Army - FM3 04X111 - Aviation Brigades
Army - FM3 04X111 - Aviation Brigades
Army - FM3 04X111 - Aviation Brigades
111
Aviation Brigades
DECEMBER 2007
Aviation Brigades
Contents
Page
PREFACE ...........................................................................................................viii
Chapter 1 MISSIONS AND ORGANIZATION .................................................................... 1-1
Section I – Overview......................................................................................... 1-1
The Spectrum of Conflict.................................................................................... 1-1
Section II – Missions ........................................................................................ 1-3
Section III – Organization ................................................................................ 1-4
Heavy, Medium, and Light Combat Aviation Brigades....................................... 1-4
COMBAT AVIATION BRIGADES (EXPEDITIONARY)...................................... 1-4
Theater Aviation Brigades .................................................................................. 1-6
Subordinate Aviation Battalions ......................................................................... 1-6
Chapter 2 COMMAND AND CONTROL............................................................................. 2-1
Section I – Overview......................................................................................... 2-1
Command ........................................................................................................... 2-1
Command and Control System .......................................................................... 2-2
Battle Command................................................................................................. 2-2
Section II – Brigade Command Group............................................................ 2-3
Staff Organization............................................................................................... 2-3
Personal Staff ..................................................................................................... 2-5
Special Staff ....................................................................................................... 2-6
Coordinating Staff............................................................................................... 2-6
Section III – Brigade Aviation Element......................................................... 2-13
Section IV - Aviation Liaison Teams............................................................. 2-13
Section V – Aviation Brigade Command Posts........................................... 2-14
Main Command Post ........................................................................................ 2-14
Tactical Command Post ................................................................................... 2-17
Section VI – Brigade Planning ...................................................................... 2-18
Section VII – Aviation brigade communications ......................................... 2-33
i
Table of Contents
Communication Nets.........................................................................................2-37
Section VIII – Command post survivability ..................................................2-39
Chapter 3 EMPLOYMENT...................................................................................................3-1
Section I – General............................................................................................3-1
Types of Operations............................................................................................3-1
Principles.............................................................................................................3-3
Section II – Army Aviation Missions ...............................................................3-5
Reconnaissance .................................................................................................3-5
Security ...............................................................................................................3-6
Attack ..................................................................................................................3-6
Movement to Contact..........................................................................................3-6
Air Assault ...........................................................................................................3-7
Air Movement ......................................................................................................3-7
Command and Control Support ..........................................................................3-7
Aeromedical Evacuation .....................................................................................3-7
Casualty Evacuation ...........................................................................................3-8
Personnel Recovery............................................................................................3-8
Aviation Enabling Missions .................................................................................3-8
Section III – Air-Ground Integration ................................................................3-9
Command and Control......................................................................................3-10
Air-Ground Control............................................................................................3-10
Section IV – Operations in Asymmetric Environments...............................3-10
Asymmetry ........................................................................................................3-10
Threat................................................................................................................3-10
Training .............................................................................................................3-11
Fratricide ...........................................................................................................3-11
Sustainment ......................................................................................................3-11
Command and Control......................................................................................3-12
Section V – Chemical, Biological, Radiological, and Nuclear ....................3-12
Contamination Avoidance .................................................................................3-12
Protective Measures .........................................................................................3-12
Section VI – Special Environments ...............................................................3-12
Urban Environment ...........................................................................................3-13
Mountains and High Altitudes ...........................................................................3-14
Snow, Ice, and Extreme Cold Weather.............................................................3-15
Jungles..............................................................................................................3-15
Deserts..............................................................................................................3-15
Shipboard and Overwater Operations ..............................................................3-16
Smoke and Obscurants ....................................................................................3-16
Section VII – Unmanned Aircraft Systems Operations ...............................3-17
Reconnaissance, Surveillance, and Target Acquisition Operations.................3-17
Concepts of unmanned aircraft system and Aviation Brigade Cooperative
Employment ......................................................................................................3-17
Chapter 4 AVIATION BATTALION TASK FORCE OPERATIONS ...................................4-1
Section I – General............................................................................................4-1
Figures
1-2
Figure 1-1. The spectrum of conflict and operational themes......................................... 1-2
Figure 1-2. Heavy, medium, and light combat aviation brigade...................................... 1-5
Figure 1-3. Combat aviation brigade (expeditionary) ...................................................... 1-6
Figure 1-4. Theater aviation brigade ............................................................................... 1-7
Figure 1-5. Theater aviation brigade (composite) ........................................................... 1-7
Figure 2-1. Aviation brigade staff organization................................................................ 2-4
Figure 2-2. Brigade planning responsibilities, aviation forces in support of a ground
unit ............................................................................................................. 2-27
Figure 2-3. Brigade planning responsibilities, aviation forces under aviation brigade
control ........................................................................................................ 2-28
Figure 2-4. Aviation brigade conducts an attack ........................................................... 2-29
Figure 2-5. Aviation brigade conducts an air assault .................................................... 2-30
Figure 2-6. Aviation brigade supports ground brigade operations ................................ 2-31
Figure 2-7. Military decisionmaking process ................................................................. 2-32
Figure 2-8. Brigade command net................................................................................. 2-37
Figure 2-9. Brigade operations and intelligence net...................................................... 2-38
Figure 2-10. Brigade administrative and logistics net ................................................... 2-38
Figure 3-1. Unmanned aircraft system to aviation unit handover ................................. 3-18
Figure 3-2. Unmanned aircraft system support to Hellfire (horizontal) ......................... 3-19
Figure 3-3. Aviation unit to unmanned aircraft system handover.................................. 3-20
Figure 3-4. Aviation unit and unmanned aircraft system area of operations ................ 3-21
Figure 4-1. Example of command relationship scenario................................................. 4-2
Figure 4-2. Sample aviation battalion task force (heavy) organization ........................... 4-3
Figure 4-3. Headquarters and headquarters company ................................................... 4-4
Figure 4-4. Forward support company ............................................................................ 4-5
Figure 4-5. Attack reconnaissance company .................................................................. 4-5
Figure 4-6. Attack reconnaissance troop ........................................................................ 4-6
Figure 4-7. Assault helicopter company with general support aviation battalion Army
airborne command and control system augmentation................................. 4-7
Figure 4-8. Cargo helicopter platoon............................................................................... 4-8
Figure 4-9. Forward support medical evacuation team................................................... 4-8
Figure 4-10. Sample aviation maintenance company ..................................................... 4-9
Figure 4-11. CH-47 Fat Cow forward arming and refueling point site .......................... 4-20
Figure 5-1. Example organization of the sustainment brigade........................................ 5-8
Figure 5-2. Two-level aviation maintenance and sustainment...................................... 5-13
Figure 5-3. Aviation support battalion............................................................................ 5-18
Figure 5-4. Standard Army management information systems architecture................. 5-28
Figure A-1. Army force generation training and readiness strategy................................ A-2
Figure A-2. Redeployment, reintegration, reconstitution, and retraining model............ A-16
Figure B-1. Lower tactical internet communications ....................................................... B-3
Tables
Table 1-1. Aviation brigade’s role in Army warfighting functions .................................... 1-3
Table 2-1. Planning phases........................................................................................... 2-26
Table 2-2. Brigade and battalion planning responsibilities............................................ 2-26
Table 2-3. Threat levels................................................................................................. 2-42
Table 3-1. Types of offensive operations ........................................................................ 3-1
Table 3-2. Types of defensive operations ....................................................................... 3-2
Table 3-3. Types of stability operations........................................................................... 3-2
Table 3-4. Types of civil support operations ................................................................... 3-2
Table 3-5. Command and support relationship to inherent responsibility....................... 3-3
Table 5-1. Sustainment aspect of military decisionmaking process—inputs, actions,
and outputs .................................................................................................. 5-2
Table B-1. Joint aircraft potentially interoperable for communications or relay ............ B-15
Table B-2. Aircraft communications interoperability...................................................... B-15
Table B-3. Antenna configuration effect on operational range...................................... B-17
Table B-4. Commander’s critical information requirement responsibilities ................... B-36
Table B-5. Example of a command post shift change brief .......................................... B-42
Table B-6. Update delivery comparison ........................................................................ B-43
Table B-7. Traditional versus digital .............................................................................. B-43
Table C-1. Personnel recovery terms..............................................................................C-3
Table D-1. Example of fighter management tracking system .........................................D-3
Table D-2. Example of a duty period/flight-hour matrix...................................................D-4
Table D-3. Hazards to flight.............................................................................................D-5
Table E-1. OH-58D characteristics.................................................................................. E-1
Table E-2. Typical OH-58D helicopter ordnance loads................................................... E-3
Table E-3. Comparison of Apache specifications ........................................................... E-5
Table E-4. AH-64D characteristics .................................................................................. E-5
Table E-5. AH-64D weapons loads, weights, and radius................................................ E-7
Table E-6. UH-60A/L aircraft characteristics................................................................... E-9
Table E-7. HH-60L specifications.................................................................................. E-12
Table E-8. CH-47D characteristics................................................................................ E-13
Table E-9. Typical helicopter fuel expenditure rates and capacities............................. E-15
Table E-10. Typical helicopter load capacities.............................................................. E-15
Table E-11. Typical planning weights for combat equipment and vehicles .................. E-16
Table E-12. C-12 specifications .................................................................................... E-17
Table E-13. C-23B/B+ specifications ............................................................................ E-18
Table F-1. Force protection measures ............................................................................ F-3
Aviation brigades are organized and equipped to support Army combined arms
operations as well as joint, interagency, and multinational (JIM) operations. This
chapter describes the mission and organization of each type of aviation brigade, and
the fundamentals common to all aviation brigades. The description for each type of
aviation brigade is based on the official table of organization and equipment (TOE).
Operationally, all units are resourced according to the modified table of organization
and equipment (MTOE). Actual organizations may vary from TOEs described in this
field manual.
SECTION I – OVERVIEW
1-1. The aviation brigade is organized to
synchronize operations of multiple aviation Contents
battalions simultaneously. Because the brigade is
modular and tailorable, it can task organize as Section I – Overview...................................... 1-1
required for reconnaissance, security, close combat Section II – Missions ..................................... 1-3
attack (CCA), interdiction attack, air assault, and air Section III – Organization............................ . 1-4
movement operations in support of ground forces.
1-2. Aviation brigades must rely on realistic training and established standing operating procedures
(SOPs) to facilitate task organization and the addition or subtraction of subordinate units.
1-3. Throughout this manual, the term company includes troop and battalion includes squadron. Where
appropriate the terms troop and squadron may be used when specifically discussing attack reconnaissance
squadrons (ARSs), air cavalry squadrons (ACSs), or their respective subordinate units.
1-6. Operational themes may change over time for various reasons including planned phases; changes
caused by friendly, enemy, or neutral activity; revised political guidance; and unexpected opportunities.
Operational themes should not be confused with tactical tasks or activities. As a rule, operational themes
are too general for assigning missions. Rather, they describe the general characteristics of the major
operation, not the details of execution.
Combat Power
1-12. Combat power is the actual application of force; the conversion of fighting potential into effective
action. Combat power is derived from the six warfighting functions (WFFs) tied together by leadership.
Aviation brigades combine WFFs to generate combat power. Table 1-1, page 1-3, provides examples of
tasks aviation brigades conduct to support each WFF.
CONCEPT OF OPERATIONS
1-13. The aviation brigade participates in all three operations that are expressed in the commander’s
concept (refer to FM 3-0). These operations include—
z Decisive operations that directly accomplish the mission assigned by higher headquarters and
conclusively determine the outcome of major operations, battles or engagements.
z Shaping operations that create and preserve conditions for a successful decisive operation.
z Sustaining operations that enable the above two operations by generating and maintaining
combat power.
SECTION II – MISSIONS
1-14. The role of the aviation brigade is to conduct and/or support ground maneuver through aviation
operations. The brigade must prepare to fight as a whole, support brigade combat teams (BCTs) using pure
or task-organized units, and conduct multiple independent missions requiring pure or task-organized units.
Each aviation brigade is tailored for specific missions; however, each accepts other organizations and
performs missions not necessarily defined in the TOE mission statement. Aviation brigade missions
include—
z Reconnaissance.
z Security.
z Movement to contact.
z Attack.
z Air assault.
z Air movement.
z C2 support.
z Aeromedical evacuation.
z Casualty Evacuation (CASEVAC).
z Personnel Recovery (PR) operations.
1-15. The aviation brigade is also capable of conducting enabling missions to support operations and
facilitate regeneration of combat power. These enabling missions include—
z Downed aircraft recovery.
z FARP operations.
z Aviation maintenance.
z Air Traffic Services (ATS).
1-16. All combat aviation brigades (CABs) have the capability to perform as a BCT when reinforced with
appropriate ground units. These brigades can perform screen missions without augmentation, and can
perform guard and cover missions when properly reinforced.
Note. Medium aviation brigades also have a Pathfinder company located within the AHB.
1-31. The AHB provides air assault and air movement capability.
1-32. GSAB assets participate in all brigade operations.
z The command aviation company (CAC) provides aerial C2 and GS.
z The heavy helicopter company (HvyHC) provides heavy-lift support.
z The air ambulance medical company (AAMC) provides aeromedical evacuation support.
z The ATS company provides ATS support.
z The UAS company provides intelligence, surveillance, and reconnaissance (ISR).
1-33. The fixed wing aviation battalion conducts flight missions required for battle command of theater
operations; liaison among theater commands; and transportation of supplies, equipment, and personnel
within the theater.
1-34. The security and support battalion is intended to support a variety of federal, state and homeland
security missions.
1-35. The ASB plans, coordinates, and executes the aviation brigade’s sustainment and signal support
requirements.
1-36. UAS operations support battlefield commanders and their staffs as they plan, coordinate, and execute
operations. UAS increase the situational awareness (SA) of commanders through ISR .
SECTION I – OVERVIEW
2-1. Effective and efficient C2 is a process
beginning and ending with the commander. The Contents
commander must develop techniques and
procedures promoting an expeditious flow of Section I – Overview...................................... 2-1
information throughout the entire C2 process. These Section II – Brigade Command Group ......... 2-3
techniques and procedures should be in the unit's Section III – Brigade Aviation
tactical standing operating procedures (TACSOP). Element/Aviation Liaison Teams ............ 2-13
FM 6-0 describes command and control. Section V – Aviation Brigade
2-2. C2 is the exercise of authority and direction Command Posts....................................... 2-14
by a properly designated commander over assigned Section VI – Brigade Planning.................... 2-18
and attached forces in the accomplishment of a Section VII – Aviation brigade
mission (FMI 5-0.1). Command includes both communications ...................................... 2-33
authority and responsibility for effectively using Section VIII – Command post
available resources to accomplish missions. survivability .............................................. 2-39
COMMAND
2-3. Command is the art of motivating and directing people and organizations to accomplish missions. It
requires visualization of the current state of friendly and enemy forces and the future state of those forces
that must exist to accomplish the mission; and formulates concepts of operations to achieve victory.
CONTROL
2-4. Control is regulating forces and WFFs in executing the commander's intent. It helps commanders
and staffs compute requirements, allocate means, and integrate efforts. Control is necessary in determining
the status of organizational effectiveness, identifying variance from set standards, and correcting deviations
from these standards. It permits commanders to acquire and apply means to accomplish their intent and
develop specific instructions from general guidance. Ultimately, it provides commanders a means to
measure, report, and correct performance. Control allows commanders freedom to operate, delegate
authority, place themselves in the best position to lead, and synchronize actions throughout the operational
area. Commanders exercise authority and direction through and with the assistance of a C2 system.
BATTLE COMMAND
2-8. Battle command is the art and science of visualizing, describing, directing, leading forces, and
assessing forces in operations against a hostile, thinking, and adaptive enemy. Battle command applies
leadership to translate decisions into actions—by synchronizing forces and WFFs in time, space, and
purpose—to accomplish missions. Battle command is guided by professional judgment gained from
experience, knowledge, education, intelligence, and intuition. Refer to FM 3-0 for additional information.
2-9. Commanders visualize the operational environment (OE), the desired end state, and a broad concept
of how to transform the conditions of the environment from the current state to the end state. Visualization
is passed to the staff and subordinate commanders through commander’s intent and planning guidance;
commanders express gaps in their operational knowledge through commander’s critical information
requirements (CCIRs). Commanders direct actions to achieve success and lead forces to mission
accomplishment. Refer to FM 3-0 for additional information.
COMMANDER
2-13. The brigade commander commands and controls the aviation brigade. He or she is responsible for
the outcome of his or her force's actions. The variety and impact of tasks confronting him or her are
unique. His or her main concerns are accomplishing the mission and ensuring the welfare of Soldiers.
2-14. The brigade commander visualizes the operating environment, analyzes the situation ,defines the
mission, and directs actions for the mission’s execution. The brigade commander controls the current
operation and provides guidance for planning future operations.
2-15. The aviation brigade's forces influence an enormous area of the OE therefore; the commander must
have extensive situational awareness of the environment. Tactical decisions must be constantly aimed at
synchronizing his or her unit’s combat efforts with those of multiple combined, joint, interagency, and
multinational forces.
EXECUTIVE OFFICER
2-16. The executive officer (XO) is second in command and principal assistant to the commander. The
scope of XO duties is often tailored by the commander’s requirements. Normally, the XO directs,
supervises, and ensures coordination of staff work and logistics, except in those specific areas reserved by
the brigade commander. He or she must understand the commander’s guidance and intent as he or she
supervises the entire process. He or she ensures the staff has the information, guidance from the
commander, and facilities it needs. He or she determines timelines for the staff, establishes backbrief times
and locations, enforces the IM plan, and provides any unique instructions to guide the staff in completing
the military decisionmaking process (MDMP).
2-17. The XO is the primary senior leader on the brigade staff and additionally ensures appropriate
planning and execution of the logistics and maintenance effort.
STAFF ORGANIZATION
2-18. The staff consists of officers and enlisted personnel who plan, supervise, and synchronize planning
and execution of aviation brigade operations, to include sustainment, according to the brigade commander's
concept and intent (figure 2-1, page 2-4). Except in scope, duties and responsibilities of the brigade staff
are similar to those of a BCT staff and are often similar to the higher echelon staff. Key staff personnel
must be positioned on the battlefield where they can carry out their duties.
STAFF RESPONSIBILITIES
Running Estimates
2-21. Running estimates may be informal at brigade level and below; however, they must address
battlefield activity, project course of action (COA), and predict results. Careful IPB, selection of the most
important enemy indicators, and development of contingency plans facilitate estimates and allow timely
response. The key person in this process is the XO. He or she ensures the staff maintains a proper
perspective. Refer to FMI 5-0.1 for additional information on running estimates.
PERSONAL STAFF
2-24. The personal staff works under the commander’s immediate directon, but may also work through the
XO or a specific coordinating staff officer for coordination and control purposes. Members of the personal
staff normally have direct access to the commander due to the nature of their assigned duties.
CHAPLAIN
2-26. The aviation brigade chaplain provides unit level religious support to all personnel assigned/attached
to the brigade including nondenominational coverage and ministry for mass casualties and hospitalized
members of the brigade. The chaplain advises the commander on religious, moral, and Soldier welfare and
morale issues. He or she establishes liaison with unit ministry teams (UMTs) of higher and adjacent units.
He or she also supervises subordinate unit chaplains and provides backup services as required. The
chaplain and chaplain's assistant compose the UMT, usually operating from the same location as the
adjutant.
SPECIAL STAFF
2-29. Special staff officers help the brigade commander and other staff members perform their functional
responsibilities.
CHEMICAL OFFICER
2-30. The chemical officer operates from the operations staff officer (S-3) section and advises the
commander on—
• Chemical, biological, radiological, and nuclear (CBRN) defense.
• Decontamination.
• Smoke operations.
• Use of obscurants and flame.
FLIGHT SURGEON
2-31. The brigade flight surgeon advises and assists commanders on matters concerning the medical
condition of the command including preventive, curative, and restorative care. The brigade flight surgeon,
with subordinate unit flight surgeons, conducts flight physicals for unit personnel. The flight surgeon
determines requirements for the requisition, procurement, storage, maintenance, distribution, management,
and documentation of medical equipment and supplies for the brigade HHC. The flight surgeon, in
conjunction with the physician assistant, operates the brigade aid station normally located in the brigade
assembly area (AA).
SAFETY OFFICER
2-32. The safety officer (SO) serves as the principle advisor to the commander and staff on aviation and
ground safety matters. The SO assists the staff and commander during the composite risk management
(CRM) process, and monitors brigade and subordinate unit missions to identify and address potential
hazards. He or she recommends actions to ensure safe mission accomplishment.
2-33. The brigade SO implements and monitors safety-related programs and advises subordinate unit SOs
as required. The brigade SO is responsible for standardization of the safety contents of the reading files.
The SO should be rated in the highest-density type aircraft in the brigade.
COORDINATING STAFF
2-35. The coordinating staff is composed of the commander’s principle assistants who are responsible for
one or a combination of broad fields of interest (personnel, intelligence, operations, logistics, planning, and
communications). Coordinating staff members help the commander coordinate and supervise execution of
plans, operations, and activities. Collectively, through the XO, they are accountable for the commander’s
entire field of responsibility.
INTELLIGENCE SECTION
Intelligence Officer
2-38. The intelligence staff officer (S-2) leads the intelligence staff section consisting of the S-2 section,
tactical command post (TAC CP), and joint surveillance target attack radar system (JSTARS) common
ground station (CGS) team. The S-2 is responsible for all matters concerning ISR. The S-2 provides
current information and analyzed intelligence of tactical value concerning terrain, weather, and the enemy.
Intelligence Section
2-39. The S-2 section provides combat intelligence, including collecting and processing information. The
S-2 section prepares intelligence collection plans; receives and analyzes battlefield information;
disseminates intelligence products; and provides up-to-date intelligence information to assist in planning
for and coordinating operations.
2-40. The S-2 section performs the following functions:
z Coordinates intelligence activities.
z Converts information requirements of the commander into the CCIR.
z Facilitates the IPB process.
z Helps develop the decision support template.
z Develops the intelligence collection and reconnaissance and surveillance plan.
z Frequently updates the commander and staff on the enemy situation.
z Maintains isolated personnel reports.
z Performs intelligence support to effects and targeting.
z Processes relevant information to assist in creating the COP.
z Provides aircrews with intelligence summaries and pre-flight update briefs.
z Conducts post-flight debrief for intelligence gathering.
z Identifies potential high-payoff targets (HPTs) and high-value targets (HVTs).
