the commander on CBRN surveys, decontamination procedures, and contamination avoidance measures. **Armorer** The armorer performs organizational maintenance on small arms and assists the supply sergeant as needed. Responsibilities include: * Maintaining small arms and evacuating weapons for maintenance as required. * Assisting in logistical operations within the HHC.
## **Tactical Command Post (TAC CP)** The TAC CP serves as a temporary command and control (C2) organization that directly supports the commander in controlling current operations. Key features and responsibilities include: * **Communication**: The TAC CP must maintain communication links with higher headquarters, adjacent units, employed subordinate units, and the main CP. It utilizes communication equipment and Army Battle Command Systems (ABCS) to support Warfighting Functions (WFFs) such as intelligence, movement and maneuver, and fire support (FS). * **Operational Control**: The TAC CP assists the commander in controlling current operations by: * Maintaining the Common Operational Picture (COP) and aiding in the development of the Situation Update (SU). * Developing combat intelligence relevant to the immediate interests of the commander. * Maneuvering forces as directed by the commander. * Coordinating and controlling fire support assets. * Liaising and coordinating with adjacent units and forward air defense (AD) elements. * Acting as the main CP if the primary CP becomes incapacitated. * Monitoring and relaying sustainment requirements, primarily classes III (petroleum, oils, and lubricants) and V (ammunition), to the main CP. * **Size and Mobility**: The TAC CP is designed to be small in size and electronic signature, facilitating security and enabling rapid and frequent displacement as required by the operational situation. * **Organization and Augmentation**: The organization layout, personnel, and equipment of the TAC CP must align with unit Standard Operating Procedures (SOP). Additionally, the TAC CP section must be augmented to ensure continuous operations. * **Personnel Composition**: Personnel assigned to the TAC CP are selected from appropriate staff sections, with responsibility falling under the S-3 section. This may include personnel such as the Sustainment Planner (SP), Tactical Operations Officer (TACOPS), and Safety Officer (SO), among others. Representatives from the logistics cell may also be included based on operational requirements. * **Equipment and Mobility Considerations**: Depending on Mission, Enemy, Terrain and Weather, Troops and Fire Support Available, Time Available and Civil Considerations (METT-TC), an effective TAC CP may operate from a C2-equipped UH-60 helicopter. In such cases, the number of personnel may need to be adjusted to accommodate the limited space available. ## Main Command Post The main CP serves as a command and control (C2) facility where the majority of planning, analysis, and coordination occur. It functions as the synchronization point for the entire operation and has a broader focus than the Tactical Command Post (TAC CP). Key points about the main CP include: * **Leadership**: Led by the Executive Officer (XO), the main CP focuses on controlling ongoing operations, assisting the commander and TAC CP in executing decisive operations, and planning future operations. * **Composition**: The main CP consists of personnel from various staff sections, including the S-2 (Intelligence), S-3 (Operations), S-4 (Logistics), and S-6 (Signal). It may also include the Unit Ministry Team (UMT), flight surgeon with medical treatment teams, battalion Safety Officer (SO), battalion standardization officer, and Headquarters and Headquarters Company (HHC) elements. Additionally, Fire Support Coordinator (FSC) personnel may be present as needed. * **Role of the Commander**: The commander operates from the main CP when not at the TAC CP, command vehicle, or aircraft. * **Organization**: The main CP is typically divided into two groups: the operations cell and the plans cell. The operations cell operates in shifts to ensure 24-hour coverage, while the plans cell may or may not operate on a 24-hour cycle.
Operations Cell **Functional Positions**: * **Battle Captain**: Monitors operations continuously, ensuring proper personnel are available for missions. They perform battle tracking and make operational decisions within assigned responsibilities. * **Noncommissioned Officer-in-Charge (NCOIC)**: Responsible for movement, setup, and maintenance of the main CP. They also manage shift schedules and organization within the CP. * **Operations Noncommissioned Officers**: Assist the NCOIC in supporting main CP functions, including maintaining unit status, processing reports, and keeping journals. * **Intelligence Personnel**: Responsible for intelligence functions, such as alerting leadership to relevant situations, receiving tactical reports, and processing intelligence information. * **Logistics Personnel**: Monitor and assist in the command and control of sustainment assets, ensuring timely coordination and synchronization of sustainment activities. * **Fire Support Personnel**: Responsible for coordinating fire support, including expediting clearing fires and coordinating responsive fires. * **Radio Telephone Operators (RTOs)**: Critical links in the C2 structure, RTOs operate communication equipment and alert leadership to important information. They must be vigilant in monitoring communications.