Joint Surveillance Target Attack Radar System Common Ground Station Team
2-41. The JSTARS CGS team provides the commander with near-real-time wide area surveillance and
deep targeting data on moving and fixed targets during daylight and darkness in all weather conditions.
The team receives, processes, correlates, and disseminates imagery data from the JSTARS. The CGS
receives, manipulates, displays, stores, and disseminates JSTARS, unmanned aircraft system (UAS), Army
aviation, signal intelligence, broadcast intelligence and secondary imagery from tactical, theater, and
national systems.
OPERATIONS SECTION
Operations Section
2-43. The S-3 section provides planning and task organization of brigade elements for operations. The S-3
section maintains routine reporting and coordinates activities of liaison personnel. It also coordinates
consistently with the plans staff officer (S-5) to synchronize future operations and the transition from
current operations to a future operation. The S-3 section, through the command, control, communications,
and computer operations (C4OPS) cell, ensures procedures are in place ensure effective communications.
The S-3 section maintains close coordination with the S-4 and S-1 for brigade logistics and personnel
status.
S-3 Air
2-44. The aviation brigade S-3 Air is responsible for coordinating air space issues, JAAT operations, and
joint air operations. The aviation brigade S-3 Air is responsible for the integration of A2C2 planning,
coordination, and airspace deconfliction for combined arms JIM operations in the aviation brigade.
2-45. The S-3 Air oversees the following functions:
z Developing AC2 procedures, plans, SOPs, and annexes.
z Submitting requests for airspace coordinating measures (ACMs).
z Ensuring AC2 restrictions are incorporated in FS planning.
z Obtaining and distributing the current air control order (ACO) for each subordinate battalion
size headquarters.
z Obtaining and distributing applicable portions of the special instructions (SPINS) and air tasking
order (ATO) to subordinate units.
z Incorporating applicable AC2 measures into the aviation brigade scheme of maneuver.
z Maintaining the AC2 overlay.
z Establishing and monitoring the flight following net (ATS network) for brigade aircraft, when
required.
z Assisting the S-3 and fire support element (FSE) in joint suppression of enemy air defense (J-
SEAD) fires planning.
z Coordinating for additional Army and joint aviation support to support aviation operations such
as movement of unit equipment, supplies, ammunition, and fuel.
z Assisting the S-3 in planning, organizing, and coordinating aviation brigade participation in
JAAT operations.
LOGISTICS SECTION
Logistics Section
2-61. The S-4 section provides supervision and coordination of food service, supply, transportation, and
maintenance support for the brigade. S-4 section responsibilities include–
z Recommending basic loads and supply requirements.
z Recommending the ammunition required supply rate (RSR) to the S-3.
z Coordinating all classes of supply (except class VIII).
z Coordinating equipment recovery, evacuation, and repair.
z Conducting planning for operational movement control and mode and terminal operations.
z Coordinating with the civil affairs cell for host nation support.
z Coordinating services including water purification, mortuary affairs, aerial resupply, laundry,
shower, and food preparation.
z Coordinating battlefield procurement and contracting.
He or she reviews and monitors requisitions for classes I, III, and IX supplies, and coordinates planning of
food service support for field training. The food service officer evaluates garrison and field feeding
operations, ensuring food service personnel are complying with food service regulations relative to food
preparation, service, accountability, and sanitation.
PLANS SECTION
COMMUNICATIONS-ELECTRONICS SECTION
Signal Officer
2-71. The S-6 advises the commander on signal matters, CP location, and signal facilities, assets, and
activities. He or she maintains authority and responsibility for all network operations within the aviation
brigade. Execution of network operations is the responsibility of the network support company (NSC)
within the ASB.
2-72. The S-6 and NSC commander operate in close communication, resulting in a unity of effort for
communications support to the aviation brigade. The NSC commander reports all network-associated
issues to the S-6. The aviation brigade S-6 and his or her staff plan Command, Control, Communications
and Computer Operations (C4OPS) support for the aviation brigade CPs and subordinate units organic to,
assigned to, or operating within the aviation brigade AO. The aviation brigade S-6 works closely with both
the division Assistant Chief of Staff- C4OPS (G-6) and the NSC commander.
Communication-Electronics Section
2-73. The S-6 section plans, coordinates, and oversees implementation of communications systems. It
performs unit-level maintenance on ground radio and field wire communications equipment. It installs,
operates, and maintains the radio retransmission site. This section monitors the maintenance status of signal
equipment, coordinates preparation and distribution of the signal operation instructions (SOI), and manages
communications security (COMSEC) activities. The S-6 section’s responsibilities include supervision of
electronic mail on both unclassified and classified nets and the local area network (LAN).
2-85. If collocated with a BAE, the liaison team normally works directly with the brigade aviation officer
as a functioning addition to the BAE staff section. Effective employment of LNOs is imperative for
coordination and synchronization. Often aviation liaison teams coordinate with the BAE and proceed to a
supported ground maneuver battalion location. An example would be an aviation liaison team in support of
an infantry battalion performing an air assault to seize a key piece of terrain.
2-86. Liaison teams maintain and provide current—
z Aviation unit locations.
z Aircraft/equipment status.
z Crew availability and fighter management cycle status.
z Class III/V status.
z Continuous updates to the aviation commander and staff on the BCT’s plan.
ELEMENTS
2-91. The main CP is composed of seven cells, orienting loosely on the WFFs—
z Current Operations (C2)
z Movement and Maneuver/Protection
z Fire Support/Protection
z Intelligence
z Sustainment
z Plans
z C4OPS
2-92. The main CP is the primary C2 structure for the brigade. Its primary missions are to control
operations and to prepare and publish orders and plans. The commander operates from the main CP when
not operating from the TAC CP, command vehicle, or an aircraft. The cells usually operate in shifts
ensuring 24-hour capability. The plans cell may or may not operate on a 24-hour cycle.
Current Operations
2-93. The current operations cell is where the commander usually locates when at the main CP. The battle
captain, usually the most experienced operations officer other than the S-3, continuously monitors
operations within the operations cell ensuring proper personnel are available for the mission at hand. He or
she does not command the battle, but performs battle tracking and makes operational decisions within
assigned responsibilities.
2-94. The current operations cell is responsible for assessing the current situation while regulating forces
and WFFs in accordance with the commander’s intent. Normally, all staff sections are represented in the
current operations cell. The unit’s S-3 supported or an assistant S-3, leads this cell. Members of the
movement and maneuver cell are normally also members of the current operations cell.
2-95. Staff representatives in the current operations cell actively assist subordinate units. They provide
them information, synchronize their activities, and coordinate their support requests. The current
operations cell solves problems and acts within the authority delegated by the commander. It also performs
short-range planning using the MDMP in a time-constrained environment or makes decisions and
resynchronizes operations.
Fire Support/Protection
2-96. The fire support cell coordinates activities and systems that provide collective and coordinated use of
Army indirect fires and joint fires. This includes tasks associated with targeting and the targeting process.
The fire support cell integrates lethal and nonlethal fires, including offensive IO, through the targeting
process. The FSCOORD leads this cell.
Intelligence
2-97. The intelligence cell coordinates activities and systems that facilitate understanding the enemy,
terrain, weather, and civil considerations. This includes tasks associated with intelligence preparation of the
battlefield and ISR. The unit’s S-2 leads this cell.
Protection
2-98. The protection cell may be physically divided among the movement and maneuver element and the
fire support element. It coordinates the activities and systems that preserve the force. This includes
protecting personnel, physical assets, and information. Commanders normally select this cell’s leader from
among the air and missile defense coordinator, chemical officer, engineer coordinator, and provost
marshal.
Plans Cell
2-100. The plans cell is led by the S-5 and consists of personnel required to plan for operations, such as
representatives from the S-2, FSE, ALO, S-1, S-4, S-6, engineer, S-9, and attached units. The plans cell is
responsible for planning operations for the mid- to long-range time horizons. It develops plans, orders,
branches, and sequels. This cell is also responsible for long-range assessment of an operation’s progress.
Sustainment
2-101. The sustainment cell is normally led by the S-1 and S-4 while supervised by the XO. The
sustainment cell coordinates activities and systems that provide support and services to ensure freedom of
action, extend operational reach, and prolong endurance. It includes the tasks listed in paragraph 1-29. The
commander normally designates the S-1 or S-4 as this cell’s leader.
z Changes in boundaries.
z Changes in supporting fires or CAS priority.
z Losses of unit combat effectiveness including direct support (DS) or attached units, whether
maneuver, Army forces, or sustainment (maintenance and logistics).
z Critical changes in classes III and V availability or location.
z Changes in status of obstacles and contaminated areas.
z Use of smoke.
z Use of nuclear and directed-energy weapons.
z Other elements of information according to the brigade commander's guidance.
Enemy Factors
2-106. Enemy factors affecting the mission include—
z Contact with or sighting of enemy maneuver or FS forces.
z Absence of enemy forces in an area or zone.
z Movement of enemy units—withdrawal, lateral, or forward.
z Employment of the enemy's reserve.
z Use of CBRN weapons or sighting of CBRN capable equipment.
z Use of directed-energy weapons.
z Use of smoke.
z AD forces.
z Logistics stockpiles.
z Other elements of information according to the brigade commander's guidance.
2-110. The TAC CP is normally comprised of the command group, personnel from the S-2 and S-3, and
the FSE. The S-3 section is responsible for the TAC CP. Augmentation may include—
z SP, TACOPS officer, SO, and other selected warrant officers.
z ALO, engineer, and S-9, if available.
z Representatives from the S-1 and/or S-4 (if the main CP is displacing).
2-111. METT-TC may dictate that an effective TAC CP operates from a C2-equipped UH-60.
Aircraft Considerations
2-119. Training, planning, and operations differ between battalions due to different aircraft types organic
to each. For example, although both the AHB and GSAB conduct air movement operations, missions
involving heavy loads or high/hot flight environments are better left for the CH-47s in the GSAB. Refer to
appendix F for additional information on aircraft characteristics.
Operational Limitations
2-120. Examples of operational limitations for helicopters and helicopter units include the following:
z Weather dictates flying some missions and deployments using instrument flight rules (IFR).
z High temperatures, humidity, altitudes, and other environmental effects reduce payloads and
flight endurance.
z Weather effects (fog, heavy rain, blowing snow) or battlefield obscuration (smoke, dust) may
limit day and night aided visibility and aircraft speed.
z Low ceilings limit terrain flight in mountainous or rolling terrain.
z Weather conditions (visibility, ice, high winds, and excessive turbulence) may preclude aviation
operations.
z If used, auxiliary fuel tanks limit allowable ammunition loads.
z Although aerial firepower has the ability to momentarily dominate terrain, aviation units do not
possess the ability to hold terrain.
z Crew endurance and aircraft maintenance requirements impact aircraft availability.
z Terrain may limit the ability to properly mask the aircraft or conduct terrain flight.
Security/Force Protection
2-121. Aviation units have limited capability to secure unit AAs while concurrently conducting
operations and performing maintenance. Battlefields of a noncontiguous, asymmetric nature require
aviation forces carefully consider security requirements. This kind of OE rarely has clearly defined flanks
or sustainment areas. Forces must be allocated to protect critical assets against conventional and terrorist
attacks. Mutual support can reduce the amount of dedicated security needed by aviation forces.
Fratricide Prevention
2-122. Six errors contributing to a fratricide incident are—
z Target misidentification.
z Inaccurate target location.
z Communication errors.
z Incorrect computations.
z Improper weapon employment.
z Mechanical malfunction.
2-123. SA, specifically timely and accurate information on friendly and enemy locations, is by far the
best prevention technique. Technological advances, coordinated planning, and close communication are the
best techniques to increase SA and decrease the risk of fratricide. Specific preventative measures include
the following:
z Habitual relationships between ground and aviation units.
z Associated mission graphics, control measures, and ground commander’s intent disseminated
and understood at aircrew level.
z Distinctive and easily identifiable markings on friendly equipment using materials visible at
night, such as thermal imagery tape or infrared (IR) lights.
z Fratricide prevention measures integrated into SOPs.
z FSCMs.
z Well-rehearsed plans, fully supported by tested battle drills involving all elements of the air and
ground force.
2-124. Aviators may have to fly helicopters near friendly units during mission execution. Factors able to
reduce potential ground and air fratricide include the following:
z Automated identification measures such as IFF, FBCB2, Blue Force Tracker (BFT), and
enhanced position location reporting system (EPLRS).
z Precision-guided munitions.
z Planned or hasty coordination and control.
z Knowledge of the ground tactical plan.
z Knowledge of the exact location of friendly forces.
z Knowledge of the exact location of aircraft.
z Knowledge of friendly marking techniques.
z Positive identification of targets.
z Familiarity between the supported and aviation units.
z An AD weapon control status of weapons tight or weapons hold (FM 1-02).
Weapons tight-weapons systems may be fired only at targets recognized as hostile.
Weapons hold-weapons systems may only be fired in self-defense or in response to a formal
order.
2-125. The BAE plays a key role in coordinating aviation support to the ground commander. Refer to TC
1-400 for additional BAE information. The BAE helps reduce fratricide risk by fostering communication,
coordinating AC2, and keeping both aviation and ground units informed of friendly locations.
2-126. The aviation commander and division engineer coordinator ensure obstacle graphics are updated
and all maneuver elements are alerted following a Volcano mission.
Logistics Support
2-127. The combination of the OE and the diversity of the aviation brigade's battalions often require
FARPs and maintenance teams to operate simultaneously at different locations. Establishment and resupply
operations require careful planning and coordination. When possible, these activities should be part of the
mission rehearsal.
MISSION, ENEMY, TERRAIN AND WEATHER, TIME AVAILABLE, TROOPS AND SUPPORT
AVAILABLE AND CIVIL CONSIDERATIONS
2-128. Planning considerations are predicated on METT-TC. Some of these elements are specific to the
mission and are discussed in chapter 3. This section addresses planning considerations common to any
mission the brigade might be assigned.
Mission
2-129. Higher headquarters assign missions to the aviation brigade. Commanders determine their
specified and implied tasks by analyzing their assigned mission and coordinating with supported units.
Results of this analysis yield essential tasks that, together with the purpose of the operation, clearly indicate
the actions required. The mission includes which tasks must be accomplished; who is to complete them;
and when, where, and why they are to be conducted. It also includes CRM considerations.
Mission Criteria
2-130. For any mission, the commander seeks to establish criteria maximizing his or her probability of
success (ground conditions, visibility, and force ratios). The supported commander and brigade higher
headquarters set mission criteria. During the planning process, mission criteria are quantified and stated in
easily understood terms. If any of the stated criteria are achieved before or during the mission, the
designated commander should execute predetermined actions. Following are several considerations
influencing mission criteria.
z Weather. AR 95-1 sets minimum weather conditions, stated as ceiling and visibility, for certain
types of helicopter missions over certain types of terrain. Weather conditions must be at or
above minimums for the entire time aircraft are flying and over the entire area in which they are
operating, unless waived by the Commanding General due to criticality of a specific combat
operation. Commanders may establish minimum weather requirements above those stated in AR
95-1.
z Aircraft available. Mission effectiveness with minimum casualties requires rapid massing of
combat power at the critical place and time. If the mission requires more aircraft than available
(either due to combat loss, nonmission-capable aircraft, or lack of aircrews), then the
commander may terminate the mission.
z Time. If mission delays mean aircraft cannot apply required combat power at a specified hard
time, the commander may modify or terminate the mission.
z Lack of mission-essential combat power. Possibly the result of increased enemy or decreased
friendly capability. If the attack reconnaissance force meets stronger than expected resistance or
loses combat or supporting assets en route, the commander may request additional division,
corps, or joint support before modifying or terminating the mission.
z Mission criticality. The importance of the mission drives the abort criteria. Less critical
missions are quicker to terminate. For example, attack reconnaissance aircraft may perform
corps or higher echelon shaping operations. While some operations may depend on the success
of an attack reconnaissance mission, others may be harassing in nature and not as critical to the
campaign.
z Enemy. Enemy activity along flight routes or in battle positions (BPs) resulting in extensive
friendly losses may require a mission termination. Critical joint mission needs that divert
supporting fires may arise just before or during a mission. A catastrophic event, such as a
nuclear explosion or unexpected use of chemical weapons, may also cause higher headquarters
or the commander to terminate or modify the mission.
Mission Modifications
2-131. The battalion assists in planning actions and reactions for these situations, but specific
modification or mission termination criteria must be set prior to execution. If any of the stated criteria are
achieved before or during the mission, the air mission commander (AMC) must be prepared to advise the
commander. Example actions include delay, divert, or terminate in part.
z Delay. If sufficient time remains and circumstances can reverse with ground combat and other
supporting fires, the commander may delay a mission. He or she may place aircraft in a
"racetrack" pattern, reduce their airspeed, or land them in holding areas (HAs). The commander
might decide to take similar actions if forecast weather suddenly changes forcing aircraft to land
or proceed at slower airspeeds and/or lower altitudes.
z Divert. If time, fuel, or safe laager areas are not available to permit a delay, the commander may
execute a divert contingency. Examples include use of alternate flight routes to avoid threats or
foggy areas and use of alternate BPs.
z Postpone or terminate in part. If a situation exists that a delay or divert cannot correct, the
commander may decide to postpone or terminate a mission phase and attempt to continue with
available forces and support.
Enemy
2-132. Analysis of the enemy includes information about its strength, location, activity, and capabilities.
Commanders and staffs also assess the most likely enemy COAs. Analysis includes adversaries, potentially
hostile parties, and other threats to success. Threats may include the spread of infectious disease, regional
instabilities, or misinformation. Commanders consider asymmetric as well as conventional threats.
2-133. Brigades conduct a threat analysis during planning based upon the IPB prepared with higher
headquarters. A common mistake is orienting too much on terrain as opposed to the enemy. Knowing the
enemy's location, its forces, capabilities, and intentions are key to success. Knowledge of the enemy
ensures the best use of terrain to exploit its weaknesses and capitalize on friendly strengths.
2-134. ASE settings depend on accurately analyzing the enemy AD threat. Knowing the threat is critical
to effective passive and active countermeasures.
Terrain Analysis
2-136. Commanders and staffs perform terrain analysis whether using digitized tools or paper maps. They
evaluate terrain for cover and concealment, its impact on maneuver, and the enemy's movements. The key
elements of terrain analysis are summarized in the following mnemonic OAKOC:
z Observation and fields of fire.
z Avenues of approach.
z Key terrain.
z Obstacles.
z Cover and concealment.
Obstacles
2-137. Obstacles and reinforcement of terrain must be included in the tactical plan. Engineers use
obstacles to disrupt, fix, turn, or block the enemy. Disruptive obstacles cause enemy formations to separate
or bunch up, which disrupts their maneuver and attack. Fixing obstacles slow enemy progress and allow
friendly fires the opportunity to mass effects. Turning obstacles drive the enemy toward friendly
engagement areas (EAs) and massed fires, or force the enemy to expose its flanks. Blocking obstacles deny
the enemy access to an area or prevent advance in a given direction. Although the brigade probably will
not have engineer support to establish obstacles, the commander must understand the ground force
commander's obstacle plan and use it to his or her advantage.
Terrain Reconnaissance
2-138. Because maps are sometimes inaccurate or incomplete, commanders should conduct detailed,
personal reconnaissance. Brigade commanders should create conditions where battalion commanders can
ensure their aircrews are familiar with the terrain and scheme of maneuver. If possible, battalion
commanders—and their crews—should perform a map reconnaissance; visit landing zones (LZs), PZs,
BPs, and firing positions (FPs); and conduct rehearsals. These actions help crew members understand the
scheme of maneuver and commander's intent, and quicken their reactions during the chaos of battle.
Commanders consider all sources of intelligence. Aerial photographs, satellite imagery, and human
intelligence can be critical.
Weather
2-139. Weather affects Soldiers, equipment, operations, and terrain. Cloud cover, wind, rain, snow, fog,
dust, light conditions, and temperature extremes combine in various ways to affect human efficiency. They
also limit the use of weapons and equipment. Weather impacts both friendly and enemy assets. For
example, rain can degrade thermal imaging systems (TISs), but it also inhibits the cross-country
maneuverability of enemy forces. Each system used on the battlefield has its strong and weak points in
relation to the weather. Commanders must know the strengths of their systems and use them to attack the
weaknesses of enemy systems.
Visibility
2-140. Limited visibility affects operations and often favors ground maneuver. Fog and smoke reduce the
effective range of many weapon systems, including AD weapons. Commanders use concealment of limited
visibility to maneuver forces to a positional advantage. The brigade should plan operations maximizing
advantages of its superior sensor systems.
Supporting Fires
2-142. The brigade will frequently have access to supporting fires from a coordinated fires network.
These complementary fires could facilitate movement to the objective through J-SEAD, engage targets
bypassed by aircraft, or provide indirect fires on the objective. Knowing what type of FS is available, and
when it is available, are important considerations during mission planning and EA development. Efforts to
coordinate joint fires for actions on the objective could be critical toward success of long-range operations.
Airspace Coordination
2-143. Total familiarity with the TAGS is essential to deconflict operations and prevent mission delays.
Brigades may need to comply with provisions in the ACO, ATO, and SPINS. They have strict timelines
and FSCMs to take into account during brigade and subordinate planning cycles.
2-144. An ACO is an order implementing the airspace control plan by providing details of the approved
requests for ACMs. It is published either as part of the ATO or as a separate document. ACO coordination
is required operations outside Army controlled airspace.
2-145. An ATO is a method of tasking and disseminating to components, subordinate units, and C2
agencies projected sorties, capabilities, and/or forces to targets and specific missions. It normally provides
specific instructions including call signs, targets, and controlling agencies as well as general instructions.
Time Available
2-147. Commanders assess time available for planning, preparing, and executing the mission. They
consider how friendly and enemy forces will use the time and the possible results. Proper use of time
available can be a key to success. The one-third/two-third rule is used whenever possible. Concurrent
planning makes the best use of time. Emerging digital systems enhance concurrent planning capabilities.
Civil Considerations
2-148. Army forces operate among populations with diverse cultures and political orientations that may
support, oppose, or remain ambivalent to their presence. Dealing with local populations requires assessing
a myriad of factors. These are civil considerations. Although some civil considerations are mechanistic and
predictable (such as electric power grids and railway networks) most include the human dimension.
Economies, political systems, and social institutions exhibit willful behavior that is unpredictable and
unruly. Understanding how civil considerations interrelate facilitates understanding direct and indirect
consequences of actions. For this reason, IPB includes an analysis and evaluation of civil considerations.