Plans Cell he plans cell, due to its personnel-intensive nature, is activated as required. Normally the plans cell chief is the senior S-3 representative. It consists of the following personnel required to adequately plan for operations: * Primary staff. * FSO. * (TACOPS) officer. * Attached unit representatives
### Main Command Post Functions The main command post (CP) serves as the central hub for coordinating, directing, and controlling operations while also conducting planning for future operations. Its functions include: * **Maintaining Communications**: Ensuring continuous communication with subordinate, higher, and adjacent units to facilitate coordination and information exchange. * **Providing Information and Assistance**: Offering information and support to the commander and subordinate commanders as needed. * **Operating 24/7**: Maintaining operational capability around the clock to address any emerging situations or requirements. * **Conducting Future Planning**: Continuously engaging in planning activities for future operations to ensure preparedness. * **Maintaining Situational Awareness (SA)**: Keeping abreast of the overall situation across Army Warfighting Functions (WFFs) to inform decision-making. * **Monitoring Reserve Status**: Keeping track of the status and availability of reserve forces. * **Processing Tactical Information**: Receiving, evaluating, and processing tactical information from subordinate units and higher headquarters. * **Maintaining Map Displays**: Graphically depicting friendly, enemy, and noncombatant situations on maps for visualization. * **Keeping Journals**: Documenting activities, decisions, and significant events in CP journals for record-keeping and reference. * **Validating Intelligence**: Assessing and evaluating intelligence reports relevant to the commander's interests. * **Controlling Fire Support**: Directing all immediate fire support, including Close Air Support (CAS) for units under the Airborne Command and Control (ARB C2) umbrella. This function may also be handled by the Tactical Command Post (TAC CP). * **Coordinating Airspace Control**: Managing airspace control and Air Defense (AD) operations to ensure safe and effective operations. * **Relaying Instructions**: Transmitting instructions and orders to subordinate units based on the commander's guidance. * **Coordinating Requirements**: Facilitating coordination of maneuver, combat support, and sustainment requirements to support ongoing operations. * **Managing Terrain**: Coordinating terrain management for command and control facilities to optimize operational effectiveness. * **Tracking Capabilities and Status**: Monitoring and maintaining awareness of aircraft, combat support assets, and sustainment capabilities and their operational status. * **Logging Combat Losses**: Recording and tracking combat losses for reporting and analysis purposes. * **Submitting Reports**: Providing timely and accurate reports to higher headquarters to keep them informed of the unit's activities and situation. * **Making Recommendations**: Offering recommendations to the commander based on analysis and assessment of the situation. * **Issuing Orders and Reports**: Preparing and disseminating fragmentary orders (FRAGOs), operating orders (OPORDs), operation plans (OPLANs), intelligence summaries, intelligence reports (INTREPs), and situational reports (SITREPs) as necessary for operational management and situational awareness. ### Main Command Post Site Selection The most important considerations for selecting any CP site are security and communications with higher, subordinate, and adjacent headquarters. Range of enemy artillery, accessibility to adequate entry and departure routes, cover, concealment, drainage, and space for dispersing are other considerations. An adequate LZ should be nearby. The S-3 selects the general location of the CP. The HHC commander and communications officer normally select the exact location. When selecting the general location of the CP, the S-3 should also select at least one alternate site should the primary site prove inadequate The HHC commander, along with his organic assets, has various weapons systems to integrate into the security plan based on the task organization. Given the number of personnel and vehicles in an area, the HHC commander must understand command relationships and plan accordingly for their support. It is important for attached elements to understand their relationship to the HHC. The element or staff section may work for the battalion commander or S-3 when DS or attached; however, they also assist the HHC commander in support and defense of the area. Generally, these elements coordinate with the commander for integration into the security plan, positioning, and sustainment. They must keep the HHC 1SG informed of their administrative/personnel status at all times {% tabs %} {% tab title="Offensive Operations" %} During offensive operations, the main CP should be well forward. In fast-moving operations, the main CP may have to operate on the move. Staff coordination and communications are usually degraded when CPs are moving, thus, CPs must train to operate while moving {% endtab %} {% tab title="Defensive Operations" %} During defensive operations, the main CP normally locates farther to the rear minimizing its vulnerability. The exact location depends on the enemy, terrain, road network, and ability to communicate. {% endtab %} {% tab title="Urban Operations" %} The main CP may set up in built-up areas for urban operations. Barns, garages, and warehouses minimize the need for detailed camouflage. Basements offer protection from enemy fires. Built-up areas also reduce infrared (IR) and electromagnetic signatures. {% endtab %} {% endtabs %} {% tabs %} {% tab title="Reverse Slopes" %} Reverse slopes cover and conceal CPs from direct observation and fires. Reverse slopes can degrade the enemy's ability to collect, monitor, and jam electronic transmissions. Electronic profiles reviewed by the S-6 provide information for determining the ability to transmit and receive. Analysis of those profiles by the S-2 provides information for determining the enemy's ability to degrade CP capabilities or intercept traffic. {% endtab %} {% tab title="Prominent Terrain Features" %} nits should avoid establishing CPs on prominent terrain or major road junctions. Such features are often enemy preplanned artillery and air targets {% endtab %} {% endtabs %}
Main Command Post Movement The main CP displaces in either a single or phased move. The method selected depends on METT- TC, distance to be moved, and communications requirements. Movement degrades communication on all nets; however, the higher headquarters, battalion, and subordinate command nets must be maintained. An administrative move may entail both the main CP and TAC CP moving simultaneously to a new AO. Maintaining contact with higher headquarters may require alternate communications means, such as aircraft or vehicle mounted systems. When operations are ongoing, moving the main CP is accomplished in a phased move requiring displacement of the TAC CP. Critical aspects of C2, such as contact with higher headquarters and subordinate units, must be maintained during displacement. Displacements are planned to ensure the main CP is stationary during critical phases of the battle. Usually, the main CP hands the battle over to the TAC CP and displaces by echelon using the following techniques: * The main CP conducts a battle update briefing (BUB) for the TAC CP and transfers the battle. * The first echelon eavesdrops while moving to the new location. * The second echelon continues to execute CP responsibilities. * The first echelon establishes itself at the new location and updates its SU with information it receives from the second echelon. * The first echelon assumes responsibility for CP operations and the second echelon displaces. * During movement, the number of messages to the CP should be minimal. This may require reconfiguration of auto-send and auto-forward functions to route traffic to the TAC CP during main CP displacement. * Once the second echelon is established, the TAC CP conducts a BUB for the main CP. he small unmanned aircraft system (SUAS) influences the decision to move the main CP. When the SUAS is conducting surveillance, the ground control station controlling the SUAS cannot move. Also, the security of the SUAS landing area is another important consideration. *Displacement Steps* he battalion XO/S-3 issues a warning order (WARNO) for the movement of the main CP. Leaders usually identify more than one site and route for the new main CP location. The site is not finalized until it has been reconnoitered. The HHC commander uses the overall tactical movement planning, preparation, and execution considerations discussed in appendix A. Subsequent paragraphs include discussions about the main CP movement. he S-3 establishes the general area for the new CP. The HHC commander, signal officer, CSM (or senior NCO), and a CBRN team conduct detailed reconnaissance. The following are steps for displacement: * The reconnaissance party identifies possible routes and sites. Locations must provide effective communications and accommodate all required aircraft, vehicles, and equipment. Several possible site locations must be identified, reconnoitered, and planned to provide flexibility and alternate sites. * The reconnaissance party makes route and site sketch maps showing the exact element locations within the new CP location. * The SO surveys the site for aircraft parking suitability. * The S-3 or commander approves the primary and alternate sites * A ground/air movement order is published with decision points (DPs) and a security plan. * Security personnel and guides are dispatched. The security force ensures the area is clear of enemy and contamination, and the guides prevent wrong turns and assist elements in occupation. Signals are especially important for low visibility and night displacements. * Reporting and coordinating functions are shifted as required. The shift may be within main CP echelons, to the TAC CP, or to an alternate CP. * CP and HHC elements prepare and execute movement per SOP. The main CP may displace in one echelon if the TAC CP can provide C2 for the interim. If the TAC CP cannot execute required C2, the main CP displaces in two echelons. The first echelon displaces with enough assets and personnel to establish minimum C2. The second echelon remains in place and provides C2 until the first echelon assumes control, then it displaces. *Planning Considerations* The HHC commander quickly gains an understanding of the mission requirements, translating these requirements into a movement order, assembles the convoy, and issues