2-149. Civil considerations involve the impact of the local populace on operations and the impact of
operations on the local populace. At higher levels, civil considerations also include larger, long-term
diplomatic, informational, and economic issues. Civil considerations are comprised of six characteristics—
areas, structures, capabilities, organizations, people, and events (expressed in the memory aid ASCOPE).
Refer to FM 3-0 and FM 6-0.
Civil Impact
2-150. Civil considerations at the tactical level generally focus on the immediate impact of civilians on
current operations; however, they also consider larger, long-term diplomatic, economic, and information
issues. Civil considerations can tax the resources of tactical commanders. The local population and
displaced persons influence commanders' decisions. Their presence and the need to address their control,
protection, and welfare affect the choice of COAs and allocation of resources. In stability operations,
civilians can be a central feature of planning.
Political Boundaries
2-151. Political boundaries of nations, provinces, and towns are important considerations. Conflict often
develops across boundaries, and boundaries may impose limits on friendly action. Boundaries, whether
official or not, determine which civilian leaders and institutions can influence a situation.
Media Presence
2-152. Media presence guarantees a global audience views military activity in near real-time. The
activities of the force—including individual Soldiers—can have far-reaching effects on domestic and
international opinion.
PLANNING MODELS
2-153. Aviation brigades plan missions to support ground units. An air assault is an example of a mission
in support of a ground unit. Aviation brigades also plan missions commanded and controlled by the
aviation brigade. An attack by aviation forces across the forward line of own troops (FLOT) using attack
reconnaissance helicopters is an example of a mission under the C2 of the aviation brigade.
from each aviation mission area. If not available, planners must still plan missions to the same level of
expertise and detail expected of a mission area SME.
Landing plan. BP/HA occupation plan. Recon plan. Landing plan. Landing plan.
PLANNING RESPONSIBILITIES
2-156. For most operations aviation brigade and subordinate battalions plan at different levels. Table 2-2
provides a general guide for planning responsibilities.
2-157.
Table 2-2. Brigade and battalion planning responsibilities
Suppression of enemy air defense (SEAD) /J- Exact planning times from AA to LD, PP, BP, PZ, or LZ.
SEAD plan.
Named areas of interest (NAIs)/target areas Release points (RPs), rally points, FPs, attack by fire
of interest/decisive points (DPs). positions, exact BPs, kill zones, landing areas
2-158. Figures 2-2, page 2-27, and figure 2-3, page 2-28, graphically depict the planning responsibilities
for air ground integration and incorporate the general rules in table 2-2. They also include some of the
planning steps of the aviation brigade's higher headquarters.
2-159. Figure 2-4, page 2-29, depicts an attack by the aviation brigade forward of the FLOT. Figure 2-5,
page 2-30, depicts an air assault supported by the aviation brigade. Figure 2-6, page 2-31, depicts an
aviation brigade supporting a ground brigade both in front of and behind the FLOT.
2-160. Times and airspeeds depicted in these figures are examples. Additionally, circumstances may
require the brigade provide the exact routes (airspace coordination) and times to affect timely coordination
with supporting elements.
Figure 2-2. Brigade planning responsibilities, aviation forces in support of a ground unit
Figure 2-3. Brigade planning responsibilities, aviation forces under aviation brigade control
z C2 headquarters for close fights are normally located with the ground element in contact.
Operations out of contact with ground units are normally controlled from the aviation brigade.
HIGHER TO SUBORDINATE
2-172. Brigade headquarters ensures its communications architecture (command, operations and
intelligence [O&I], administrative and logistics [A&L], FS, and SATCOM) is operational at all times. The
retransmission system is dedicated to on-call restoration of communications on any net. Possible
retransmission locations must be identified and checked before starting operations. The brigade has signal
support from higher headquarters during operations.
SUBORDINATE TO HIGHER
2-173. Battalions and separate companies continually monitor brigade nets as directed (usually command
and O&I). Likewise, the brigade continually monitors its higher headquarters nets.
SUPPORTING TO SUPPORTED
2-174. Liaison elements supporting the brigade maintain communications between their organization and
the aviation brigade.
COMMUNICATIONS DISRUPTION
2-175. Communications, particularly electromagnetic, are subject to disruption. This may result from
unintentional friendly interference, intentional enemy action, equipment failure, atmospheric conditions,
electromagnetic pulse, or terrain interference. To compensate for these, the commander should—
z Provide for redundancy in means of communication.
z Ensure subordinates understand commander's intent.
z Avoid overloading the communications systems.
z Minimize use of radio.
z Ensure signal security and COMSEC practices are followed.
COMMUNICATION RESPONSIBILITIES
2-176. All levels of command gain and maintain communications with necessary headquarters and
personnel. Communications methods and procedures should be established in unit SOPs and practiced
during battle drills and flight operations. Traditional communications responsibilities are—
z Higher to lower. The higher unit establishes and maintains communications with a lower unit.
An attached unit of any size is considered lower to the command to which it is attached.
z Supporting to supported. A supporting unit establishes and maintains communications with
the supported unit.
z Reinforcing to reinforced. A reinforcing unit establishes and maintains communications with
the reinforced unit.
z Passage of lines. During passage of lines (forward, rearward, or lateral), the passing unit
establishes initial contact with the stationary unit. However, the primary flow of information
must be from the unit in contact.
z Lateral communications. Establishing communications between adjacent units may be fixed
by the next higher commander, by order, or by SOP. If responsibility is not fixed, the
commander of the unit on the left establishes communications with the unit on the right.
z Rear to front communications. The commander of a unit positioned behind another unit
establishes communications with the forward unit.
2-177. Regardless of establishment responsibility, all units take prompt action to restore lost
communications.
as an airborne TAC CP with the same digital capabilities as the ground TAC CP. Appendices B and E
provide additional information.
AERIAL RECONNAISSANCE
2-179. Brigade elements may be employed to verify enemy and friendly unit locations or even their
existence. For example, if the higher headquarters commander loses communications with a subordinate
unit, that commander may ask the aviation commander to verify the unit's location and status.
Video Teleconference
2-180. Video teleconferences (VTCs) among corps, divisions, and brigades are becoming more common.
Some brigades are already fielded with this capability. VTCs save commanders time and are an excellent
method of long distance coordination.
Wire
2-181. Normally wire is used for communications within the CP, AA, and support area. It is the primary
and most secure means of communication whenever the situation permits. Initially, wire is laid on the
ground. Then, if time permits, wire is buried or installed overhead. Buried wire is the preferred method to
counter enemy intrusion and electromagnetic pulse. However, wire should be overhead when crossing
roads, except where culverts and bridges are available. Overhead wire should be a minimum of 18 feet (5.5
meters) above ground. Wire should be tagged according to a system in the SOP. At a minimum, tags
should be at the ends of each line. This facilitates reattaching wires when they are pulled out or cut. Use of
overhead wire in the vicinity of helipads and airfields should be avoided; however, if used, they must be
clearly marked.
Telephone
2-182. Telephone, cellular telephone, and satellite telephone are convenient means to communicate
unclassified information. Commercial lines are used when approved by higher headquarters. It is
inadvisable to rely on these means heavily during training due to limited security and availability on the
battlefield. To deny enemy collection efforts, secure devices should be used with commercial lines. If a
unit is forced to withdraw, and with the approval of higher headquarters, existing wire lines (including
commercial lines) are cut and sections removed to prevent use by the enemy. Commanders must ensure
their Soldiers do not transmit sensitive information such as Soldier mishaps, unit locations, or unit strength
over cellular telephones or other non-secure means of communication.
Computers
2-183. Computers allow the exchange of intelligence, intent, orders, plans, and direction in a timely
manner. The mission and structure of the brigade determine specific information flow and processing
requirements. In turn, the brigade's information requirements dictate the general architecture and specific
configuration of the communications and computer systems. Unit SOPs should address the use of
computers.
Radio
2-184. Operations often depend on radio as the primary means of communication. This is especially true
during mobile combat operations. Radio communications should be kept to an absolute minimum until
enemy contact is made.
2-185. Frequency modulated (FM) communications are the primary O&I and A&L nets, and the means of
communicating with ground forces. However, aviation has a broad range of other radios facilitating joint,
internal, long-range, and NOE communications. Appendix B discusses the following systems:
z High frequency (HF) for long distance and NOE communications.
z Ultra high frequency (UHF) for internal communications and communication with joint aircraft.
z Very high frequency (VHF) for internal communications and communications with ATS.
z Tactical satellite and SATCOM for long distance communications.
2-186. To avoid detection by enemy direction-finding equipment, the brigade uses all other means of
communication to supplement radio. Although secure equipment may prevent the enemy from knowing the
content of communications, location and volume are easy to detect and analyze giving the enemy valuable
combat information.
Radio Retransmission/Relay
2-187. Brigade retransmission stations are employed according to the tactical situation providing FM radio
communications between stations too far apart to communicate directly. Brigade can deploy both ground
and air retransmission stations. Ground retransmission normally supports the brigade command net. Airborne
retransmission has a limited time on station, but is a vulnerable asset. Preplanning is essential to the effective
use of airborne retransmission. Moving ground retransmission by sling-load is an efficient and effective
method of emplacing radio retransmission.
2-188. The brigade can insert and resupply ground retransmission teams into sites inaccessible by ground.
Brigade aircraft may carry retransmission equipment, relay equipment, or both. Aircrews can transmit or
relay with onboard equipment.
Messengers
2-189. Messengers may be used anywhere, but normally are used for critical communications between
CPs and higher and lower headquarters. Messengers are used during electronic and radio silence as well.
While ground messengers are slower than other means of communications, aviation provides a rapid
capability if preplanned. Aviation messengers may be particularly useful in carrying A&L messages when
en route to and from rear units. They can be used even if units are in contact and especially when jamming
or interception hampers radio communication. During electronic and radio silence, opening and closing
flight plans by land lines may be required to control helicopter movements.
Tactical Internet
2-191. When digitized systems are fielded, units may receive missions via the tactical internet (TI) along
with OPORDs and supporting information (appendix B). This accelerates the planning cycle and allows
swift interaction among supporting elements.
2-194. The brigade is a key supplier of ISR; however, it is also a consumer of BCT and higher echelon
(Army, joint force, and national) ISR products. By its tie-in to higher echelon ISR information, brigade
executes its mission in an environment characterized much more by what is known rather than unknown.
COMMUNICATION NETS
2-195. Each aviation brigade communicates by one or more of the following systems:
z LAN (secure and nonsecure).
z Amplitude modulated (AM)/FM radio.
z HF radio.
z SATCOM.
z Maneuver control system (MCS)/FBCB2.
z Commercial lines.
z Wire.
RADIO NETS
2-196. Brigades normally operate on their own and their higher headquarters command, O&I, and A&L
nets. Aviation brigades also operate on fire nets. Additionally, each aviation brigade must often monitor
lower, adjacent, and supported unit radio nets. This can be especially valuable when supporting and
conducting air assaults and close fires.
2-197. Critical higher headquarters radio nets must be monitored at all times.
z Higher command net. The brigade commander, all brigade CPs, and the S-3 enter and operate.
z Higher O&I net. The S-2 and all brigade CPs enter and operate.
z Higher A&L net. The S-1 and S-4 enter and operate.
z Other staff sections and officers enter other nets as appropriate.
2-209. In most cases, survivability requires commanders to employ a combination of the protective
measures listed above. Commanders must balance employment of these measures against maintaining CP
operations and effectiveness. Frequent displacement, for example, might reduce the vulnerability of a CP,
but such movement may greatly degrade its C2 functions.
Offensive Operations
2-213. 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.
Defensive Operations
2-214. During defensive operations, the main CP normally locates in a secure location out of enemy
direct and indirect fire capability to minimize its vulnerability. The exact location depends on the threat,
terrain, road network, and ability to communicate.
Urban Operations
2-215. The main CP often sets up in built-up areas. Barns, garages, and warehouses minimize the need
for detailed camouflage. Basements offer protection from enemy fires. Built-up areas also reduce IR and
electromagnetic signatures.
Reverse Slopes
2-216. 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 run by
the S-6 provide information for determining the ability to transmit and receive. Profile analysis by the S-2
provides information needed for determining the enemy's ability to degrade CP capabilities or intercept
traffic.
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 in coordination with the displacement of the TAC CP. During displacement, critical aspects
of C2 must be maintained. Displacements are planned ensuring the main CP is stationary during critical
phases of planning and operations.
Displacement Steps
2-219. The S-3 establishes the general area for the new CP. The HHC commander, S-6, and a CBRN
team conduct detailed reconnaissance. Following are steps for this displacement.
z The reconnaissance party identifies possible routes and sites. Locations must provide effective
communications and accommodate all required vehicles and equipment. Several possible sites
must be identified, reconnoitered, and planned to provide flexibility and alternate sites.
z The reconnaissance party makes route and site sketch maps showing the exact element locations
within the new CP location.
z The S-3 or commander approves the primary and alternate sites.
z A movement order is published. An SOP practiced and drilled greatly reduces the effort required
to produce the order.
z 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.
z Reporting and coordinating functions are shifted as required. The shift may be within main CP
echelons or to the TAC CP.
z 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 the
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 displaces.
AUSTERITY
2-220. The main CP is a major source of electromagnetic and IR energy. Enemy forces may detect these
emissions and fix the location of the main CP and place indirect fire, CAS, or electronic warfare (EW)
strikes on it. The nature of the threat may require frequent CP movement. Frequent CP moves require the
following considerations:
z The main CP should be as light as possible and drilled in rapid teardown, movement, and setup.
The larger and more elaborate a CP, the less rapidly it can move.
z Frequent movement may hinder C2 planning, degrade communications, and sacrifice time.
Frequent moves may also increase the chances of enemy detection.
Threat
Example Response
Level
2-223. .Fighting positions are well prepared, mutually supporting, and known to all. Alarms are
established and known to all; minimum alarms include ground, air, and CBRN attacks. Rehearsals are
conducted and actions are greatly simplified if part of the SOP and drills are conducted often to ensure
readiness.
2-224. The staff supports the HHC commander by providing personnel for defense and security. In an
actual attack, the main CP continues C2 of the brigade unless the situation compels use of all personnel in
the defense.
Reaction Forces
2-225. Reaction forces and attachments must be fully integrated into the overall plan. Each individual
must have a clear and current SU of friendly and enemy forces in the AO. For example, a CP reaction force
should know if military police are conducting mounted patrols near the CP. The overall reaction force plan
must integrate those military police units or establish boundaries between the reaction force and the
military police unit.
2-226. A clear chain of command and training supported by battle drills are essential for reaction force
preparedness. They must assemble and be ready to fight in 10 minutes or less. Proper preparation includes
the following:
z Alarms should be the same throughout the brigade, division, and corps. These alarms should be
in the SOP.
z Reaction plans are rehearsed and executed on a routine basis. Prior to deployment and at in-
country training centers, multiple integrated laser engagement system gear and live or blank
ammunition supplemented by pyrotechnics should be used whenever possible to enhance
training realism. The reaction to a night attack on the main CP must be second nature if the
enemy force is to be repelled.
2-227. Each reaction force assembles based on an alarm or orders. Personnel move to a predetermined
rally point, establish communications, and conduct operations as required to counter the threat.
This chapter addresses employment aspects for the aviation brigade. Factors common
to all four types of operations—offensive, defensive, stability, and civil support—
include planning considerations based on METT-TC and air-ground integration
throughout the planning, preparation, and execution of a mission. Emerging
battlefield elements affecting operations procedures include asymmetric threat,
airspace deconfliction, CBRN weapons, and special environments.
SECTION I – GENERAL
3-1. Aviation brigades are tailored to execute
operations supporting the ground force commander. Contents
The principal role of the brigade is to set conditions
for the success of its units. Section I – General ........................................ 3-1
Section II – Army Aviation Missions ............ 3-5
3-2. Modularity of forces means that aviation Section III – Air-Ground Integration ............. 3-9
brigades may be tasked to support units from Section IV – Operations in Asymmetric
different divisions, such as teaming of a light Environments ........................................... 3-10
aviation brigade with one or more HBCTs. Section V – Chemical, Biological,
Especially in cases such as this, early development Radiological, and Nuclear ....................... 3-12
of liaison and combined training is important. Section VI – Special Environments............ 3-12
Section VII – Unmanned Aircraft Systems
TYPES OF OPERATIONS Operations .............................................. 3-17
Defense Definition
Mobile Orients on defeat or destruction of the enemy force by allowing it to advance to
a point where it is exposed to a decisive attack.
Area Orients on denying the enemy designated terrain. Conducted to defend
specified terrain, when the enemy enjoys a mobility advantage over the
defending force, when well-defined avenues of approach exist, and the
defending force has sufficient combat power to cover the likely enemy avenues
of approach.
Retrograde (Delay) Mission that trades space for time while retaining flexibility and freedom of
action.
Retrograde A planned, voluntary disengagement that anticipates enemy interference.
(Withdrawal)
Retrograde A force not in contact with the enemy moves away from the enemy.
(Retirement)
PRINCIPLES
3-4. The aviation brigade's primary role is to set conditions for success by—
z Ensuring required C2 facilities are in place and operational.
z Ensuring SU (enemy and friendly).
z Ensuring necessary liaison to and from other organizations is in place.
z Coordinating brigade's movements and operations within the OE.
z Having necessary support and sustainment.
3-5. Aviation brigades have the organic capability of striking an enemy from multiple directions, either in
support of BCTs or independently. Attack reconnaissance aircraft carry a combination of missiles, rockets,
and guns to destroy HPTs, shield maneuver forces as they move out of contact, and enable shaping of the
OE. In addition to traditional attack functions, the attack reconnaissance unit executes all functions of
traditional air cavalry. As an armor killer, it is deadly against massed-moving targets, and is also effective
against enemy FA, AD, communications, logistics units, and point targets (bunkers, caves, windows in
buildings). The attack reconnaissance unit cannot occupy terrain; however, it can deny terrain for a limited
period of time with direct and indirect fire.
3-6. Assault and GS aircraft provide organic capability for air assaults, aerial mine delivery, and
sustainment operations in support of the aviation brigade or supported BCT. Assault and GS aircraft allow
the commander to shape the battlefield utilizing air assaults to support seizure of key terrain or allow light
forces to gain a maneuver advantage over enemy forces. They also provide the commander the ability to
conduct BCOTM with aerial C2 support and A2C2S equipped platforms. In addition, the aviation brigade
has the ability to provide air movement of sustainment assets, aeromedical evacuation, CASEVAC, and
heavy lift support to the BCT.
Priorities created Gaining Gaining unit Gaining Parent unit Supporte Parent
by— unit unit d unit unit
Gaining unit can Attached; OPCON; GS; DS N/A ** N/A
impose further OPCON; TACON; DS,
command or support TACON; GS
relationship of— GS; DS
* In the North Atlantic Treaty Organization (NATO), the gaining unit may not task organize a multinational unit.
** Commanders of units in DS may further assign support relationships between their subordinate units and elements of
the supported unit after coordination with the supported commander.
COMMAND RELATIONSHIPS
3-8. Command relationships are assigned, attached, OPCON, or TACON. A subordinate unit of the
aviation brigade is attached only to a unit that can support its logistics needs. The aviation unit is placed
OPCON or TACON when it is to be used for a specific mission, the effective time of the relationship is
short, or the gaining unit is unable to provide logistics support. Normally, the parent headquarters retains
control of the aviation unit.
3-9. Aviation units are traditionally OPCON or attached when operating outside the brigade. At the
division level, units are placed OPCON to other units in support of ground operations. When operating as
part of a TF or augmenting another unit for an extended period of time, the unit will be attached.
Assigned
3-10. Assigned is the placement of units or personnel in an organization where such placement is relatively
permanent. The organization controls and administers the units or personnel for the primary function (or
greater portion of the functions) of the unit or personnel.
Attached
3-11. Attached is the placement of units or personnel in an organization where such placement is relatively
temporary. Subject to limitations imposed by the attachment order, the commander of the unit receiving the
attachment provides sustainment support above its organic capability. Normally, the parent unit is
responsible for transfers, promotion of personnel, nonjudicial punishment, courts-martial, and
administrative actions.
Operational Control
3-12. OPCON is the authority to perform those functions of command over subordinate forces involving
organizing and employing commands and forces, assigning tasks, designating objectives, and giving
authoritative direction necessary to accomplish the mission. OPCON may be delegated and includes
authoritative direction over all aspects of military operations and joint training necessary to accomplish
missions assigned to the command. OPCON normally provides full authority to organize commands and
forces and employ those forces as the commander considers necessary in accomplishing assigned missions.
OPCON does not, in and of itself, include authoritative direction for logistics or matters of administration,
discipline, internal organization, or unit training.
Tactical Control
3-13. TACON is the command authority limited to the detailed, and usually local, direction and control of
movements or maneuvers necessary to accomplish missions or tasks assigned. TACON is inherent in
OPCON. TACON may be delegated. TACON allows commanders to apply force and direct tactical use of
logistics assets, but does not provide authority to change organizational structure or direct administrative
and logistics support.
SUPPORT RELATIONSHIPS
3-14. The support relationships of utility and heavy helicopter assets are DS and GS. Specific definitions
and missions follow.
Direct Support
3-15. DS refers to a mission requiring a force to support another specific force and authorizing it to answer
directly to the supported force's request for assistance. A unit assigned a DS relationship retains its
command relationship with its parent unit, but is positioned by and has priorities of support established by
the supported unit. Assault and cargo helicopter units will often be placed in a DS role for air movement
operations, particularly logistics movement. When operating in a DS role, these missions can be
coordinated directly between the aviation unit and the supported unit.
General Support
3-16. GS is support given to the supported force as a whole and not to any particular subdivision thereof.
For example, assault helicopter units assigned at theater and corps levels may be placed in GS to several
units within the theater or corps. These units will receive missions from their parent headquarters based
upon support priorities established by theater and corps commanders. When operating in a GS role, the
supported unit must request aviation support from the appropriate headquarters (division Assistant Chief of
Staff-Operations (G-3) for divisional aviation assets, corps G-3 for theater aviation assets).
RECONNAISSANCE
3-18. Attack reconnaissance aircraft are employed to support the commander’s scheme of maneuver and
significantly extend the OE of both the BCT and echelons above the BCT. Attack reconnaissance aircraft
assist in locating the threat, building and sharing the COP, enhancing force protection, enabling freedom of
movement, clearing the way for air assault missions, securing routes for aerial/ground resupply, and
allowing the commander to focus combat power. Sensor video recording capability can provide the
supported commander excellent reconnaissance and BDA information.