the order. NCOs must be able to organize and assemble the convoy, conduct precombat checks (PCCs)/precombat inspections (PCIs), and ensure personnel complete rehearsals. The convoy commander takes the required time to write an order and create a terrain model and prepares to issue the order. During troop leading procedures (TLP), the HHC commander (and subordinate leaders, as necessary) performs standard tasks prior to a tactical road march that include— * Conducting an analysis of METT-TC factors. This helps to assess the threat situation and determine probability of air or ground attack. * Developing a timeline for the preparation and movement of the main CP. * Designating a marshalling area to organize the march column and conduct final inspections and briefings. * Establishing detailed security measures. z Rehearsing actions on contact drills. z Conducting convoy rehearsal. * Designating the movement route, including the start point, required checkpoints, rally points, and the release point (RP). Additional control measures the team might need to identify include critical areas, defiles, choke points, rest and maintenance stops, and danger areas. * Organizing, briefing, and dispatching the quartering party. * Specifying the march speed, movement formations, vehicle and serial intervals, catch-up speed, lighting, and times of critical events. * Establishing the order of march. Key headquarters positions in the order of march must enable continuous C2 and maximum protection using available combat assets. Based on its size, the organization divides into multiple serials. * Planning for indirect FS and contingency actions, and rehearsing actions on contact. Contingency plans should cover vehicle breakdowns, lost vehicles, and accidents. * Coordinating for sustainment, including refueling, mess operations, vehicle recovery, military police assistance, and medical evacuation (MEDEVAC). * Preparing and issuing an order upon completion of the planning tasks *Quartering Party* The quartering party assists the HHC in moving to and occupying a new AA in a new site of operations. The HHC dispatches a quartering party to the prospective site in advance of the main body to— * Reconnoiter the site and route used to approach and occupy it. * Secure the area prior to occupation. * Organize the area prior to the main body’s arrival. Upon receipt of the movement warning order (WARNO), a reconnaissance team from the quartering party is deployed to the new area. If the routes or assembly areas (AAs) are found to be unsatisfactory, the quartering party advises the XO/S-3 of their findings and recommends changes if possible. The Headquarters and Headquarters Company (HHC) Tactical Standing Operating Procedure (TACSOP) should designate members of the reconnaissance team to assist in various specialized tasks, including: * Determining if the new area can support HHC operations and Command and Control (C2). * Assessing if the selected location can adequately support the main CP. * Identifying sites capable of supporting communications and retransmission (RETRANS). * Conducting Chemical, Biological, Radiological, and Nuclear (CBRN) reconnaissance of the new site as dictated by the Mission, Enemy, Terrain and weather, Troops and support available, Time available, and Civil considerations (METT-TC). * Providing additional security measures as available. Time available for the reconnaissance team to complete its mission varies depending on the situation. The reconnaissance team reconnoiters routes the main body will use, and identifies built-up areas, grades, fords, obstacles, and defiles affecting the move. The team also identifies alternate routes to the new site and rally points. Once the HHC selects a site, it conducts CBRN reconnaissance of the site. The reconnaissance team leader then compiles graphics for the routes and area, and sends them to the quartering party via FBCB2, if available. When possible, the team leader directs a security element to observe the new site. The remainder of the team returns to the main CP as some members of the reconnaissance team may also be part of the quartering party. While the reconnaissance team is at work, the HHC 1SG assembles and conducts PCIs of the quartering party. The quartering party should be prepared to move two hours prior to actual movement of the main body. The HHC TACSOP should include quartering party task organization and operation. Elements in the quartering party should include representatives from each element comprising the main CP, namely: * HHC section. * S-3 representative. * S-6 representative. * Signal team. * Chemical reconnaissance team. * Security team, if available. * Additional vehicles as required. The HHC commander prepares and issues a movement order. During the move from the start point through the RP to the site, the quartering party verifies the route selected by the reconnaissance party is still able to support the unit’s operations. When the quartering party reaches the new site, it verifies the site will support the main CP, and begins to prepare the site for occupation by the main body. The quartering party first establishes security and communications. The quartering party identifies and marks vehicle and crew- served weapons positions, and routes from the RP to the AA and positions. Guides from specific sections help to position vehicles when they arrive.