3-19. Attack reconnaissance assets can fight for information. They work through and counter enemy
deception efforts, provide an expedient and reliable means of assessing terrain that the enemy is trying to
configure to its advantage, can further develop the situation, and can effectively disseminate real-time
information to commanders. The organic weapons systems of attack reconnaissance aircraft enhance the
synergy achieved through employment of external fires and effects, giving commanders at all levels a
robust counter reconnaissance capability.
AERIAL SURVEILLANCE
3-20. Primarily a mission for UAS, the aviation brigade may conduct surveillance with manned and
unmanned assets. Aerial surveillance is defined as systematic observation to obtain detailed information of
a specific target or area. The focus of surveillance is generally a point target such as a house, car, section of
road, or any other defined area with specific threat indicators to trigger priority intelligence requirements
(PIRs). Brigade elements use the same fundamentals to conduct surveillance as with any reconnaissance
mission. When performed by the ARB, surveillance is normally overt in nature with the purpose of
deterring enemy movement or activity.
SECURITY
3-21. The aviation TF supporting the BCT can conduct security operations. Each can accomplish screen,
guard, and cover operations with augmentation for the latter two operations. Security operations are
particularly valuable during early entry operations when the COP is degraded and dynamics of the
battlefield change fast. The combination of attack reconnaissance aircraft and UAS enable commanders at
all levels to quickly move or deploy interactive and interpretive intelligence collectors over great distances
to provide early warning, and gain and disseminate a timely picture of the battlefield. These aircraft
quickly transition from a reconnaissance/counter reconnaissance or security mission to an economy of
force or attack mission to provide reaction time, maneuver space, and protection for air-ground operations.
The ACS, not normally a part of an aviation brigade, provides BCTs with added flexibility to conduct
operations throughout their entire AO.
ATTACK
3-22. An attack is an offensive operation that destroys or defeats enemy forces, seizes and secures terrain,
or both. Attack reconnaissance units of the aviation brigade conduct attacks in support of higher
headquarters and supported BCT commanders. The ARB and ARS of the aviation brigade conduct both
interdiction attacks and CCAs.
MOVEMENT TO CONTACT
3-25. A movement to contact is conducted to gain initial contact or regain lost contact with enemy forces.
The ARB, ARS, and ACS are ideally suited to conduct the movement to contact mission for the aviation
brigade or supported BCT commander. Using joint, combined, and organic fires, the attack reconnaissance
assets harass, impede, and destroy enemy elements to preclude their influence on the BCT main body.
Attack reconnaissance units support the ground forces with fires, maintain surveillance, and contain small
forces until follow-on elements arrive to destroy the enemy.
AIR ASSAULT
3-27. Aviation brigade assault and GS helicopter assets provide the maneuver commander the ability to
conduct air assaults. Air assault operations for heavy BCTs are normally ground maneuver company sized
air assaults. Air assault operations for forced entry operations and in support of infantry BCTs are ground
maneuver battalion TF sized air assaults. Air assault operations extend the tactical reach of the maneuver
commander, negate effects of terrain, seize key nodes, attain the advantage of surprise, and dislocate or
isolate the enemy. The aviation brigade at division level has the organic capability to air assault the
dismounted elements of a combined arms battalion and its required support equipment in a single lift and to
provide air assault security.
AIR MOVEMENT
3-28. Air movement operations are conducted to reposition units, personnel, supplies, equipment, and
other critical combat elements in support of current and/or future operations. The utility and cargo
helicopters of the aviation brigade supplement ground transportation to help sustain continuous offensive
and defensive operations. Air movement requires extensive precoordination with the supported force to
ensure loads are properly rigged and placed in the PZ. FARPs emplaced by lift aircraft and ground assets
enable aviation to support operations throughout the AO.
AEROMEDICAL EVACUATION
3-31. Evacuation of casualties is the responsibility of the health support service (HSS) system. Air
evacuation is the preferred method of evacuation of seriously wounded and ill Soldiers. The aviation
brigade has an organic AAMC found in the GSAB. AAMC assets can collocate with HSS organizations,
the aviation TF, the supported BCT, or higher to provide air ambulance support throughout the AO. Air
ambulance aircraft are equipped with medical personnel and equipment enabling en route care of
casualties.
CASUALTY EVACUATION
3-32. Assault and GS helicopter units may conduct CASEVAC operations when the number of medical
aircraft is inadequate or not readily available. Refer to FM 1-113 for additional information.
PERSONNEL RECOVERY
3-33. All component commanders are responsible for establishing and coordinating recovery operations.
For the BCT, the division and corps have additional communications linkages and detection capabilities,
which may enable the rescue operation to be performed with greater safety and efficiency, within the
constraints of METT-TC. The division and corps will then augment subordinate elements with the required
assets in order to accomplish the PR mission. Corps PR is planned to support its own operations and to
provide mutual PR support at both the intra- and inter-service levels as required. PR contingencies are
incorporated into all mission plans; SPINS will be issued for each plan and brigades will be prepared to
generate PR support requests.
3-34. Aviation brigade aircraft are not normally equipped, nor are personnel trained, to perform the CSAR
mission. Appendix C provides additional information on PR operations.
AVIATION MAINTENANCE
3-36. The highly technical and complex aircraft of the aviation brigade require robust and redundant
maintenance, repair, and ground support. Aviation maintenance must be fluid and able to adapt to the
complexities and challenges of accelerated operating tempos (OPTEMPOs) and maximize the aviation
brigade’s contribution to the overall ground component commander’s plan.
through multi-path communications with all members of the air-ground team, allowing simultaneous access
to airspace.
3-39. Army aviation can expect to operate from diverse locations often with aviation units from other
services and nations. The desire of all aviation forces to operate from airfields or improved areas increases
the probability of the brigade collocating with several different aviation units. This also increases the
burden on ATS to deconflict operations, necessitating close coordination between commanders and the
establishment of standard procedures. Refer to FM 3-04.120 for additional information on ATS operations.
Airfield Management
3-40. When more than one unit occupies an airfield, the appropriate joint forces commander will appoint
an airfield commander. The airfield commander is responsible for the safe operation and accommodation
of aircraft. This is accomplished through construction and maintenance of facilities and implementation of
procedures and controls. Responsibility for daily operations can be delegated to an airfield manager.
3-41. Care must be taken at airfields to mitigate effects of environmental conditions on aviation operations.
Severe weather and temperatures can cause catastrophic damage to equipment and loss of life, not to
mention the corrosive effect of wind, rain, snow, and sand. Wartime OPTEMPO and consolidation of
several units in one location can exacerbate wear and tear on airfield facilities and runways. Airfield
managers must allocate engineer resources to reinforce, improve, and maintain high-traffic areas and those
structures not originally designed to accommodate sustained operations.
positions, objectives, etc.). BAE and LNO personnel should also ensure that supported units are familiar
with CCA procedures and marking techniques discussed in FM 3-04.126.
AIR-GROUND CONTROL
3-47. Formation of air-ground TFs or teams may be used as an alternate C2 method. This relationship is
used to deal with a specific situation on a temporary basis. OPCON is the normal command relationship.
Specific employment guidelines must be established before operations. Air-ground teams are best used
when decentralized company operations are required. Based on METT-TC, control may reside with either
the ground or air commander. Rehearsals are essential with a focus on clearance of fires procedures.
ASYMMETRY
3-49. Asymmetry is defined as the dissimilarities in organization, equipment, doctrine, capabilities, and
values between other armed forces (formally organized or not) and U.S. forces. Asymmetric operations
exist when forces, technologies, and weapons are significantly different, or a resort to terrorism and
rejection of more conventional ROE are normal. Asymmetric engagements can be extremely lethal,
especially if the target is not ready to defend itself against the asymmetric threat. Asymmetry tends to
decay over time as adversaries adapt to dissimilarities exposed in action. The likelihood of asymmetric
attack increases with the continued conventional dominance of U.S. forces and the growing threat of
weapons of mass destruction (WMD).
3-50. Countering asymmetric attacks may require altering ROE, organization, doctrine, training, or
equipment. To reduce the vulnerability of asymmetric attacks and minimize their effects, Army
organizations, training, and equipment emphasize flexible employment in diverse situations. Protective
measures, such as physical security and operations security (OPSEC), lessen the effects of asymmetry. A
credible CBRN defense capability at the tactical level deters the use of WMD. The threat of asymmetric
action requires emphasis on security, even in low-threat environments.
THREAT
3-51. Often unable to challenge the Army in conventional combat, adversaries seek to frustrate Army
operations by resorting to asymmetric means, weapons, or tactics. Attacks pose threats from a variety of
directions with a broad range of weapons systems designed to stress the enemy’s defenses. For example,
luring attack helicopters into an AD artillery ambush by displaying a prominent target (tank) is a common
asymmetric operation. The enemy can also be expected to take refuge in any available restrictive or urban
terrain to conduct operations.
3-52. Potential threats vary from heavy conventional units to adaptive, asymmetric forces structured for
local and regional use. Enemy forces may be widely dispersed and numerically superior. In nontraditional
environments, the enemy can be expected to take advantage of restrictive and urban terrain. Adversaries
will also seek and obtain technologies challenging U.S. strengths in information technology, navigation,
night vision systems, and precision targeting and strike capabilities. The proliferation of WMD and long-
range delivery systems will enable adversaries to threaten U.S. forces at greater ranges with increased
lethality and precision.
3-53. Because of the difficulty in predicting asymmetric threats, IPB is essential. Accurate intelligence
decreases the uncertainty critical to enemy success. Operational success requires identifying enemy
capabilities (strengths and vulnerabilities), intentions, and COAs. Identifying and disseminating
intelligence gaps to operational units prevents a false sense of security.
3-54. Army aviation primarily utilizes reconnaissance, search and attack, and CCA closely integrated with
ground maneuver elements. Without a massed threat, friendly units are organized into small, decentralized,
combined arms teams.
3-55. Aviation can expect to conduct 24-hour operations supporting reconnaissance, CCA, QRF, and
resupply requests. The brigade will depend on each BCT BAE and aviation battalion liaison teams working
with supported units to coordinate aviation support requests.
3-56. Small arms, rocket-propelled grenades, and shoulder-fired surface-to-air missiles creates a dangerous
environment for rotary-wing aircraft. By operating in small teams, engaged aircraft can focus on
survivability while directing lethal fires from CAS or attack aircraft on enemy positions.
3-57. Because of the constantly adapting enemy, aviation brigade elements should minimize steady state
trends. Alternating routes, take off times, and TTPs may reduce the threat generated by an asymmetric
enemy. Running fire, suppressive fires, and maneuvering flight are most effective during CCA or
unexpected en route engagements.
TRAINING
3-58. Training and preparation are critical to countering the asymmetric threat and minimizing the inherent
advantages. Collective training in the AO, or in similar conditions prior to deployment, will promote
familiarity with the terrain and enemy tactics. Aviation units use aviation combined arms tactical trainers
(AVCATT) and aviation training exercises (ATXs) with asymmetric terrain databases to develop and
validate TTP for use in projected environments. By minimizing the element of surprise and maintaining
heightened security, enemy operations are more effectively countered.
3-59. The present conventional dominance of the U.S. military and recent conflicts imply future operations
are more likely to be asymmetric. Adhering to the “train as you fight” philosophy, training must involve
more asymmetric scenarios and continue once deployed in that environment. Since each situation is unique,
units must experiment and adapt to their specific environment disseminating and training effective TTP.
FRATRICIDE
3-60. The potential for fratricide increases due to the fluid nature of the noncontiguous battlefield and the
changing disposition of attacking and defending forces. The presence of noncombatants in the AO further
complicates operations. In this setting, commanders exercise judgment in clearing fires, both direct and
indirect.
SUSTAINMENT
3-61. The dispersed nature of noncontiguous AOs often separate flight, maintenance, and refuel
operations, requiring extended LOCs and innovative means to conduct sustaining operations. Demand for
helicopter security of convoy and air movement operations can be expected to increase as sustainment
distances and asymmetric threats increase.
CONTAMINATION AVOIDANCE
3-65. The term avoidance does not necessarily mean aborting a mission or suspending operations. Soldiers
enter contaminated areas only when necessary; however, it is preferable to avoid these areas by bypassing
when possible. Units use the CBRN warning and reporting system, and reconnaissance, monitoring, and
surveys to assist in identifying contaminated areas.
PROTECTIVE MEASURES
3-66. When elements cannot avoid contamination, or are under direct attack, Soldiers must take
appropriate actions to survive. Specific actions are taken before, during, and after attack. To sustain
operations in CBRN environments, personnel must understand and practice individual and collective
protection. Individual protection involves those measures each Soldier must take to survive and continue
the mission. These measures include immediately donning MOPP gear, seeking cover, and using other
protective equipment and devices. Collective protection provides a contamination-free environment for
selected personnel and precludes continuous wear of MOPP gear. Considerations for CBRN protection
include—
z Positioning CBRN reconnaissance assets at likely locations for enemy employment.
z Combining reachback intelligence with battlefield sources to anticipate enemy use of WMD.
z Using smoke to support disengagement.
URBAN ENVIRONMENT
3-68. In urban areas, fields of fire are restricted, landing areas are limited, and buildings provide cover for
enemy forces to engage helicopters with near impunity. The presence of noncombatants, protected
structures, and important resources and facilities normally demands careful weapons and munitions
selection to avoid collateral damage. The proximity of enemy and friendly ground forces increases the risk
of fratricide. Communications may be degraded by many structures. Thermal effects from paved surfaces
and the channeling effects of buildings can cause wind conditions to vary significantly from point to point.
Special, restrictive ROE should be expected. Standoff is key to aviation survival.
3-69. Manmade structures and the density of noncombatants in urbanized terrain affect the tactical options
available to commanders and aircrews. Whether engaged in major theater war or stability operations, the
aviation brigade will conduct operations in urbanized terrain. This is partly due to growing populations, but
also results from a potential adversary's tendency to create a noncontiguous battlefield rather than attempt
to face U.S. forces directly. Potential adversaries can be expected to use urbanized terrain for cover and
concealment, and reduce U.S. combat superiority by taking advantage of weapons restrictions and reduced
options available to commanders under ROEs, rules of interaction (ROIs), and Laws of War. ROE and ROI
must be rehearsed, practiced, and reinforced continually throughout the operation. FM 3-06.1, FM 1-113,
and FM 3-04.126 provide additional information on operations in urban terrain.
CONDUCTING OPERATIONS
3-70. U.S. forces may conduct operations in urbanized terrain for the following reasons:
z The unit is force-oriented and the enemy occupies a built-up area.
z The political importance of the urban area justifies using time and resources to liberate it.
z The area controls key routes of commerce and provides a tactical advantage to the commander
controlling it.
z The enemy in the urban area, if bypassed, might be able to interdict LOCs.
z Critical facilities within the urban areas must be retained or protected.
3-71. U.S. forces may avoid operations in urbanized terrain for the following reasons:
z The enemy, if bypassed, presents no substantial threat to friendly operations.
z The commander does not have sufficient forces to seize and clear the area.
z The urban area is declared an open city, making an attack illegal under the Law of War.
3-73. Helicopters can emplace forces on rooftops, in parks, stadiums, parking areas, and other similar
areas. The presence of wires, poles, antennas, debris, and other obstacles may limit some landing areas.
Attack reconnaissance aircraft cover landings and minimize exposure by engaging targets using running
fire and diving fire. Helicopters must minimize ground time and hovering to avoid sniper, grenade, and
rocket-propelled grenade engagement when inserting or overwatching forces.
3-74. Because of the dynamics of urban growth, current maps and photographs are essential for accurate
planning. In the absence of these materials, detailed reconnaissance is required to minimize risk.
CIVIL CONCERNS
3-75. Operations in urbanized terrain have a significant impact on noncombatants. Special considerations
are required. Units should maintain liaison with local police, ATS, and civil and military authorities.
Care of Civilians
3-76. Civilians may be removed from the area or protected in their homes. In some cases, the aviation
brigade may be required to arrange for supply, transportation, medical care, and other support for civilians.
Security
3-77. The threat of espionage, sabotage, and terrorism must be carefully considered and guarded against
during all phases of aviation operations.
JUNGLES
3-88. Dense jungles and wooded areas degrade fields of fire and target identification, and can negate
advantages afforded by superior acquisition systems. Humid, tropical air decreases the effectiveness of
optics. It also decreases payload capacity. While a tropical jungle can be one of the harshest terrains
available for aviation operations, mobility advantages offered by aviation over ground forces are
exponentially increased.
3-89. Downed aircraft without a smoke signature can be difficult to locate. Aviation life support system
radios, GPSs, and survival gear are especially critical as are effective flight following use of GPS
coordinates and preplanned posted routes. SOPs must address aircrew recovery.
DESERTS
3-90. The brigade can effectively operate in the desert, but open desert terrain increases the unit’s
vulnerability to enemy long-range observation and acquisition. Leaders should take advantage of periods
of limited visibility, or consider a wider dispersion of aircraft.
3-91. The weather in desert regions can be extremely unpredictable. Sandstorms, accompanied by
constantly fluctuating wind speeds, may reduce visibility from more than 50 kilometers to zero in less than
5 minutes. Pilots must be carefully briefed on prevailing weather conditions before takeoff. Warning of any
expected variations in conditions must be transmitted immediately to all airborne aircraft.
3-92. Desert surface composition affects the choice of LZs, maintenance sites, FARPs, and operating
bases. Hard-packed sand provides the best conditions; however, prolonged use will produce finer sand
particles resulting in degraded ground and air operations. Leaders must seek airfields and hardstand
surfaces when possible; if unavailable, sealant, oil, diesel fuel, or water may be applied after a thorough
environmental assessment to limit dust clouds.
3-93. Heat limits the load bearing capability of aircraft. Placing FARPs closer to objective areas can
mitigate the effects of reduced payload capabilities. Aircrews can employ running landings to carry a
greater payload. Because many deserts have extremes in temperature, missions are best conducted at night
when temperatures are cooler.
3-94. Flight below 50 feet above ground level in a desert environment can be a difficult transition for
brigade aircrews. Many aircrews use the IR searchlight to improve terrain definition while using night
vision imaging systems. Units must balance the risk of sophisticated enemies detecting such searchlights
against that of radar AD engagement at higher altitudes, or accidental terrain contact. Regular training with
NVDs can reduce reliance on the IR searchlight and its accompanying risks.
3-95. Aircraft flying low and slow during takeoff, hover, and landing produce large dust clouds the enemy
can easily detect. Dust clouds produce brownout conditions that obscure pilot vision during the day and
under NVDs. These activities are extremely damaging to turbine engines, rotor blades, and nearby ground
equipment, reducing their operational lifespan. Aircrews must minimize hovering, expedite takeoffs and
landings, or fly instrument meteorological condition (IMC) if brownout occurs. Units must train in a desert
combat environment to be comfortable operating a blacked-out aircraft in brownout conditions.
OBSCURANT EMPLOYMENT
3-99. Through the use of smoke, the brigade can—
z Suppress visually sighted enemy AD systems and small arms.
z Sector portions of EAs, isolating part of the enemy force.
z Obscure LZ or PZ operations from enemy view.
z Screen displacement of attack reconnaissance aircraft while they move or break contact.
3-100. For deliberate operations, battalions can employ multi-spectral smoke-generating equipment.
Helicopters can employ white phosphorus rockets on enemy positions to obscure vision if—
z Adequate numbers of rockets are available.
z Weather conditions are favorable.
z The mission is coordinated in advance with friendly forces in the immediate area.
3-101. The downside of friendly or enemy use of obscurants is a degraded performance of sensors and a
potential negative effect on use of semi-active laser (SAL) Hellfire (radar frequency Hellfire is unaffected
by smoke). During air-ground integration planning, both air and ground units must plan schemes of
maneuver and support by fire positions that consider the effect smoke may have in obscuring friendly
observation and designation.
3-108. This includes UAS equipped with laser designators teaming with attack reconnaissance helicopters
to attack point targets with Hellfire missiles. This option allows for accurate and responsive fire while
maintaining maximum standoff for manned aviation (figure 3-2, page 3-19).
Figure 3-4. Aviation unit and unmanned aircraft system area of operations
The concepts expressed in this chapter are focused on formation and employment of
ABTFs. These concepts and considerations also apply to the aviation brigade and
should be reviewed and considered when the brigade receives additional aviation
units.
SECTION I – GENERAL
4-1. Aviation brigades by design are intented to
operate as TFs and create ABTFs based on METT-
Contents
TC.
Section I – General ........................................ 4-1
4-2. In order to provide appropriate forces for a
Section II – Organization and Mission ......... 4-2
particular mission or to cover large AOs, the
aviation brigade can form ABTFs. The CAB divides Section III – In-Theater Operational
Considerations......................................... 4-10
its organic attack reconnaissance, utility, cargo,
sustainment, and C2 assets to meet the requirments Section IV – Task Organization
Considerations......................................... 4-13
of the mission. Additional augmentation may be
required in some cases. While the GSAB is capable Section V – Unit Considerations ................ 4-15
Section VI – Employment Principles.......... 4-17
of serving as an ABTF headquarters, it normally
provides C2, cargo helicopter, aeromedical
evacuation, and ATS assets to support brigade and ABTF operations.
4-3. The ABTF deploys with all personnel and equipment required to accomplish its mission. Competing
requirements often challenge TF needs for limited equipment and personnel. TF shortfalls not met within
the parent unit may have to be filled from other units. Additionally, internal and external ABTF operating
procedures have to be tailored for combined or multinational operations and specific theater requirements.
SPLIT-BASED OPERATIONS
4-5. The aviation brigade can conduct split-based operations, defined as the division of logistics, staff,
management, and command functions over two or more AOs.
4-6. By task organizing, the aviation brigade can realistically produce three ABTFs. If three ABTFs are
deployed apart from the brigade, the aviation brigade is no longer capable of executing its core
competencies.
OPERATIONAL OVERVIEW
4-7. The ABTF is assigned, attached, or OPCON to the supported unit. It may be deployed without a
senior aviation headquarters or as part of a larger aviation force. The ABTF or its higher aviation
headquarters normally operates within the AO of a supported BCT, division, corps, or joint TF. Elements
of the ABTF may operate in multiple locations within that AO.