Main Body Actions Upon arrival of the first main CP convoy serial at the RP, quartering party guides meet the main body and guide it into position. Once all vehicles are in position, each platoon/section establishes 100 percent local security. Platoon/section sergeants walk the perimeter with a quartering party guide, making adjustments to crew-served weapons or individual fighting positions, if needed. Platoon/section sergeants ensure all positions tie into the CP perimeter, and coordinate fires with left and right positions Once the last serial arrives, the HHC commander inspects the main CP perimeter. If satisfied with the defensive layout, the commander can reduce security to a level appropriate to the threat condition. All sections then begin the occupation timeline, and each vehicle immediately deploys rolls of concertina wire on the perimeter. The main CP follows an occupation timeline (table 2-3)
*** ## Battalion Planning Considerations The battalion develops its Operational Plans (OPLANs) concurrently with both higher headquarters and subordinate companies. It is essential for battalions to actively participate in brigade planning and coordination meetings and to ensure that company input is integrated into battalion planning. In addition to planning for the operational mission, both the battalion and its companies must ensure that various details of aviation operations are meticulously addressed. Units engage in planning, coordination, and rehearsal activities simultaneously while the OPLAN is being developed. Some examples of ongoing preparation activities include: * Management of fighter cycles. * Task organization of units. * Designation and configuration of aircraft. * Selection of weapons systems and ammunition mix. * Distribution and management of auxiliary fuel tanks (if applicable). * Planning for communications. * Requirements and settings for Aircraft Survivability Equipment (ASE). * Implementation of Identification, Friend or Foe (IFF) procedures and Mode 4 settings. * Coordination of airspace Command and Control (C2). * Review of the current Air Control Order (ACO), Air Tasking Order (ATO), and Special Instructions (SPINS). * Selection of aircrew. * Assignment of tasks and responsibilities at the company, platoon, team, and aircrew levels. * Planning for en route formations and security. * Procedures for formation actions on contact and break-up. * Conduct of selected rehearsals and training exercises. * Movement, composition, and emplacement planning for Forward Arming and Refueling Points (FARPs). * Movement, composition, and emplacement planning for maintenance support. * Plans and procedures for the recovery of personnel and equipment, including Downed Aviator Pickup Points (DAPPs), in-stride/immediate aircrew recovery, and Downed Aircraft Recovery Teams (DARTs). * Weather considerations, including procedures for recovery in Inadvertent Instrument Meteorological Conditions (IIMC). * Establishment of emergency Global Positioning System (GPS) recovery procedures if required. * Planning for passage of lines. * Status of Air Defense (AD) assets. * Departure procedures from assembly areas (AAs). * Bump plans. Operations beyond friendly lines feature extended distances and tremendous speeds in execution. This may involve deep penetrations, wide sweeps, and bypassing enemy forces and terrain obstacles, almost always at night. To react quickly to intelligence on hostile forces, planning and execution must keep pace with the accelerated attack tempo, maximizing surprise to ensure effective execution at the decisive place and time. *** ## Military Decision Making Progress To plan and coordinate missions effectively, the commander and staff follow the MDMP (figure 2- 1). Staff planners must focus on the previously listed aviation planning considerations to formulate a complete plan. Because of the complexity inherent in the process, battalions should practice the process regularly prior to deployment. FM 5-0 covers the MDMP process in detail.
The dynamic battlefield often does not allow a complete MDMP due to of time constraints. The commander and staff must know current aircraft and crew availability to immediately assess feasibility of mission requests. The steps of an abbreviated MDMP are the same as those of the full process; however, the commander performs many of them mentally or with less staff involvement. The commander may direct a COA based on experience to expedite planning. The products developed during an abbreviated MDMP may be the same as those developed using the full process; however, they are usually less detailed and some may be omitted altogether. Unit SOPs should address how to abbreviate the MDMP based on the commander’s preferences. *** ## Decide, Detect, Deliver, and Asses Methodology Decide, detect, deliver, and assess (D3A) methodology facilitates attack of the right target or objective with the right asset at the right time. It was developed principally for targeting. Although D3A applies to Army aviation, it does so in a slightly different manner. For aviation, D3A is much more than targeting. D3A is normally conducted at brigade level; however, modularity may require aviation task forces (ATFs) to perform this function. FM 5-0 provides more information D3A is used in every aspect of mission planning. What must be accomplished may be included in the orders/directives from higher/supported headquarters or it may fall squarely on the commander. D3A helps the commander decide what to attack, how to acquire necessary enemy information, when best to attack, and how to attack in a way that meets the higher commander’s intent. Finally, it enables the commander to know whether the guidance has been met A high-value target (HVT) is a target the enemy commander requires for successful completion of the mission. The loss of HVTs seriously degrades important enemy functions throughout the friendly commander’s