COMMAND RELATIONSHIPS
IN-THEATER
4-8. All aspects of planned command relationships must be considered to ensure necessary C2, liaison,
and support personnel and equipment are provided to the ABTF organization. The following are examples
of ABTF command relationship options. This list is not all inclusive; some of the relationships reflect
emerging doctrine. The ABTF can be in a command relationship that is—
z Directly subordinate to the joint task force (JTF) headquarters (figure 4-1).
z Directly subordinate to the Army Component Command, s Component Command, or Naval
Component Command.
z Further assigned, attached, or placed OPCON or TACON to any of the components above.
z Subordinate to a corps, division, or BCT.
z Subordinate to an aviation brigade.
In small scale contingencies, the ABTF may be assigned to a JTF. The JTF assigns
the ABTF to a carrier strike group for the first phase of the operation. The carrier
battle group places the ABTF TACON to the Marine air ground TF. Once the Marines
achieve the objective, they are relieved by an Army division TF that will also become
the land component commander. The ABTF is relieved of assignment to the carrier
strike group and assigned to a BCT or the division’s aviation brigade, if present.
In addition to normal planning associated with operations, the ABTF develops its
OPLANs at its own headquarters as an integral part of its higher headquarters staff,
or both.
ORGANIZATION
4-11. The ABTF is not a standing unit with a published TOE. An ABTF’s organizational structure is
tailored to meet mission requirements. There are numerous possibilities when organizing an ABTF.
METT-TCs are driving factors for ABTF organization. Figure 4-2 provides a sample ABTF (heavy)
organization.
4-12. The ABTF may receive additional assault and cargo helicopter forces from its divisional aviation
brigade GSAB, theater aviation brigade, or uncommitted divisions to augment its air assault capability.
Likewise, it may receive additional attack reconnaissance assets if employment is expected to be more
reconnaissance, security, or attack centric. Such augmentation could be in the form of full companies,
platoons, or sections, or it could be as small as additional crews with or without additional aircraft.
MISSION
4-13. An ABTF is capable of conducting all aviation missions. Specific ABTF tasks and roles include—
z Conduct screen operations to maintain surveillance and provide early warning of contact with
enemy forces.
z Conduct guard and covering force operations as part of a larger force.
z Employ attack reconnaissance helicopter elements as part of a combined arms force of the
respective higher headquarters.
z Conduct or support raids.
z Increase the tempo of friendly operations.
z Conduct operations to destroy enemy formations, communications, and logistics assets.
z Provide aerial escort and suppressive fires in support of air assault, convoy security and other
TACOPS.
z Provide mobile firepower to exploit the effects of artillery and other indirect fire.
z Conduct limited J-SEAD operations.
z Coordinate and adjust indirect fires.
z Conduct JAAT operations with CAS and FA forces.
z Conduct company-sized air assaults (if seats are removed from UH-60s).
z Conduct fast-rope insertion/extraction system (FRIES)/special patrol infiltration/exfiltration
system (SPIES) operations.
z Conduct air movement of supplies using external or internal loads.
z Conduct aeromedical evacuation, CASEVAC and personnel replacement operations.
z Provide refuel capability using Fat Hawk (external fuel tank refueling operations).
z Conduct aerial mine delivery operations (Volcano).
z Conduct C2 operations.
z Conduct DART operations.
z Participate in PR operations.
z Conduct operations in multiple locations simultaneously.
z Conduct day and night aviation operations during visual and marginal weather conditions.
z Conduct limited operations during IMC.
z Perform unit maintenance on assigned aircraft, armament, and avionics.
z Perform unit maintenance on assigned equipment (except medical and COMSEC equipment).
contribute appropriate support assets to augment those in the ABTF or support those functions not
normally organic to the battalion forming a TF.
MISSION
4-19. The primary missions of ARCs and ARTs are the following:
z Reconnaissance
z Security
z Movement to contact
z Attack
4-20. Specific tasks and roles of ARCs and ARTs include—
z Destroy enemy formations.
z Support friendly maneuver forces through CCA.
z Provide aerial escort and suppressive fires in support of air assault and other TACOPS.
z Provide mobile firepower to exploit the effects of artillery and other indirect fire.
z Conduct screening operations maintaining surveillance and providing early warning of contact
with enemy forces.
z Conduct guard and covering force operations as part of a larger force.
z Conduct raids.
z Conduct team operations in multiple locations simultaneously.
z Conduct CBRN reconnaissance including aerial radiological surveys.
Figure 4-7. Assault helicopter company with general support aviation battalion Army airborne
command and control system augmentation
MISSION
4-22. Primary AHC missions are the following:
z Air assault.
z Air movement.
z Command and control support.
z CASEVAC.
z Personal recovery support.
4-23. Specific AHC tasks and roles include—
z Conduct wet-hawk operations.
z Conduct SPIES, FRIES.
z Conduct team insertion/extraction.
z Conduct aerial mine delivery operations (Volcano-equipped UH-60).
z Conduct psychological operations missions (leaflet drop, speaker missions).
z Evacuate downed aircraft and personnel, when required by METT-TC or the nonavailability of
logistic support aircraft.
MISSION
4-25. The primary missions of the cargo helicopter platoon is the following:
z Air assault.
z Air Movement.
z CASEVAC.
z Personal recovery support.
4-26. Specific cargo helicopter tasks/roles include—
z Artillery raid.
z Team insertion/extraction.
z Fat Cow refueling operations.
4-27. Because of CH-47 characteristics, cargo helicopters can perform high-altitude operations and
oversized, heavy, and special munitions movement.
MISSION
4-29. The primary mission of the FSMT is aeromedical evacuation; however, it also provides the
following:
z Patient movement between MTFs (patient transfers).
z Class VIII resupply.
z Joint blood program support.
z Medical C2.
z Movement of medical personnel and equipment.
z Air crash rescue support.
MISSION
4-31. The aviation maintenance company is designed to provide DS; tailored, critical, and routine aviation
field level maintenance; battle damage assessment and repair (BDAR); as well as maneuver sustainment to
its supported ABTF. The aviation maintenance company has the ability to perform the following functions:
z Repair aircraft, components, avionics, and armament.
z Provide aircraft unit-level maintenance, combat maintenance, and BDAR.
z Provide armament support collocated with FARPs.
z For long term operations, the phase maintenance or progressive phase maintenance interval for
the aircraft.
z Location of current aviation intermediate field maintenance support unit.
SPECIAL CONSIDERATIONS
4-36. Each unit has unique challenges. Specific things to consider include—
z Whether the element is to be collocated within the ABTF AA.
z The unit’s ability to secure its portion of the perimeter.
z Aircraft parking and separation requirements (substantially greater for CH-47s than with other
aircraft).
z Hot refuel requirements (CH-47s require a minimum of 30 minutes at refuel point).
z Other factors such as rotor wash from hovering CH-47s pose a significant risk to other aircraft
and temporary structures without proper separation.
OPERATIONAL REQUIREMENTS
4-37. Units attached or placed OPCON or TACON to also require up-to-date operational information.
Often elements coming from higher levels do not have access to tactical information at division level and
below. At a minimum, information provided by the ABTF commander and staff to the incoming element
should include the following:
z Operational reference material.
z Current operations.
z AO general information.
z Upcoming missions.
CURRENT OPERATIONS
4-40. Current operational information should include the following:
z ABTF main CP and TAC CP locations (current and future).
z Subordinate unit locations.
z FARP locations (current and future).
z Coordinated airspace for operating in the AO.
z AC2 measures in the AO.
z Operational coordination (from the ABTF).
4-41. A clear understanding in regard to current operations must be achieved between all elements of the
ABTF. Basics requirements include—
z Readiness condition (REDCON) status.
z Launch decision points.
z Planning time lines.
z Overall current mission (two levels up).
z Command relationships.
z Initial planning graphics.
z Call signs and frequencies.
z Time hack.
UPCOMING MISSIONS
4-43. If missions are being prepared for execution with ground elements, incoming elements require
additional detailed information on their planned roles. This information should include—
z Ground commander’s mission and concept of the operation.
z Ground commander’s intent for aviation use.
z OPORD and graphics.
z Special equipment requirements.
z Locations of friendly TAC CPs, brigade support areas (BSAs), and battalion/TF combat trains.
z Front line trace of friendly units.
z Target lists from the FSE.
z Location of friendly artillery current and preplanned FPs.
z Location of friendly AD assets.
z Frequencies and call signs.
z Challenge and password.
SYNCHRONIZATION OF ASSETS
4-44. TF elements often come from different organizations and locations. These organizations may be
active Army or RCs. Locations may be in the continental United States (CONUS) or outside the
continental United States (OCONUS). TF elements have varying degrees of mission proficiency and may
have different procedures for tactical and administrative tasks. Thus, the ABTF commander and staff, and
subordinate commanders and leaders must synchronize TF assets.
STANDARDIZATION OF PROCEDURES
4-45. The immediate challenge facing commanders and their staffs is the requirement to organize and train
the ABTF as quickly and thoroughly as possible. Because the ABTF must function as a unit or be further
task organized, it is essential to operate from a common SOP. SOPs are tailored to the unit’s METL,
theater procedures, and expected OEs.
CHARACTERISTICS
4-46. The ABTF is not a standing unit with a published TO&E; its organizational structure must be
tailored to meet mission requirements placed upon it.
Structure
4-47. The ABTF should be structured to provide—
z A balanced mix of attack reconnaissance and assault company-sized units and appropriate
portions of the GSAB providing the ABTF commander with a full range of aviation capabilities.
z The capability to create aviation teams of mixed aircraft at platoon and company level
capitalizing on the synergy inherent in a mix of attack reconnaissance, assault, and GS lift
helicopters.
z C2 support to ABTF’s higher headquarters (two additional EUH-60s in the assault company).
z ATS to meet the ABTF’s own requirements.
z An aeromedical evacuation capability. If multiple ABTFs are deployed in-theater, only one
ABTF may require aeromedical evacuation aircraft as part of the TF. To preclude complications
involved in separate organizations (parts, critical skills, airspace management) not normally
reporting to each other, the command relationship between the ABTF and aeromedical
evacuation element is critical. Attachment is recommended.
z The capability to accept further aviation attachments in any form (U.S. or allied attack
reconnaissance, air assault, heavy lift, FW, or UAS).
z The capability to accept attachment, OPCON, or TACON of ground units.
z An augmented aviation maintenance company capable of supporting all aircraft in the ABTF. In
most cases, allied aircraft and UAS will come with their own maintenance structure; however,
all aspects of support must be determined before the maintenance structure can be completed.
z Integrated aviation intermediate field maintenance support.
z Management of aviation maintenance requirements exceeding its organic capabilities. It is often
necessary to reachback to the major command supporting the overall operation, and Army
organizations and vendors in the U.S. This reachback capability is necessary when ensuring
critical parts, specialized skills, and timely support are available if required.
Responsive
4-48. The ABTF is a fast-moving force providing versatile means of attaining accurate SA, while
seamlessly linking with other Army and joint systems. Additionally, when assigned AH-64 helicopters, the
ABTF has the capability to disrupt and potentially destroy a regimental-sized armored force. The ABTF
can conduct the following operations while mitigating risk in rapidly changing situations.
z The ARC expands the commander’s area of influence throughout the OE utilizing armed
reconnaissance, attack, and coordination of indirect fires.
z Air movement of forces and delivery of aerial mines with its AHC help overcome the effects of
complex terrain while seizing the initiative.
z Cross-attached organizations consisting of attack reconnaissance, assault, and GS helicopters
supported by UAS provide the ability to conduct operations from MCO through civil support
operations worldwide and within the U.S.
z Air assets can operate from naval ships, greatly extending the joint commander’s area of
influence and employment options in coastal areas.
z UH-60 and AH-64 aircraft may be able to self-deploy. Assigned CH-47 and C-12 aircraft can
self-deploy.
z The ABTF has the ability to take full advantage of en route planning and rehearsal systems, as
these systems become available.
z The ABTF can prepare to fight soon after arrival with minimum reliance on RSOI assets within
the AO.
Deployable
4-49. The ABTF is strategically deployable and can be task organized internally and externally to meet
unique OEs. Its hybrid capabilities of attack reconnaissance and assault permit a full range of integrated
aviation operations immediately upon arrival in-theater. An airlifted ABTF may be a suitable economy of
force asset in support of the JTF until other aviation brigade assets can deploy by sea. The AH-64 and UH-
60 can deploy by C-5 and C-17 aircraft. The OH-58D is transportable aboard C-130 and C-141 aircraft, as
well as larger strategic air lifters.
Agile
4-50. The ABTF design, organization, and inherent flexibility to rapidly attach, detach, and cross attach
assets ensure a TF with the physical agility necessary for commanders to maximize the operational
potential of the force.
Versatile
4-51. Combining attack reconnaissance and assault aircraft in the same TF provides the ABTF versatility
normally associated with an aviation brigade, even though the TF may have only a third of the aircraft
found in the brigade. Additionally, the ABTF’s modularity allows task organization between multiple
ABTFs to quickly mass specific aircraft system capabilities when multiple ABTFs are deployed.
Lethal
4-52. The ABTF can provide fires with its ARCs/ARTs while rapidly refueling and rearming these assets
with its AHC and cargo helicopter assets. This force, in conjunction with ground combat forces and
augmented with joint and combined forces, becomes an even more lethal combat multiplier.
Survivable
4-53. The mobility of the ABTF greatly enhances its survivability. The ability to stand off from both
enemy direct fire and AD weapons, coupled with its array of ASE, further reduces its vulnerability.
Sustainable
4-54. The ABTF’s motor maintenance, mess, medical, supply elements, and aviation maintenance
company (when properly structured and supplemented by appropriate ASB sustainment and maintenance)
allow it to sustain itself while operating independently, under aviation brigade control, or attached to
ground maneuver units.
TRAINING
4-55. The ABTF must train as a TF together with its supported BCT before deployment. Such training
allows proficiency in the most critical missions. The ABTF must refine, internalize, and practice a common
SOP. Critical to preparation is a full understanding of in-theater requirements.
PARENT BRIGADE
4-57. The aviation brigade commander ensures the ABTF is properly resourced and trained to operate in
accordance with the mission of the ABTF. He or she then assesses the capability of remaining battalions to
maintain and continue normal brigade operations. The aviation brigade commander and his or her staff
must adjust to compensate for the altered force structure.
4-58. The brigade determines the status of those stay behind forces of the core TF battalion. Based on
remaining personnel and equipment, the unit may continue normal operations with a reduced staff and
interim commander. If remaining resources preclude normal operations, the brigade commander may attach
the remnants to another battalion within the brigade (the core battalion of an ABTF is an AHB receiving
units and elements from the AHB, GSAB, and ASB). It is very likely one of the AHB’s companies will
remain behind to support brigade missions. Often the brigade is not only concerned with the formation,
training and deployment of the ABTF; it must also consider employment and support of the remaining
AHC.
4-59. The brigade provides support to the remnants of the core battalion that formed the ABTF. If not
reassigned to another fully capable battalion, remaining personnel must continue to have support, or be
given permission to access support, from other brigade or installation assets.
CONTRIBUTING BATTALIONS
4-63. The battalions and companies who contribute forces to the ABTF must also adjust to operating with
diminished forces, each of which is left with varied degrees of capability. The commander must adjust the
unit’s operations compensating for the altered force structure.
4-64. If the ABTF headquarters leaves a portion of its organization in the rear and those elements are not
capable of conducting normal operations, the aviation brigade commander may attach the remnants to one
of the contributing battalions. The contributing battalion may then be faced with supporting two completely
separate missions, and may be required to carry on normal operations at an AO or home station while
supervising the remnants of the ABTF.
AIRCRAFT OPERATIONS
4-66. Operational limitations for ABTF aircraft and units are similar to those when assigned to their parent
units. Examples of operational limitations include—
z Extreme environmental effects (temperature, altitude) reduce payloads and flight endurance.
z If used, auxiliary fuel tanks or Kevlar blankets limit allowable cargo load (ammunition loads,
personnel, and equipment).
z Use of seats in assault aircraft limits allowable cargo load but increase troop protection during a
crash sequence.
z Weather, in some cases, may preclude aviation operations (visibility, ice, high winds, and
excessive turbulence).
z Limited visibility from weather effects (fog, heavy rain, blowing snow) or battlefield
obscuration (smoke, dust) may limit sensor and optic capabilities, observation, target acquisition
(TA), engagement ranges, and speed of aircraft movement.
z Low ceilings affect target engagement options.
z Weather may require aviation deployments under IMC. OH-58 and AH-64 aircraft are not IMC
rated.
z Units have limited capability to secure unit AAs and concurrently conduct required operations
and aircraft maintenance. Mutual support can reduce the amount of dedicated security needed by
the ABTF.
z Crew endurance and aircraft maintenance requirements may impact aircraft availability.
z Terrain may limit the availability of adequate AAs, PZs, or LZs.
propelled grenade fire anywhere on the battlefield during conduct of air movement. Security provided by
attack reconnaissance aircraft may be essential for single- and dual-aircraft missions based on mission
analysis and theater SOP.
4-83. In support of stability operations, the ABTF may transport allied leaders and perform team
insertion/extraction. Aircraft may operate from remote base camps supporting patrolling forces and
reaction teams, as well as counter-drug efforts.
CASUALTY EVACUATION
4-91. For casualty rates exceeding the capabilities of aeromedical evacuation elements, assault and cargo
helicopters may be employed for CASEVAC. UH-60 and CH-47 aircraft can be employed using several
different configurations for CASEVAC operations. The number of casualties transported is dependent on
the type of casualty (ambulatory versus litter) and severity of injuries and wounds.
4-100. Heavy helicopter units are subject to operating limitations the commander must consider when
planning for cargo helicopter employment. These limitations include—
z Availability of adequate PZs and LZs due to terrain.
z A larger IR signature making cargo helicopters more vulnerable to IR missiles.
z Extensive fuel, maintenance, and parts support required for extended operations.
EMERGENCY RESUPPLY
4-101. Units conduct emergency resupply from logistics support areas forward to a unit in contact or a
unit having recently broken contact. This critical rapid resupply operation is often necessary for ground
forces to continue the attack. Consideration must be given to the friendly and enemy situation, AC2
measures established, friendly weapons control status, and call signs and frequencies of the receiving unit
before the mission can be executed. Time is essential during emergency class V resupply. Prior
coordination by the ABTF staff can result in anticipation of this mission and ultimately a quicker response
time.
AVIATION RESUPPLY
4-102. Heavy helicopters may also be used to move classes III and V supplies forward to establish jump
FARPs in support of ongoing aviation operations. CH-47s may be given missions to transport helicopter
ammunition forward from main FARPs or ammunition transfer points (ATPs) to sustain the rapid tempo of
attack reconnaissance helicopter operations.
FAT COW
4-103. The CH-47, equipped with improved ERFS located in the heavy bay, can operate up to four refuel
points. The system can be equipped with two 800-gallon fuel cells. The Fat Cow site configuration is
depicted in figure 4-11.
Figure 4-11. CH-47 Fat Cow forward arming and refueling point site
AIRCRAFT RECOVERY
4-104. Combat operations result in a greater demand for operational aircraft and a large increase in flying
hours. These increased requirements are further complicated by higher attrition and battle damage, which
create shortages of repair parts and replacement aircraft. To offset these shortages and maintain an
effective combat aviation force, the rapid recovery and repair of aircraft is essential. The CH-47 is the only
helicopter able to recover every aircraft in the U.S. Army inventory, including itself.
CASUALTY EVACUATION
4-105. If the casualty rate exceeds the capabilities of aeromedical evacuation elements, cargo helicopters
may be employed for CASEVAC. CH-47s can be employed using several different configurations for
CASEVAC operations.
z Seats folded. With seats folded up, the number of casualties transported is dependent upon the
type of casualty (ambulatory versus litter) and severity of injuries and wounds.
z Seats down. With seats folded down, the lifting capacity for patients is reduced to 30-seated
ambulatory casualties transported with an accompanying medic, while litter patients can be
placed on the floor as directed by the aircrew.
z Litter configuration. CH-47s can be equipped with a litter kit giving them the capacity to
transport 24 litter patients. In this litter configuration, the CH-47 seats are replaced with six tiers
of litters, four litters high. The CH-47 litter support kit consists of poles and supports only.
Medical assets supporting the unit must provide litters and tie-down straps.
This chapter describes sustainment (maintenance and logistics) doctrine with a focus
on the ASB, and how the battalion optimizes organizational effectiveness while
balancing sustainability, mobility, and survivability against requirements for rapid
strategic deployability. It also provides a general explanation of TTPs that can be
employed to exploit the ASB's range of logistics capabilities and ensure versatility
across the full range of potential requirements.
SECTION I – INTRODUCTION
5-1. Today’s OE significantly impacts Army
logistics. In a theater of operations with combat Contents
forces widely distributed and operating in
noncontiguous areas, support must be provided in Section I – Introduction................................. 5-1
innovative ways, leveraging new technologies and Section II – Logistics Fundamentals............ 5-6
ideas. Section III – Maintenance............................ 5-12
Section IV – Aviation Sustainment
5-2. Current OEs place mid-grade and junior Units.......................................................... 5-16
leaders in complex situations, with the potential of Section V – Standard Army Management
having international, informational, and political Information Systems Architecture.......... 5-27
ramifications. It is in these complex situations that
leaders must recognize and solve challenging tactical action issues.
OPERATIONS
5-3. The aviation brigade receives sustainment from various elements depending on the logistics
organizational structure at the brigade and division sustainment brigade. Brigade and battalion XOs are
responsible to their respective commanders for overwatching sustainment operations and inserting
themselves where appropriate to ensure success. S-4s identify logistics requirements for the maneuver plan
and provide them to the FSC, ASC, or coordinate with the ASB commander as appropriate.
COMMAND RESPONSIBILITY
5-4. The aviation brigade commander ensures sustainment is provided not only for his organic and
attached elements, but also for any elements OPCON to or supporting units. The brigade S-4 coordinates
logistics for the attachments and verifies who provides sustainment and how to request support for
attachments. When a unit is attached to the aviation brigade, the attachment should bring an appropriate
modular unit of logistics assets.
5-5. These assets are controlled by the unit they support. They can be attached to the ASB, the aviation
battalion’s FSC, or the aviation maintenance company in accordance with attachment instructions. The
attached unit leader must coordinate with the brigade S-1 and furnish him or her a copy of the unit battle
roster as well as provide the status of all key elements of equipment to the brigade S-4. Thereafter, the
attached unit submits reports and requests support according to the aviation brigade SOP.
MDMP Step
Inputs Actions Outputs
Receipt of mission and mission analysis
Higher HQ WARNO or Understand higher maneuver Initial WARNO upon mission
OPORD. plan. receipt.