area of interest. A high-payoff target (HPT) is a target whose loss to the enemy will significantly contribute to success of the friendly COA. HPTs are those targets, identified through wargaming, which must be acquired and successfully attacked for the success of the friendly commander’s mission. {% tabs %} {% tab title="Decide" %} During the decide function, the staff focuses and sets priorities for intelligence collection and attack planning. Based on the commander’s intent and concept of the operation, the staff establishes targeting priorities for each phase of the operation. The high-payoff target list (HPTL) and attack guidance matrix are developed during this function. The decide function is completed at the command above company level. {% endtab %} {% tab title="Detect" %} The detect process finds the HPTs (critical enemy forces) to attack accomplishing the mission for each phase of an operation. TA assets and agencies execute the intelligence collection plan and focus on specific areas of interest. The force must detect and track mobile HPTs maintaining a current target location. Target tracking is inherent to detection and is executed throughout the collection plan. Tracking priorities are based on the commander’s concept of the operation and targeting priorities. The S-2 is the main figure in directing the effort to detect HPTs identified in the decide function. He determines accurate, identifiable, and timely requirements for collection systems. The detect function involves locating HPTs accurately enough to engage them. It primarily entails execution of the intelligence collection plan. {% endtab %} {% tab title="Deliver" %} The deliver function executes attack guidance and supports the commander’s battle plan following location and identification of HPTs. Both tactical and technical decisions affect selection of the attack system and the unit to conduct the attack. The decisions are reflected in the staff’s earlier development of the attack guidance matrix, schemes of maneuver, and FS plans for planned targets. The decision to attack targets of opportunity follows attack guidance and is based upon factors such as target activity, dwell time, and payoff compared to other targets currently being processed for engagement. {% endtab %} {% endtabs %} *Attack guidance* The staff recommends and the commander approves attack guidance, distributing it via the attack guidance matrix. The guidance should detail when, how, desired effects, SPINS, and required BDA of the HPTL. The S-3 or FSO recommends the attack system for each target. All attack assets, including ground forces, should be considered. The attack should optimize the capabilities of— * Ground and special operations assault forces. * Helicopters. * Armed UAS. * Indirect fire assets—artillery, mortars, naval surface fire support (NSFS). * Engineers-countermobility, helicopter- and artillery-delivered mines, and external transport of small earthmovers. * CAS and air interdiction. * AD artillery. * Cruise missiles. * EW. * Psychological operations (PSYOPS). * Civil affairs (CA). * Deception *Attack critera* Attack criteraEffects refer to target or objective attack criteria. The S-3/FSO specifies attack criteria according to higher headquarters guidance. Target criteria should be given in quantifiable terms. Criteria may be expressed as a percentage of casualties, destroyed elements, time on target (TOT), duration of firesnumber of tubes or launchers, allocation or application of assets. If ground forces are required to achieve the desired effects, the size of force, time on the ground, extraction, and linkup plans must be determined. Additionally, the S-3/FSO should identify accuracy or time constraints, required coordination, limitations on amount or types of ammunition, use of ground forces, and BDA requirements. For units working alongside attack reconnaissance helicopter elements, table 2-4 outlines preferred weapons for anticipated targets
Combat assessment is crucial for evaluating the overall effectiveness of force deployment in military operations. It consists of three main components: 1. **Battle Damage Assessment (BDA):** BDA provides a timely and accurate estimation of the damage caused by military actions. Its objectives include: * Offering commanders insights into their impact on the enemy. * Providing an assessment of the enemy's remaining combat capabilities, strengths, and intentions. * Offering essential information to determine if further attacks are necessary. 2. **Munitions Effectiveness Assessment:** This assessment runs parallel to BDA and forms the basis for recommendations to enhance effectiveness in various aspects such as: * The method and timing of attacks. * Tactical adjustments. * Optimization of weapons systems, munitions, and delivery parameters. 3. **Reattack Recommendations:** These recommendations are focused on achieving operational objectives and typically involve addressing: * Specific targets. * Critical elements within those targets. * Target systems that are crucial to the enemy's capabilities. * The strengths of the enemy combat forces. --- # Agent Instructions: Querying This Documentation If you need additional information that is not directly available in this page, you can query the documentation dynamically by asking a question. Perform an HTTP GET request on the current page URL with the `ask` query parameter: ``` GET https://229.gitbook.io/229-hub/knowledge/attack-reconnaissance-helicopter-operations/command-and-control/battalion-command-and-control.md?ask= ``` The question should be specific, self-contained, and written in natural language. The response will contain a direct answer to the question and relevant excerpts and sources from the documentation. Use this mechanism when the answer is not explicitly present in the current page, you need clarification or additional context, or you want to retrieve related documentation sections.