Facts from higher, lower, & Conduct logistics staff estimate - Logistics portion of mission
adjacent logistics planners. organize & analyze facts. analysis brief (end state analysis,
Higher HQ LPB & staff LPB Identify specified/implied tasks. logistics effects development).
products. Determine & portray friendly & Draft logistics radar frequency
Enemy COA from S-2. threat INFOSYS capabilities & interferometers.
HVTs by phase or critical vulnerabilities. Recommend logistics tasks ROE
event. Translate status of logistics guidance.
Facts from logistics assets. assets into Logistics CCIR/EEFI inputs.
Cdr’s initial logistics guidance. capabilities/limitations. Initial logistics/force health
Staff estimates. Analyze effects of LPB on protection rehearsal guidance.
Constraints & ROE. sustainment. CDR approves initial logistics or
Develop draft desired logistics modifies.
effects. CDR gives other sustainment
Identify logistics related CCIR & guidance.
essential elements of friendly WARNO after mission analysis
information (EEFI). brief.
Identify logistics
constraints/restrictions.
Obtain CDR’s initial logistics
priorities.
COA development
See outputs from previous Determine logistics tasks for For each COA developed:
step. each COA. • Concept of support
Allocate logistics assets to
• ISR Plan
sustain.
Allocate logistics assets forces to • Logistics affects
each IO task. • IO execution timelines as
Identify requirements for they pertain to logistics.
additional resources.
Integrate sustainment triggers • Input to force protection
with maneuver COA. plan
Analyze relative logistics combat • Refined logistics tasks.
power.
Use battle calculus.
Assist S-2 in ISR plan
development to support logistics.
MDMP Step
Inputs Actions Outputs
Prepare logistics portion of
COA/sketch.
COA analysis & COA comparison
See outputs from previous Wargame the brigade COA & Final Drafts:
step. integrated logistics plans vs. Paragraph 4
enemy COAs. Logistics annex.
ID coordination requirements to
produce synchronization matrix.
Synchronize logistics effects.
Finalize logistics tasks.
Modify/refine inputs as required.
Refine & test logistics plans.
COA approval & orders production staff supervision
See outputs from previous Approval briefing. Commander: Selects, modifies or
step. Logistics plan briefed as part of approves COA.
each COA. Bde S-3: Issue WARNO as
Bde S-4 or ASB SPO presents required.
logistics analysis. Finalize logistics products.
Issue logistics plan & annexes with
OPORD.
Logistics planner’s backbrief.
Manage refinement.
Rehearsals.
5-11. LPB is a conscious effort to identify and assess those factors, which facilitate, inhibit, or deny
support to combat forces. Just as IPB is important to the conduct of actual combat operations, LPB is
equally important to sustaining the combat power of the force. Working together, leaders must synchronize
support actions with maneuver in a unified plan making logistics a factor in the success of a mission rather
than a cause of failure. In addition to METT-TC, LPB focuses on determining the status and impact of the
specific components that make up tactical logistics. It assesses how time and space requirements and
restrictions of the battlefield affect support.
5-12. The process requires tacticians to understand the data needed by logisticians for planning and
providing timely, effective support. It requires logisticians to understand the mission, tactical plan, and
battlefield's time and space implications for support.
5-13. It is a coordinated effort to prepare the battlefield logistically. The basic steps in systemizing the
process are—
z Determine battlefield data pertinent to support actions.
z Determine sources from which raw data can be derived.
z Gather pertinent data.
z Analyze collected data elements and translate them into decision information by assessing their
impact on the mission and competing COAs.
z Integrate decision information into tactical planning by incorporating it in logistics estimates and
brigade or battalion (as appropriate) plans and orders.
5-14. LPB products include the following:
z A logistics estimate.
z A visualization of the pending battle and logistics activity required by phase of operation.
z Anticipated logistics challenges and shortfalls, and their solutions.
z How, when, and where to position logistics units to best support the tactical commander’s plan.
z A synchronized tactical and logistics effort.
Logistics Estimate
5-15. A logistics estimate is an analysis of logistics factors affecting mission accomplishment. The key
concerns of logistics planners are the status of supply classes III, IV, and V; and the operational status of
critical generators of combat power such as infantry Soldiers, aircraft, tanks, BFTs, Stryker, and other units
that provide combat power. Logistics estimates at the combat battalion level are often not written, though at
the ASB and brigade written products include combat power charts, periodic updated briefings, or
commander’s updates. They are frequently formulated in terms that answer the following questions:
z What is the current and projected status of maintenance, supply, and transportation?
z How much of what supplies are needed to support the operation?
z How will it be transported to where it is needed?
z What external echelons above brigade (EAB) support is needed?
z Can the requirements be met using host nation or throughput from EAB or are other techniques
such as aerial resupply necessary?
z What are the shortfalls and negative impacts?
z What COAs can be supported?
Reconstitution
5-16. Reconstitution is a set of actions the commander plans and implements to restore his unit to a desired
level of combat readiness commensurate with mission requirements and availability of resources.
Reconstitution is a total process. Its major elements are assessment, reorganization, and regeneration.
Although not a logistics function, reconstitution is often logistics intensive, especially regeneration.
Reconstitution decisions rest with the commander. The commander, with his staff’s support, assesses unit
effectiveness (refer to FM 100-9). He or she does not base his reconstitution decisions solely on facts,
figures, and STATREPs from subordinate units. His assessment relies also, and probably more importantly,
on other factors. These include—
z Knowledge of his Soldiers.
z Condition and effectiveness of subordinate commanders and leaders.
z Previous, current, and anticipated situations and missions.
5-17. Planners must be prepared for mass casualties, mass destruction of equipment, and destruction or
loss of effectiveness of entire units. The aviation battalion or companies catastrophically depleted or
rendered ineffective are returned to combat effectiveness through this mission staging operation (MSO).
Reconstitution differs from sustaining operations and replenishment and sustainment operations in that it is
undertaken only when a unit is at an unacceptable level of combat readiness. Replenishment and
sustainment operations are routine actions to maintain combat readiness. Weapon system replacement
operations can be part of replenishment and sustainment operations.
Assessment
5-18. Assessment measures the unit's capability to perform a mission. Subordinate unit commanders assess
their units before, during, and after operations. If a commander determines his unit is no longer mission
capable even after reorganization, he or she notifies the aviation brigade commander. The aviation brigade
commander either changes the mission of the unit to match its degraded capability or removes it from
combat. Commanders can reconstitute their units by reorganization or regeneration to bring their units up
to the necessary readiness level for the next mission.
Reorganization
5-19. Reorganization is the action taken to shift resources within a degraded organization to increase its
combat power. Measures taken include cross-leveling equipment and personnel, matching operational
weapons systems with crews, or forming composite units. It can be conducted down to and including
company level. Depending upon the type of reorganization, the unit’s own assets or higher echelon
resources may be used.
5-20. Immediate battlefield reorganization is the quick and often temporary restoration of organizations
conducted during an operation; for example, reorganizing on the objective and implementing the
established succession of command is a quick method not requiring an MSO to achieve the desired results.
5-21. Deliberate reorganization is a permanent restructuring of the unit. It is the type of reorganization
considered during reconstitution planning. Deliberate reorganization is supported with higher echelon
resources (such as maintenance and transportation), and additional replacements and other resources may
be made available during a MSO. Deliberate reorganization must be approved by the parent-unit
commander one echelon higher than that reorganized. For example, the aviation battalion commander
cannot approve the deliberate reorganization of an attached company; however, the parent aviation
battalion commander or aviation brigade commander can.
Regeneration
5-22. Regeneration is incremental or whole-unit rebuilding through large-scale replacement of personnel,
equipment, and supplies; reestablishing or replacing essential C2; and conducting the necessary training for
the rebuilt unit. Regeneration is used when the unit has become combat ineffective.
5-23. The unit must be removed from combat to be regenerated during an MSO. The division or corps is
responsible for the regeneration of aviation battalions. Aviation brigade regeneration is a theater
responsibility. To regenerate a unit, the appropriate command must balance priorities for supplies,
equipment, or other logistics requirements to include medical, and task the appropriate support
organizations for needed support.
5-24. Aviation brigade regeneration could occur with redeployment back to its home station or an equally
suitable environment. This requirement places the brigade in a location to effectively receive requisite
resourcing (personnel and equipment) and a stable environment to retrain. A new aviation brigade is
deployed to assume its mission requirements in the AO.
reduction of large stockpiles has assisted the accuracy of reporting by the user and logistician within their
assigned STAMIS system.
5-35. This does not mean there are no on-hand supplies within the aviation brigade. For example, the unit
has limited combat spares (comprised of authorized stockage list [ASL] items, prescribed load list (PLL),
shop, and bench stock, as appropriate). Hence, once the request is submitted, it is expected to be satisfied
in a timely manner. Use of the BCS-3 provides accurate and timely COP for logistics actions.
5-36. This type of logistics system combines a COP for logistics actions and its capabilities with efficient,
yet effective delivery systems to form a seamless distribution pipeline. In essence, the supply pipeline
becomes part of the warehouse representing inventory in motion, thereby reducing, but not eliminating,
both organizational and materiel layering in forward areas.
5-37. Logisticians control the destination, speed, and volume of the distribution system. In-transit visibility
(ITV), total asset visibility (TAV), advanced materiel management, and advanced decision support system
technology provide logisticians with access and visibility over all items within the distribution pipeline.
This visibility allows them to redirect, cross-level, and mass logistics assets more effectively in support of
the commander's intent. Logisticians also maintain SU of the OE via the BCS-3, greatly facilitating
planning and execution.
5-38. The logistics system relies on reduced order to receipt time to produce efficiency, but is designed
with an overall intent to be effective in a combat environment. A goal of distribution-based logistics is
direct throughput from the theater’s sustainment brigade to the aviation brigade’s ASB or, as needed, to the
FSC or aviation maintenance company in the aviation battalion. Throughput distribution bypasses one or
more echelons in the supply system to minimize handling and speed delivery to forward units. Improved
materiel management systems allow supplies to be tailored, packaged into configured loads for specific
supported units. This is based on a specific time and location point of need, and synchronized through
distribution management channels based on the combat commander's mission and OPTEMPO.
5-39. Improved delivery platforms, such as the palletized load system and container roll in/roll out
platform are used to deliver materiel to support units. Using ITV/TAV, delivery is tracked and managed
from higher echelons to points as far forward as possible. Additional enablers include advanced satellite
based tracking systems, movement tracking systems (MTSs), and radio frequency identification. Radar
tracking station tags provide detailed distribution platform interrogation of items/material/stocks that, in
turn, provide detailed asset visibility to the distribution system managers and forward units. This tracking
much improves the materiel management system. BCS-3 greatly assists in this process.
5-40. Lastly, a secure intermediate staging base located in close proximity to the area of responsibility may
be required to conduct rapid resupply when needed. All these aforementioned methodologies allow
modular logistics units to focus on their supported units while conducting security operations.
LOGISTICS CHARACTERISTICS
5-47. The Army has developed basic logistics fundamentals for supporting military operations. How well
the combat commander emphasizes accurate and timely reporting and incorporates logistics leaders into the
planning and preparing process impacts success or failure. The following paragraphs discuss logistics
characteristics and methods of resupply. The commander on the ground must always plan and prepare for
mission execution based on his own mission analysis.
5-48. The combat commander succeeds or fails by how well the logistics operators on the battlefield
understand and adhere to the logistics characteristics as discussed in FM 4-0. The logistics characteristics
are—
z Responsiveness.
z Simplicity.
z Flexibility.
z Attainability.
z Sustainability.
z Survivability.
z Economy.
z Integration.
PULSED LOGISTICS
5-49. Support that does not come in a continuous stream but arrives in distinct packages is called pulsed
logistics. Pulsed LOGPACs include the support units, as well as engineers, air and missile defense, and
combat units for security—a combined arms approach for logistics support. Pulsed logistics assist combat
commanders in maintaining a high degree of combat power, while at the same time reducing the
requirement on logistics units or their supported units to secure line of communications (LOC) at all times
and in all places within the OE.
5-50. Pulse operations are used where division and corps operations allow for cycling of maneuver BCTs
to temporary bases in which the brigade rests, refits, and receives large quantities of supplies. Hence, pulse
operations are used so maneuver units pulse in and out of contact to be replenished and returned to the
fight, or readied for another mission. Pulsed logistics are especially important when sustaining combat
units widely distributed over a noncontiguous battlefield or a battlefield with LOCs that can only be
secured temporarily.
METHODS OF DISTRIBUTION
5-51. Units use voice and digital means to request resupply and report status. The method used is
determined after an analysis of the factors of METT-TC. The three distribution methods or resupply are—
z Supply point distribution. Supply point distribution requires unit representatives to move to a
supply point to pick up supplies using their organic transportation.
z Unit distribution. Unit distribution provides delivery of supplies directly to the unit. A unit
representative meets the resupply package at the logistics resupply point and guides the package
to the unit’s position. The ASB may use logistics convoys to conduct unit distribution
operations.
z Throughput distribution. Shipments bypass one or more echelons in the supply chain and
speed delivery forward. Throughput is more responsive to the user, provides more efficient use
of transportation assets, and supplies are handled or transloaded less. Throughput to forward
areas leverages configured loads, containerization, information, force structure design,
technological enablers, and C2 relationships to deliver sustainment from the operational level
directly to the customer or its supporting unit. Throughput is used frequently to resupply FARP
operations.
SUPPLY OPERATIONS
5-52. Supply operations involve acquisition, management, receipt, storage, and issue of all classes of
supply except class VIII. FM 3-04.500, FM 4-0, joint publication (JP) 4-0, JP 4-03, and FM 10-1 give
more details on supply operations.
Class I (Subsistence)
5-53. The class I supply system during the initial phase of an operation pushes rations. Personnel strength,
unit location, type of operations, and feeding capabilities determine the quantities and types of rations
pushed forward. As the battlefield stabilizes, the supply system converts to a pull system. Rations are
throughput as far forward as possible.
5-54. The brigade S-4 generates ration replenishment requests for basic loads and monitors operational
ration requests. Requests are based on personnel strength. Class I ration requests are consolidated by the
battalion S-4 sections and forwarded to the aviation brigade S-4 or appropriate support area if operating
independently. Extra rations usually are not available at distribution points; therefore, ration requests must
accurately reflect personnel present for duty, including attached personnel. The brigade S-4 section draws
rations from the distribution point and issues them to subordinate units.
5-59. Class III bulk for the aviation brigade is delivered by sustainment brigade assets. The sustainment
brigade can store a one-day supply of class III bulk. The fuel is stored and distributed from collapsible
bladders or 5,000-gallon tanker trailers. Class III bulk normally is delivered to the ASB, and routinely
delivered by the sustainment brigade as far forward as the aviation BSA. However, it may be delivered as
far forward as FARPs in certain situations.
Basic Load
5-64. Basic load is the quantity of ammunition authorized by the theater commander for wartime purposes
and required to be carried into combat by a unit. The basic load provides the unit with enough ammunition
to sustain itself in combat until the unit can be resupplied. The unit basic load (UBL) may not be the
appropriate load to conduct operations based upon contingencies. Any deviation from the UBL is requested
early for approval and resourcing.
Combat Load
5-65. Combat load is the quantity of supplies such as fuel or ammunition carried by the combat system or
Solider into combat.
contain items such as disposable razors, toothbrushes, toothpaste, and other personal care items. Defense
Logistics Agency Regulation 4145.36 contains additional information on these packages.
PRINCIPLES
5-71. Maintenance is a combat multiplier. When enemy forces have relative parity in numbers and quality
of equipment, the force that combines skillful use of equipment with an effective maintenance system has a
decisive advantage. Such a force has an initial advantage in that it enters battle with equipment likely to
remain operational longer. A subsequent advantage is it can repair damaged equipment, make it
operational, and return it to the battle faster.
5-72. The maintenance system is organized around forward support. All damaged or malfunctioning
equipment should be repaired onsite or as close to the site as possible.
Field Maintenance
5-74. Field maintenance is performed by aviation brigade personnel. Aviation battalions perform
maintenance within their capability both in the flight companies and within their internal aviation
maintenance companies. They are limited by sets, kits, outfits, and tools to keep them responsive and
flexible, thus making them more agile. Battalions are authorized to perform unit maintenance detailed in
the technical manuals (TMs) in accordance with AR 750-1. The ASC contained within the ASB is
equipped with enhanced sets, kits, outfits, and tools to perform intermediate maintenance detailed in
aircraft TMs. The ASC is authorized to perform intermediate maintenance in accordance with AR 750-1.
Sustainment Maintenance
5-75. Sustainment maintenance is performed within field repair activities, Army Depot, Aviation
Classification and Repair Depot and original equipment manufactures either by contracted representatives
or within their factories. On a case by case basis, the aviation brigade may obtain authorization via the
assigned Aviation and Missile Command logistics assistance representative to affect repairs classified as
depot in accordance with aircraft TMs. Army depots are often positioned at fixed bases within the CONUS.
A graphic depiction of two-level maintenance, which also illustrates the relationship of field to sustainment
maintenance, is shown in figure 5-2.
FIELD MAINTENANCE
5-78. Field maintenance units are tailored to the weapons systems of the supported unit and provide
maintenance with a multi-capable mechanic. They provide extensive maintenance expertise and component
replacement and limited component repair. This level of maintenance is normally found in the HSC of the
ASB and FSC of the aviation battalion.
SUSTAINMENT MAINTENANCE
5-79. Sustainment maintenance is characterized by extensive component repair capability. It repairs
damaged systems for issue through the supply system as classes II, VII, or IX items. This level of
maintenance is normally found at theater or depot level.
Recovery Principles
5-81. When the unit recovers its equipment but lacks the physical means to recover an item, it requests
assistance from the supporting maintenance element. Management of recovery operations is centralized at
the battalion whenever possible.
5-82. Maintenance personnel repair equipment as far forward as possible within the limits of the tactical
situation, amount of damage, and available resources. Recovery vehicles return equipment no further to the
rear than necessary, usually to the maintenance collection point of the supporting maintenance unit.
5-83. Recovery missions that might interfere with combat operations, or compromise security, are
coordinated with the tactical commander.
SCHEDULED MAINTENANCE
5-86. Commanders avoid situations that cause an excessive number of aircraft to require scheduled
maintenance at the same time, or they avoid situations in which scheduled maintenance must be overflown.
All imminent scheduled maintenance should be accomplished before deployment or initiation of surge
operations. Refer to FM 3-04.500 for further information concerning scheduled maintenance flow.
UNSCHEDULED MAINTENANCE
5-88. Unscheduled maintenance or repair is generated by premature or unexpected malfunction, improper
operation, or battlefield damage. Units must be doctrinally and organizationally prepared to apply
responsive corrective action on an as-needed basis. Maintenance support teams (MSTs) must be identified
prior to missions and assigned to scheduled shifts to quickly react to unscheduled maintenance
requirements, ensuring aircraft availability for follow-on missions.
ACCIDENT CAUSES
5-92. An accident in the shop, FARP, or air is seldom caused by a single factor such as human error or
materiel failure. Accidents are more likely to result from a series of contributing incidents. The following
areas require constant command attention to prevent aviation accidents:
z Human factors.
z Training, education, and promotion.
z Equipment design, adequacy, and supply.
z Normal and emergency procedures.
z Maintenance operations.
z Work Environment.
5-93. More complex aircraft have higher maintenance-related mishap rates. Commanders and maintenance
supervisors must ensure their personnel learn from maintenance errors generated in their own units.
Flightfax and other publications provide additional examples and information. All personnel must strictly
adhere to published maintenance procedures and apply CRM at all levels of operations.
SAFETY REGULATIONS
5-94. AR 385-10 regulates overall safety. AR 385-10 regulates the Army aviation accident prevention
program. Department of the Army pamphlet (DA Pam) 385-40 and AR 385-10 cover accident
investigation and reporting.
RESPONSIBILITIES
5-95. The quality assurance (QA) section has primary responsibility of safety for all maintenance work
performed on aircraft or their components. However, everyone in the unit has responsibilities in the unit's
maintenance safety and aviation accident prevention programs. General responsibilities for key personnel
are outlined in the following paragraphs. Appendix D contains additional information.
Unit Commander
5-96. Commanders ensure all unit activities are conducted according to established safety rules and
regulations. These regulations include AR 385-10, DA Pam 385-40, FM 5-19 and local directives.
Commanders also determine the cause of accidents and ensure corrections are made to prevent recurrence.
When deviation from an established safety rule is desired, commanders obtain permission from the
appropriate higher commander.
Leaders
5-97. Effective supervision is key to accident prevention. Supervisors must apply all established accident
prevention measures in daily operations. They should frequently brief subordinates on safety procedures,
get suggestions for improving safety practices, and announce any new safety procedures. Recommended
agenda items are listed below.
z Overall job and expected results.
z The how, why, and when of the job, and any ideas from the group on ways to improve methods
and procedures.
z Part each person contributes.
z Existing and anticipated hazards and action needed to resolve these problems.
z The need for prompt, accurate reporting of all injuries, accidents, or near accidents.
z Basic first aid procedures, training, and readiness.
z The need to search constantly for, detect, and correct unsafe practices and conditions to prevent
accidents and injuries.
Individuals
5-98. All personnel must be aware of the safety rules established for their individual and collective
protection. Each person must read and follow unit SOPs, instructions, checklists, and other safety-related
information. They must report safety voids, hazards, and unsafe or incomplete procedures. Each Soldier
must follow through until the problem is corrected.
FLIGHT COMPANY
5-99. Crew chiefs perform aircraft launch and recovery operations, and maintain aircraft logbooks in
accordance within Army guidance and unit SOPs. They perform both scheduled and unscheduled unit
maintenance to include replacement of major subsystem components, maintenance operational checks, and
main and tail rotor vibration analysis. The battalion flight companies receive backup support from the
aviation maintenance company to perform both scheduled and unscheduled maintenance. Refer to FM 3-
04.500 for additional information.
purpose of the aviation maintenance company is to repair and maintain aircraft. The company is organized
to provide quick, responsive, real-time internal maintenance support and repair within its capability.
5-101. The aviation maintenance company troubleshoots airframe and component malfunctions and
performs maintenance and repair actions requiring less than 2 days to complete. The aviation maintenance
company is authorized to perform maintenance at the unit level in accordance with the maintenance
allocation chart (MAC). It conducts BDAR and DART within its capability. During operations, most
aviation platoons or companies are in the forward portion of the support area.
5-102. The aviation maintenance company provides mobile, responsive support through MSTs used to
repair aircraft onsite or prepare them for evacuation. The aviation maintenance company commander and
production control officer coordinate and schedule maintenance at forward locations of the battalion.
Members of the forward element must be able to diagnose aircraft damage or serviceability rapidly and
accurately. MSTs follow these principles:
z Teams may be used for aircraft, component, avionics, or armament repair.
z When time and situation allow, teams repair on site rather than evacuate aircraft.
z Teams must be 100 percent mobile and transported by the fastest means available (normally by
helicopter).
z Teams sent forward must be oriented and equipped for special tasks.
5-103. In some situations, normal maintenance procedures must be expedited to meet operational
objectives. In such cases, the unit commander may authorize use of aircraft combat maintenance and
BDAR procedures. Aircraft combat maintenance and BDAR is an aviation maintenance company
responsibility with backup from supporting ASB units. The concept uses specialized assessment criteria,
repair kits, and trained personnel to return damaged aircraft to the battle as soon as possible. Often, these
repairs are only temporary. Permanent repairs may be required when the tactical situation permits. This
method is used to meet operational needs. It is not used when the situation allows application of standard
methods.
HEADQUARTERS PLATOON
5-104. The headquarters platoon is comprised of four sections—headquarters; production control; QA;
and technical supply. This platoon provides internal management, quality of repairs, and logistics support
within the battalion. The technical supply section operates logistics STAMIS, requisitions class IX (A)
spares and manages the battalion PLL. Oversight is provided by the battalion aviation material officer
assigned to the S-4.
armament, powerplant/powertrain, hydraulics, pneumatics, and sheet metal repair assets. The CRP
diagnoses airframe and component malfunctions and performs maintenance, repair actions, and removes
and installs LRUs within its capabilities.
5-107. The shops section contains an armament/avionics/electrical repair team. The armament team is
responsible for troubleshooting and repairing armament systems, subsystems, and components. Personnel
assigned to the armament systems repair team conduct preventive maintenance and conduct testing and
troubleshooting of aircraft weapons systems and subsystems. These personnel also perform cleaning,
servicing, and ammunition loading and unloading of weapons systems to include configuration changes.
The armament team is responsible for repairing and replacing weapons platforms components in
accordance with applicable publications.
5-108. The CRP systems repair section performs preventive maintenance of aircraft components and
structures that require specialized technical skills. In addition, maintainers assigned to this section perform
scheduled and unscheduled maintenance, troubleshoot faulty components, remove and replace aircraft
components, perform BDAR procedures and manage assigned sets, kits, and outfits at the platoon level,
and provide mission support to flight companies.
MISSION
5-110. The ASB distributes supply classes I, II, III, IV, V, VIII, and IX. It performs field maintenance
and recovery (air and ground), and possesses the HSS assets to conduct force health protection Level I
enhanced for the aviation brigade. The ASB carries logistics stocks that exceed the organic carrying
capability of the aviation brigade battalions that are generally one DOS for most classes of supply except
classes III (B) and IV where it is one combat load for the brigade. FSCs have the same type of carrying
capacity relative to the support of their battalion. The ASB plans and coordinates for the aviation brigade’s
logistics requirements in coordination with the brigade S-4 during the brigade’s MDMP. The ASB
executes replenishment operations for the FSCs and aviation maintenance companies in concert with the
OPLAN developed by the brigade. The ASB is the parent battalion headquarters for the NSC in support of
brigade headquarters.
TASKS
5-111. ASB tasks are—
z Conduct field maintenance, both ground and air, to include UAS and recovery operations.
z Provide signal and network support for the aviation brigade headquarters to enable C2 of
subordinate battalions and the aviation brigade or ABTF.
z Provide logistics for ground, air, missile, and above ground support equipment systems.
z Monitor and update the current situation such as developing logistics and tactical COPs.
z Plan, synchronize, manage, and execute sustainment operations at brigade level within the
aviation commander’s battle rhythm.
z Plan, establish, maintain, and synchronize distribution management operations within the
aviation brigade; link back with the division for coordination of requirements and
synchronization of flow.
z Determine and anticipate logistics requirements for maneuver operations.
z Provide Level I enhanced medical support plus emergency resuscitative surgery. Plan,
coordinate, and provide emergency medical treatment and advanced trauma management for
wounded and disease and nonbattle injury patients and sick call services.
z Provide mass casualty management to include triage, treatment, and evacuation.
z Integrate mission tailored logistics augmentation to support the concept of maneuver as
required.
LIMITATIONS
5-112. The ASB is not designed to provide the following logistics functions:
z Medical support is limited to an enhanced Level I medical platoon.
z Field services.
z Mortuary affairs (planning only). No collection, processing and evacuation without
augmentation.
z Laundry and bath is not organic at this level. Support is provided by the sustainment brigade.
z Limited financial management.
z Limited class VIII/IX storage capability.
z Limited capability to reconfigure load. Ammunition from EAB must be in strategic or
operational configured loads.
z No fire fighting capability.
z Explosive ordnance disposal is provided by the maneuver enhancement brigade.
z Human resources other than its own unit S-1 human resource operations. Relies on the
sustainment brigade to provide additional critical wartime personnel support.
z Legal support is limited to the assigned BOLT; augmentation to support all Judge Advocate
General functions are required.
z There is no built-in ground maintenance back-up support to the maneuver units; however, the
ASB commander can provide support when capacity is available.
z No optical fabrication and blood product management support.
z No organic aeromedical evacuation support. Aeromedical evacuation support is organic to the
aviation brigade.
Support Company
5-115. The support company provides ground maintenance, medical, supply, and food service support to
units organic and attached to the ASB.
5-116. The maintenance platoon is responsible for field level maintenance for all of the ASB’s organic
ground equipment.
5-117. The medical platoon provides Level I enhanced medical care. The platoon includes a flight
surgeon, physician’s assistant, health care NCOs, and health care specialists. The platoon is organized into
headquarters, treatment, and evacuation sections. Additionally, the platoon has four ambulances. The
brigade HHC and flight battalions retain their organic flight surgeons and medics in their organic medical
treatment team. The medical platoon provides the following capabilities for the ASB:
z Emergency medical treatment and acute trauma management for wounded and disease and
nonbattle injury patients.
z Sick call services.
z Ground ambulance evacuation from supported units.
z Mass casualty triage and management.
z Limited patient decontamination.
DISTRIBUTION COMPANY
5-118. The distribution company provides the aviation brigade a single source for all supply (less class
VIII) and transportation operations. The distribution company includes a fuel and water platoon, supply
platoon, and transportation platoon.
5-119. The fuel and water platoon has the capability to store and distribute 105,000 gallons (one DOS) of
fuel for the brigade using three load-handling system modular fuel farms. Additionally, the platoon has the
capability to set up and run multiple refuel points for brigade aircraft. The fuel and water platoon also has
the capability to purify 30,000 gallons of water daily and can store 18,000 gallons of water. The platoon
has an organic quartermaster petroleum QA team assigned to provide QA testing for bulk aviation fuel.
The team performs quality evaluation and provides technical assistance for handling, storing, sampling,
and identifying petroleum products and their containers for the aviation brigade.
5-120. The supply platoon has an SSA and ammunition transfer and holding point section. This platoon
provides classes II, III (P), IV, V, VI, VII and IX DS to the brigade. The supply platoon receives, stores
(limited), and issues classes II, III (P), IV, and IX. It also receives and distributes classes I and VI under the
distribution based doctrine of pushing supplies to the FSCs and aviation maintenance companies, and
receives and issues class VII as required. The platoon also maintains the classes II, III (P), IV and IX ASL
for the brigade. The ATHP section supports the brigade with class IV and operates the brigade ATHP.
5-121. The transportation platoon’s purpose is to add organic transportation and distribution capability to
the brigade and increase mobility of the ASB. The transportation platoon also has the ability to transport
classes V and IX to the supported FSCs and ASCs.
Headquarters Platoon
5-124. The headquarters platoon contains the production control and QA sections and technical supply
section. This platoon provides internal management of repairs, and quality of repairs and logistics support
within the battalion. The tech supply section operates logistics STAMIS, requisitions class IX (A) spares
and manages the battalion PLL. Oversight is provided by the battalion aviation material officer assigned to
the S-4.
Commander
5-133. The ASB commander is the senior logistician for the brigade. He or she manages logistics through
use of an array of digital information systems and a technologically competent battle staff capable of
capitalizing on all other technological innovations. The ASB commander directs all units organic or
attached to the battalion in support of the brigade’s mission. He or she also has control of all elements in
the aviation BSA for security and terrain management. He or she provides subordinate elements with clear
missions, taskings, and a statement of his intent.
5-134. The battalion commander provides aviation maintenance and distribution management at the
brigade level and maintains SU of the logistics assets required to support the brigade’s responsibilities. The
ASB commander’s responsibilities include leadership, discipline, tactical employment, training,
administration, personnel management, supply, maintenance, communications, and logistics activities of
the battalion. The ASB commander’s duties include—
z Establishing his CCIR and EEFI.
z Understanding capabilities and limitations of the battalion's personnel and equipment in
performing the logistics mission to include security operations as well as those of logistics
elements attached to him or her.
z Developing and providing a LCOP in meaningful terms for the brigade commander and his
staff.
z Staying personally involved in and apprised of replenishment operations and the tactical
situation throughout the brigade AO and BSA OE.
z Being proficient in the tactical employment of the battalion and its assigned and attached
logistics elements.
z Establishing an effective perimeter defense plan for all assets within the BSA fully coordinated
with the brigade S-3. Personally ensure establishment of the plan by subordinate
commanders/leaders with on-site inspections.
z Developing fully coordinated, effective combat convoy movement plans with the brigade
commander and his staff for execution if necessary with combined arms forces.
z Understanding the full capabilities of the tactical and logistics radio and data transmission
capabilities available to the commander and his staff.
z Maintaining contact with higher, lower, and adjacent supported and supporting units. A liaison
should be used if that is the best solution.
z Ensuring connectivity of STAMIS and FBCB2 with the brigade and supporting units.
z Knowing the responsibilities and capabilities of higher, lower, and supporting units and
knowing the support required and what support each level or type of organization can provide.
z Using effective oral communications and writing clear directives and orders. For example—
Providing commander's intent and mission guidance.
Reviewing battle staff estimates of the tactical and logistics situation, their COA analysis,
and then recommending the COA that best supports the brigade mission by sustaining the
fighting capability of the brigade.
Stating his estimate of the situation and announcing his decision.
z Being familiar with the law of land warfare with respect to civilians, civil affairs, and CMO.
z Ensuring there is a well-known and rehearsed plan of command succession.
5-137. At the ASB level, commanders lead more indirectly through their subordinates. Commanders may
want to have personal contact with or intervene to make decisions at the location or with the command
executing the decisive operation. Similarly, when commanders lose sight of the situation, they need to
reestablish a COP to achieve clear SU.
Support Operations Section
5-138. This section, under direction of the SPO, provides centralized, integrated, and automated C2 and
planning for all distribution management operations within the battalion. It coordinates with logistics
leaders, staff planners, and medical personnel in the fields of supply, maintenance, force health protection,
mortuary affairs, and movement management for the support of all units assigned or attached in the brigade
area. Its primary concern is supported units and increasing the responsiveness of support provided by
subordinate units. It continually monitors support and advises the battalion commander on the ability to
support future TACOPS. With the GCCS-A, BCS-3, FBCB2, and MTS, the support operations section has
access to and receives information in near real time. Therefore, the support operations section possesses the
capability to view the LCOP and combat power in the maneuver units allowing quick identification of
problems to allocate resources more efficiently. The BCS-3 gives support operations the visibility of the
logistics status from the ASB back to the sustainment brigade and potentially throughout the world
depending on the level of detail required.
5-139. The support operations section serves as the point of contact (POC) for supported units. It directs
problems to appropriate technical experts within subordinate branches. The duties of the support operations
section include the following:
z Conducts continuous brigade focused LBP.
z Plans and coordinates for aerial resupply and plans for LZs in the vicinity of the BSA.
z Develops the logistics synchronization matrix.
z Submits logistics forecasts to the division sustainment brigade.
z Manages all flatracks throughput to and retrograding from the BSA.
z Coordinates and provides technical supervision for the ASB’s sustainment mission, which
includes supply activities, maintenance support, force health protection, and coordination of
transportation assets.
z Identifies tentative force structure and size to be supported.
z Coordinates preparation of the support operations estimate on external support.
z Provides support posture and planning recommendations to the ASB commander.
z Sets up and supervises the logistics operations center located in the ASB CP.
z Coordinates with brigade S-3 air routes for supply and aeromedical evacuation support.
z Provides centralized coordination for units providing support to the brigade.
z Analyzes the impact of BCS-3 reports.
z Advises the battalion commander on the status of logistics support.
z Coordinates logistics support for units passing through the brigade’s area. Works with ASB S-3,
aviation brigade S-3, as appropriate, for terrain management and movement across other unit’s
AO.
z Analyzes contingency mission support requirements.
z Revises customer lists (as required by changing requirements, workloads, and priorities) for
support of TACOPS.
z Coordinates external logistics provided by subordinate units.
z Advises the battalion commander on supportability of ASB support missions and of shortfalls
impacting mission accomplishment.
z Serves as the single point of coordination for supported units to resolve logistics support
problems.
z Plans and coordinates contingency support.
z Develops supply, service, maintenance, and transportation policies including logistics
synchronization and maintenance meetings.
5-140. The SPO performs functions as the BCS-3 manager. The SPO must work in conjunction with the
S-2/S-3, S-4, and S-6 to establish and manage the BCS-3 network and database. The SPO must maintain
supply point and maintenance data entered into the system.
Maintenance Cell
5-144. The support operations maintenance officer (MO) plans and recommends the allocation of
resources in coordination with the supported unit’s chain of command, including coordination of
maintenance company operations. The support operations MO also forecasts and monitors the workload for
all equipment by type. The MO and maintenance NCO use standard Army maintenance system-level 2
(SAMS-2) to collect and process maintenance operations data and assist in the management of maintenance
operations. SAMS-2 processes maintenance information required to control workload, manpower, and
supplies. The SAMS-2 capabilities are designed to assist in both maintenance and readiness management.
5-145. The aviation battalions transmit logistics SITREPs electronically to the brigade S-4 and ASB SPO.
This allows support operations to identify problems quickly and allocate resources more efficiently.
FBCB2 also provides map graphics that portray unit locations, grid coordinates, and terrain features so
support operations can track maintenance on the battlefield.
5-146. The support operations maintenance cell develops plans and policies for repairable exchange and
class IX operations. It monitors shop production and job STATREPs in the field maintenance company and
FSCs. It also monitors and reviews combat spares and coordinates critical parts status with the sustainment
brigade. For unserviceable items, the standard Army retail supply system box in the distribution company
generates disposition instructions based on commander’s guidance. Instructions include evacuation,
controlled exchange, and controlled exchange policies. With the brigade S-4, the support operations
maintenance cell reviews backlogs on critical weapon systems. For any additional support requirements,
the ASB support operations section coordinates through the division materiel management branch.
5-155. Key support elements from the ASB are designated to evacuate the BSA to allow minimum
support to the maneuver brigade should the enemy confront the BSA in sufficient strength to impact upon
the ability to defend the BSA. The ASB should develop a displacement plan to support this requirement.
However, all units must be able to defend against Level I activities (sniper, agents, saboteurs, or terrorist
activities). They should be able to impede Level II attacks until assistance arrives. ASB units must defend
themselves against attempts to disrupt their operations. They must be able to minimize destruction and
reinforce their units. ASB units must also be able to gain time until response forces arrive.
5-156. If an enemy incursion exceeds the capability of response forces, TCFs must be committed to
neutralize the threat. Assistance may come from a military police unit as a response force or TCF under
control of the ASB commander. No logistics unit can sustain a defense against a determined Level II or III
attack, but it should plan and train to protect itself until a TCF arrives to repel the enemy attack with
assistance from the BSA. The ASB must be able to synchronize self-defense with BSA assets, military
police, attached/OPCON maneuver units and the TCF when it arrives.
5-157. When the ASB commander plans in coordination with the aviation brigade S-3 for defense of the
ASB’s AO, he or she needs to have complete knowledge of—
z The elements in his sector of responsibility.
z The assets each unit has that allow it to defend itself.
z If the elements needed to defend against a large enemy threat are available.
5-158. Most supporting units (signal, engineer, and logistics) in the ASB’s AO are located in the BSA.
Sometimes due to METT-TC, many small elements form BPs with the entire group of BPs making up a
BSA, which in itself is perimeter defense.
5-159. Commanders at all levels must consider, at some point, the time and effort used by sustainers to
defend logistics locations degrades their ability to perform the support mission. There needs to be a
dialogue between the aviation brigade commander and ASB commander regarding the ability of the BSA
to conduct sustainment operations and its force protection requirements. There is a continuum of balancing
requirements as the risk of enemy threat increases the amount of sustainment operations to be conducted
decreases. The brigade commander and ASB commander must have this discussion as to what is a
reasonable amount of risk to accept and then plan accordingly with as much risk mitigation as possible.
z Enable monitoring of equipment not mission capable status, and control and coordinate
maintenance actions and repair parts usage to maximize equipment availability.
z Receive and process maintenance data to meet information requirements of the manager and
fulfill reporting requirements to customers, higher SAMS-2 sites, and the wholesale
maintenance level. Data can be accessed instantly to enable management control, coordination,
reports, analysis, and review.
z Provide maintenance and management information to each level of command from the user to
the wholesale and DA levels.
SECTION I – INTRODUCTION
A-1. The fundamental posture of the Army is power projection. For the Army to fulfill its role, it must be
capable of rapidly deploying trained and ready force packages to any potential theater of operations and be
able to achieve the military objectives set by the appropriate command.
A-2. Aviation units are among the first deployable package units and set conditions for follow-on forces.
Aviation’s unique ability to provide reconnaissance, security, CCA, ISR, C2 support, aeromedical
evacuation, and sustainment support allows the sequencing of forces to accomplish the commander’s intent
by placing critical capabilities required in the AO first, and increasing the force tailorable package over
time.
A-3. Aviation units publish detailed SOPs, conduct training, and develop plans to support deployment,
RSOI, and redeployment. SOPs describe important preparatory activities such as personnel recall and
preparation of aircraft, vehicles, and equipment for overseas shipment. In addition to conducting training in
tasks related to post-deployment operations, aviation units also conduct training in tasks associated with
deployment operations. Training occurs before and after aviation units are alerted for deployment.
Likewise, planning for deployment and contingency operations begins prior to deployment notification.
After notification for deployment, aviation units refine existing plans to account for new operational
considerations not addressed in the original contingency plan.
A-6. ARFORGEN is a mix of force packaging and pools. The force packages provide mission focus for
the development of METLs and focuses resource priorities across the force. Force pools (reset/train, ready,
and available) are a management process by which the Army is able to provide flexible options for
contingency planning and decisionmaking.
A-7. The ARFORGEN training and readiness strategy focuses on output, providing the requisite number
of ready units required by the combatant commander. It is a progressive, gated, manning, equipping, and
training strategy permitting commanders to constantly train to the highest level possible. It is driven by the
force package mission, mission assumption dates, and METL. The strategy is designed to move units as
quickly as possible through gates in order to develop operational depth and meet operational requirements.
Training resources are prioritized from those nearest the fight to those farthest away. Commanders are not
limited to floor or phase capability levels and may progress quickly to the highest capability levels
achievable.
FORCE PACKAGES
A-8. ARFORGEN is a mix of three force packages—deployment expeditionary force (DEF), contingency
expeditionary force (CEF), and ready expeditionary force (REF).
Note. RC units in a DEF are sourced against a future requirement, have been mobilized, or are
currently mobilized.
FORCE POOLS
A-12. ARFORGEN provides a continuous output of capable forces focused on sourced operational
requirements. It is the basis for allocation of resources to ensure forces are prepared to defend the
homeland, focus on critical regions, swiftly defeat the opposition, and win decisively. Forces move in a
cyclical progressive manner through the force pools progressing in capability to the available force.
Generally, forces in reset/train concentrate on reconstitution and achieving organizational capabilities. The
ready force contains units conducting mission preparation and higher level collective training and provides
strategic depth to sustain on-going operations or meet unanticipated threats. The available force provides
initial response regular Army and RC forces.
A-13. All units projected from CONUS are rotational force pool units and move through the three force
pools discussed below to progress from reset/train, ready force to the available force based on sourced
mission requirements which assign them to expeditionary force packages. Units are equipped at MTOE
level to achieve capability and meet projected Army force requirements. Once sourced to a specific
mission, equipment types and level are tailored to meet operational requirements.
RESET/TRAIN FORCE
A-14. A reset/train force includes units that redeploy from long term operations, are experiencing
significant reorganization, or are unable to sustain ready or available force floor capability levels. The
reset/train force begins upon either a unit’s return from deployment or completion of 1 year in the available
force. Units immediately begin reconstitution activities to bring equipment and personnel levels up to
prescribed reset/train-day levels. Reset/train-day is a coordinated approved date, codified in an order and is
the beginning of the unit’s operational readiness cycle. DEF units perform theater focused training
beginning on reset/train-day. CEF/REF units focus training on their core organizational mission.
A-15. Reset/train events and activities normally begin with a change of command, unit reconstitution to
authorized unit strength levels, and conduct new/displaced equipment fielding and training. Units develop
individual and crew gunnery, as required, and work toward staff proficiency based on core mission
essential tasks. During the reset/train phase, the aviation brigade may be required to provide a platoon or
company to a BCT for training and integration. Commanders move their units as quickly as possible into
the ready force pool by attaining required capability levels. The gated event for progression to the Ready
Phase is battalion level proficiency certified by a CTC, FTX, battalion level EXEVAL or equivalent.
READY FORCE
A-16. The ready force pool consists of ARFOR capable of performing at floor unit capability levels,
conducting mission preparation, and executing higher level collective training with other horizontal and
vertical operational headquarters. These units focus their training on their “ready for what” sourced METL.
RC forces in the ready force pool may be alerted, mobilized, and required to conduct post mobilization
training for sourced operational missions. All units focus training on assigned DEF, CEF, or REF missions.
A-17. Ready force pool training focuses on assembling the aviation brigade package to sustain staff
proficiency and attain ABTF level maneuver proficiency. During this phase the aviation brigade may
execute a linked ATX within the higher headquarters mission readiness exercise or be validated by live
participation in the mission readiness exercise. Headquarters and organic subordinate units participate in
battle command training programs, combat training centers (CTCs), and joint exercises as required.
Deploying units conduct theater specific mission focused training and participate in the mission readiness
exercise. Additionally, the aviation brigade may provide subordinate units or ABTFs to support BCT CTC
events. Regardless of whether a unit is designated DEF, CEF, or REF, they train to achieve proficiency on
the respective theater or OPLAN mission(s). The aviation brigade is ready to move into the available force
pool upon successful completion of support brigade warfighter exercise phase II embedded in MRX,
BCTP, or standalone BCTP supported ATX. (ATX may be used as a separate gated event prior to MRX).
AVAILABLE FORCE
A-18. These units are capable of conducting theater specific or full spectrum operations. All regular Army
and RC units begin a 1-year available force pool based on an assigned mission available date. DEFs are
either prepared to deploy as indicated on execution orders, deploying, or deployed. The CEFs constitute
the remaining available force pool units not deployed and are task organized to meet contingency plan and
unanticipated requirements. These CEF forces are capable of rapid deployment and minimal pre-mission
training. All CEFs become DEFs upon alert notification. A unit may receive an MTOE revision along the
force modernization path prior to execution of the mission readiness exercise, but no further MTOE
changes will be accepted after completion of the mission readiness exercise. Units return to reset/train after
1 year in the available force pool, upon returning from deployment, or on order from Forces Command.
A-19. Available force pool training for CEF units focuses on OPLAN mission requirements and sustaining
full spectrum capabilities. The DEF units train on theater-related METL. The aviation brigade may be
alerted for deployment as a brigade or ABTF.
A-23. Successful deployment planning requires knowledge of the unit’s deployment responsibilities, an
understanding of the total deployment process, and an intellectual appreciation of the link between
deployment and employment. Steps used in planning and preparation during predeployment activities
include—
z Analyze the mission.
z Structure forces.
z Refine deployement data.
z Prepare the force.
z Sechedule the movement.
FMI 3-35 provides additional information.
DEPLOYMENT TRAINING
A-24. Training allows aviation units to minimize post-notification predeployment activities. Deployment
training addresses critical tasks related to movement facilitating aviation’s ability to deploy. Although
much of this training is focused on individual technical skills and applicable primarily at the company
level, brigade and battalion staffs participate in deployment training for purposes of staff supervision and
addressing deployment requirements.
ALERT ACTIVITIES
A-35. Notification for deployment may occur as part of an operation planned many months in advance, or
it may happen as a short notice response to a crisis or emergency. In the case of little or no notice, aviation
units must respond quickly and efficiently by mustering personnel, preparing aircraft, vehicles, and
equipment for shipment, establishing security as required, and using any available time to conduct further
predeployment training.
PERSONNEL CONSIDERATIONS
A-36. The aviation unit’s S-1 and S-1 section plan personnel support for deployment operations. This plan
is based on the organization’s deployment timeline; identification of appropriate times and locations for
completion of personnel asset inventory medical screening; and preparation for overseas rotation events
and other personnel activities such as—
z Identifying personnel shortages.
z Identifying nondeployable personnel.
z Initiating recall of personnel attending schools, on leave, and temporary duty.
z Requisitioning additional personnel.
z Identifying personnel records to deploy with the unit.
MEDIA CONSIDERATIONS
A-42. Media impact on deployment operations is substantially greater today than any previous time in
history. The news media's capability to gain and transmit ongoing deployment activities globally must not
be discounted. News technology requires establishment of a single POC for releasing information
regarding ongoing operations. The aviation brigade's PAO coordinates all media actions and responds to
public requests for information as appropriate. The higher headquarters develops procedures and guidelines
for releasing information within security, propriety, and safety considerations of the ongoing operation.
METHODS OF DEPLOYMENT
A-44. Aviation normally deploys in one of two methods—sea and air transport, or self-deployment.
Movement
A-52. Upon receiving the order, units ferry their aircraft and move ground vehicles along preselected
routes to the POE. Units performing depot-level maintenance normally operate at these embarkation points.
As the units arrive, a dedicated sustainment support team assists in preparing vehicles, equipment, and
aircraft for deployment. Preparation includes required maintenance and installation of ferry equipment.
A-53. On receipt of the deployment order, ASB commanders dispatch preselected facility teams.
Deployment headquarters staff members locate command facilities at each termination site to facilitate
integration of aircraft, vehicles, and personnel into the theater force structure.
SELF-DEPLOYMENT
Planning Considerations
A-54. Self-deployment is an alternative method used to rapidly move aircraft. Units consider the following
factors when planning self-deployments:
Personnel
A-55. Aircrews and passengers may require passports and visas for each country of intended landing. The
mission may require crew members or other support personnel with specific foreign language proficiency
for those countries in which refueling or extended stopovers are planned.
A-56. Extensive distances may require aircrews to fly many hours. The challenge is ensuring crews are
able to conduct operational missions upon arrival in-theater. Commanders adjust work and rest schedules
before and during deployment. Commanders must plan to rotate crews through pilot duties whenever
possible. Deploying units could carry backup crews from nondeploying units on CH-47 and UH-60
aircraft.
Intelligence
A-57. Units obtain threat intelligence information for those countries that are overflown and where
landings are planned. Terrorist threats, counterintelligence, and specific force protection concerns are
important to aircrews for planned and potential stops.
A-58. Routes into possible hostile airspace should be avoided. If unavoidable, unarmed aircraft must be
escorted.
Training
A-59. Commanders must place emphasis on predeployment training. This training includes water survival,
ALSE functions, fuel system management, high gross-weight operations, International Civil Aviation
Organization flight planning, navigation equipment, communication requirements, shipboard operations,
and rescue operations.
A-60. En route and destination environmental considerations—such as high altitude, mountainous and
jungle terrain, and overwater flight—are considered. Crews must be trained for survival in the environment
and use of special equipment required for each environment.
A-61. Theater-specific ROE, Status of Forces Agreements, local customs, language training, and OPSEC
requirements that can be anticipated should be performed at home station, if possible.
Logistics
A-62. Self-deploying and supporting units request and coordinate maintenance and crew-rest facilities,
fuel, transportation, security, and messing for stopover-point teams and self-deploying aircrews. If U.S.
ground support teams are not available, units coordinate with friendly nations to provide required services.
The S-9 acts as the POC for staff officers dealing with host nations. If no S-9 is assigned, the S-3 performs
this function.
A-63. When aviation units deploy to destinations lacking fixed-base facilities, pre-positioned ground
support teams perform those functions. S-4s of self-deploying and supporting units are responsible for
logistics requirements along the self-deployment route and at the destination. Aviation MOs organize a
maintenance support operation to prepare aircraft for self-deployment and meet maintenance requirements
along the route and upon arrival at the destination.
A-64. Staff members verify the availability, quantity, and type of fuel at en route fuel stops, rather than
depend solely on Department of Defense flight information publications (DOD FLIP). An appropriate
agency verifies fuel quality at each location before refueling.
A-65. If required at stopover sites, contracting officers or Class A agents should be members of the
advance party.
A-66. Units issue appropriate survival equipment and clothing for climates encountered in the route of
flight.
A-67. To facilitate mission readiness movement planners, logisticians, and maintenance personnel carefully
wargame arrival of units and equipment into the theater.
Mission Planning
A-68. AD identification zone procedures, as well as international interception signals, must be clearly
understood by all aircrew members.
A-69. If applicable, all aircrew members must obtain and understand approved international clearances
before departure. The SP and TACOPS officer provide assistance in disseminating the
SPINS/ACO/aviation procedures guide.
z Take SATCOM sets if available; SATCOM enables each flight to communicate its status to
home station and theater of operations.
z Coordinate and deconflict frequencies for overflight of international/host nation airspace.
z Equip advance parties with communication equipment and flight frequencies for arrival at
stopover points and the POD.
z Coordinate and verify compatibility of specific frequencies for JSTARS or airborne warning and
control system (AWACS) monitoring of aircraft movement within a particular theater of
operations.
z Coordinate for proper SPINS/ACO.
Equipment
A-74. Survival vests, rafts, survival kits, rescue hoists, survival radios, food, and water are essential
mission equipment. Units maintain a critical equipment list at home station for planning considerations.
A-75. Each flight should have multiple aircraft with extra survival equipment that can be dropped to
downed crewmembers.
Weapons
A-76. Individual and crew-served weapons should normally remain out of sight during flight and ground
operations. They should be loaded, but not armed, to assist with protection from possible sudden
engagements.
A-77. The controlling headquarters issues ROE when deploying units carry weapons and ammunition.
PLANNING CONSIDERATIONS
A-80. Air and sea deployment modes terminate at the designated POD. Depot or ASB facilities are in the
theater. Personnel at these facilities assist the unit with removal of ferry equipment, installation of mission
equipment, and perform required maintenance and inspections to prepare equipment for the mission. They
also coordinate immediate backhaul of designated support teams and ferry equipment.
TASK ORGANIZATION
A-83. Arriving elements task organize and reconfigure vehicles and aircraft as appropriate for the mission.
Sustainment efforts are prioritized to build combat-capable units and C2 architecture.
FORCE PROTECTION
A-84. Aviation forces are particularly vulnerable during the build-up phase when the unit is not at full
strength, and aircraft and vehicles may not be fully assembled for combat. The security plan must be
understood and executed; the first priority of work immediately upon arrival at designated POD. This plan
should include passive and active measures to combat air and ground threats.
A-85. Aviation forces are often among the first units to arrive in-theater. They may have to provide
reconnaissance, security, and attack operations securing a lodgment before more forces arrive in-theater.
This situation may require that aviation units conduct immediate and continuous operations from offshore
or remote locations while the main body moves into the lodgment area.
A-86. To reduce risk of fratricide, crew members must understand—
z The ground maneuver plan.
z The commander’s intent.
z The composition and location of friendly forces.
z Theater-specific IFF procedures.
TRAINING
A-87. Local area orientations, test flights, or other requirements not executed in advance may be required.
Commanders should attempt to phase the arrival of personnel—such as mission training plans, test pilots,
and key leaders—to begin before the unit’s main body arrives. If units are already present in country, these
key personnel deploy as early as possible to train with those units. The advance party is briefed on the
requirements and plan for execution in order to identify and coordinate required external support.
A-88. Acclimation training may be required. Many units moving from one environmental extreme to
another need to adjust to the new climate. The unit commander arranges training and conditioning to
accelerate acclimation.
A-89. Most deployments involve operating in a joint or multinational environment. Early-arriving units
may be able to schedule training with other services. Liaison elements from the S-3 shop are designated to
ensure smooth coordination.
RELIEF-IN-PLACE
A-90. Upon arrival into theater, the unit may conduct a relief-in-place with another aviation unit. The
relief-in-place is planned, coordinated, and executed by the relieved unit. This unit should coordinate with
the unit being replaced to ensure all personnel are briefed on relief-in-place procedures prior to deployment
into theater. The relief-in-place begins with arrival of the relieving unit’s personnel and equipment and
concludes with a TOA. The TOA signifies that the relieving unit possesses OPCON and mission execution
requirements of the designated AO.
A-91. Relief-in-place procedures differentiate between each AO and type of unit replaced. However,
aviation utilizes common planning factors common to most AOs. Each brigade, battalion, and company
conducts relief-in-place tasks to prepare for TOA.
Tasks
A-92. The aviation brigade is responsible overall for ensuring all relief-in-place tasks are completed by
battalions, companies, and attached elements. Common relief-in-place tasks completed by staff elements
may include—
z Theater/country/AO briefs.
z Local area orientations.
z Leave/pass policies (procedures, locations, and emergency leaves).
z Brief/report formats, suspenses, and contingencies.
z Mail procedures.
z Officer/NCO evaluation report procedures (submission requirements for theater).
z Threat area and enemy weapons systems brief.
z Arms room, sensitive item military van (container), and courier card procedures.
z Battle update briefing procedures.
z Battle rhythm/CP shift manning procedures.
z Flight schedule, flying-hour report, and very important person procedures.
z Force protection.
z FS targeting and fire procedures.
z Falcon view, data transfer, airspace, and boundary crossing procedures.
z Range facilities (requesting, occupying, test fire, and capabilities).
z Classes of supply (requisition, storage, contract, and delivery).
z Property book procedures.
z Contracting officer training.
z Local nation vendor transactions.
z Life support systems orientation (laundry, gym, and morale, welfare, and recreation).
z Communications structure, operation, and accountability (secret internet protocol router [SIPR],
nonsecure internet protocol router [NIPR], and retransmission).
z Pre-accident plan.
z Adjacent unit orientation/visit.
z TOA ceremony.
SECTION V – REDEPLOYMENT
A-94. Aviation units conduct redeployment operations in order to meet the schedule established by higher
headquarters, possibly in response to another contingency mission. When redeploying to home station in
the CONUS, aviation units conform to the requirements of the U.S. Customs Service and the U.S.
Department of Agriculture regarding shipment and condition of aircraft, vehicles, equipment, and cargo.
Aviation units conduct redeployment while maintaining required levels of force protection.
A-95. Redeployment is not a stand alone operation, but a combination of continued daily tactical missions,
a relief-in-place, and a plethora of redeployment activity. Units may use the R4 redeployment model during
this operation. The four phases of the R4 model are redeploy, reintegration, reconstitution, and retraining
(figure A-5) (see TC 1-400).
REDEPLOY
A-96. Aviation units may redeploy to home station or a different theater of operations. Aviation units
redeploy in the following four phases:
z Recovery, reconstitution, and preparation for redeployment activities.
z Movement to and activities at POEs.
z Movement to PODs.
z RSOI when deploying to another AO.
A-97. Redeployment begins as directed and as METT-TC allows. It presents the same challenges to
commanders with task organizing and echeloning forces as deployment. Preparation for redeployment
begins as units start assisting other organizations with relief-in-place. Brigade and battalion staffs plan for
redeployment using the same planning considerations during deployment operations as discussed in section
I.
A-98. Initially, aviation units redeploy advance parties, and less essential personnel and equipment. During
this stage, unit strength and equipment status may change often; however, accurate accountability is key to
reconstitution. Additionally, commander's conduct training programs to maintain individual and unit
METL proficiency. Aside from individual training tasks, units may conduct individual and crew served
weapons qualification and familiarization, rehearse convoy operations, validate and update deployment
SOPs, and conduct limited convoy live fire exercises (if time and resources are available). Protection of the
force remains critical. If critical deployment personnel (UMO, hazardous materials, or logistics personnel)
were lost during the operation due to expiration term of service, inter theater moves, or combat loss,
commanders must coordinate training of additional personnel to perform these functions.
A-99. Aviation companies must perform vigilant maintenance on all equipment, especially aircraft and
rolling stock. UMOs update and validate load plans, including input to the TPFDD. Units identify
nonessential equipment and personnel for early return and identify stay behind equipment for follow-on
units. Aviation units must also ensure LNOs and C2 cells are placed in key nodes and LNOs are
knowledgeable of unit equipment levels and deployment procedures.
A-100. After an aviation unit is alerted for redeployment, arrangements should be made through the home
station FRG to conduct family reunion briefings. It may be appropriate to provide counseling and briefings
on likely sources of friction among family members after a lengthy separation for all deployed Soldiers
prior to arrival at home station.
REINTEGRATION
A-102. The reintegration phase begins with arrival at home station and ends with completion of block
leave. The focus of the reintegration phase is on getting the Soldier well.
A-103. The rear detachment plays a vital role during the reintegration phase. Critical tasks performed by
the rear detachment may include—
z Receiving aircraft, equipment, and personnel.
z Coordinating redeployment briefings for arriving personnel.
z Coordinating with FRG for reception of personnel.
z Maintaining C2 until completion of block leave.
RECONSTITUTION
A-104. Reconstitution begins with arrival of the unit’s equipment and completion of block leave, and ends
with all equipment in reset or at 10/20 standards. Reconstitution places the unit in the reset/train force pool
of ARFORGEN. During reconstitution, unit focus is maintenance intensive, as well as reestablishing C2
systems and personnel levels. Section II provides more information on reset/train force pool.
RETRAINING
A-105. Retraining begins with completion of reconstitution and ends with the unit being certified for the
ready force pool. The retraining phase focuses on battalion and company METL, individual/crew/collective
training, aerial gunnery, ASE/EW standard exercises, individual/crew small-arms qualification, and staff
operations. Section II provides more information on reset/train force pool.
This appendix outlines communication tools and generalized TTP to ensure effective
C2 of aviation, ground, and flight operations and current digital communications
equipment designed to facilitate SA and SU. Communications personnel and
equipment are one of the commander’s most valuable assets, a fact not lost on
planning cells targeting communications sites and nodes early in an operational
campaign.
B-7. After architecture validation, connectivity testing of the upper and lower TI begins in each battlefield
functional area. Every identified problem that is resolved must be retested to ensure the fix meets
architecture standards which ensure connectivity and stability. A fix plan must be developed to ensure
problems are solved in a fashion that strengthens the digital chain.
B-15. At the battalion CP, the CP INC routes the COP information and C2 data over the CP LAN and
NTDR. At the brigade CP, the CP INC routes the COP information and C2 data to other brigades and
division over the CP LAN, NTDR, and MSE.
B-16. The upper TI is part of the WIN-T that connects tactical echelons to distant headquarters and
information sources via the global broadcast service, military SATCOM terminals and satellites, and
high-capacity LOS transmission.
to the DOD’s global information grid (GIG) network. The JNN provides circuit switched and internet
protocol-based Ku-band commercial satellite capability with up to 7-Mbps in bandwidth.
B-22. The JNN has no transport capability internal to the JNN shelter. It leverages new Ku-band SATCOM
equipment along with associated Ku-band TDMA and frequency division multiple access hubs. The JNN
also leverages existing capabilities such as Secure Mobile Anti-Jam Reliable Tactical-Terminal (SMART-
T), the AN/TSC 85/93 (MSE generation satellite), and high capacity LOS radios for CP to CP links and
reach-back links to wide-area services (such as the GIG) and home station. This satellite based transport
provides improved mobility and range of individual nodes and CP structures.
B-23. The JNN’s tactical local area network (TACLAN) encryptor, KIV-7 and KIV-19 Type 1 encryption
can support—
z 48 two wire phone users (SIPR and NIPR).
z 24 internet protocol voice users (SIPR and NIPR).
z 46 internet protocol data users (SIPR and NIPR) (includes 24 data users connected to internet
protocol phones).
z Hosts H.323 video conferences and is compatible with the Defense Collaborative Tool Suite.
B-24. The JNN provide top secret/SCI tunneling capability from Trojan Spirit and improves points of
presence and mobility in the tactical environment. The JNN is interoperable with U.S. Central Command's
combined enterprise regional information exchange network to provide multinational communications
support.
B-25. A JNN node is made up of the components shown in figure B-4 and figure B-5, page B-7.
B-26. The battalion level or small CP node module is a HMMWV mounted system with a trailer mounted
2.4 meter satellite dish. The module contains a transit cased virtual private network router and TACLAN
encryptor security device and provides hub routers for CP and voice over internet protocol (VoIP) phones
along with a file server. The battalion level CP module provides 4 Mbps wideband SECRET Internet
Protocol Router Network (SIPRNET) data along with VoIP phones to the aviation battalions and links to
the JNN through TDMA satellite architecture.
B-27. For unclassified data traffic and interfaces to commercial internet, JNTC utilizes links to DOD’s
nonsecure internet protocol network (NIPRNET) system. NIPRNET provides for a trusted interface
between the DOD intra-net to commercial Internet systems and the World Wide Web through Department
of Defense Information Systems Agency designed and maintained demilitarized zone.
B-28. JNTC can provide a link to DOD’s SIPRNET. SIPRNET is a worldwide network which allows a
secure means to transmit classified data, imagery, and video teleconferencing. SIPRNET can only be
accessed by designated secure terminals, and is also available via AKO.
AIRCRAFT COMMUNICATIONS
B-29. This section discusses capabilities of the following aircraft radios and digital modems:
z SINCGARS (frequency modulated).
z Have Quick II (UHF).
z HF and VHF.
z Transponder; modes 1, 2, 3, and 4.
z EPLRS, BFT, and improved data modem (IDM).
z AN/PRC-112 survival radio and AN/APR-186 (VHF).
B-30. The section also discusses airborne facilitators–such as the UH-60 C2 aircraft, EUH-60 A2C2S, and
joint systems—that aid aviation units when relaying communications and challenges to mission
communications.
Have Quick II
B-34. The AN/ARC-164 is a common UHF-AM radio employed by joint aircraft. It provides aviation
brigade subordinate units with a means of communicating internally on company battle nets. It also allows
interface with sister-service aircraft during JAAT and other joint flight operations. Its frequency hopping
mode of operation counters enemy jamming efforts. Like SINCGARS, it is a LOS system with limited
range at terrain flight altitudes.
B-35. The AMPS, when available, provides simplified setup of Have Quick II time of day (TOD) and word
of day for AH-64D and OH-58D aircraft.
B-36. Units must use Have Quick II in the frequency-hopping mode during training to ensure effective
communication during actual operations. Word of the day loading is not difficult, but TOD can be
problematic if aircraft lack a Have Quick II/GPS interface. Aircraft without GPS interface can request and
accept a GPS TOD from other unit aircraft. In addition, on long operations beyond 4 hours, the TOD
begins to drift. A single aircraft, such as the UH-60 C2 aircraft, are then designated as the base point for
TOD updates as unit aircraft begin to drop out of the net because of drifting TOD.
B-39. Automatic link establishment (ALE) reduces aircrew workload and improves connectivity. In this
mode, the caller enters the desired radio address and presses the microphone key. The radio then sounds on
the preprogrammed frequency set listening for the best signal. When found, both radios tune to that
optimum frequency and a connection occurs. One shortcoming of ALE is third parties do not hear message
traffic. If passive listening is necessary and all parties on the net need the same information, the net control
station (NCS) chooses the manual or electronic counter-countermeasure frequency-hopping mode. When
stations do not rely on each other’s reports to perform their mission, ALE is the preferred mode.
B-40. Aircrews can communicate using secure voice or secure data. In data mode, the system can create,
edit, and store up to 10 formatted and free text messages of up to 500 characters each. It interfaces with the
KY-100 to provide secure communications and the AN/VRC-100 ground radio in aviation ground CPs.
B-41. Secure voice is the primary method of operation for the HF radio in ALE, manual, and frequency-
hopping modes. In poor conditions–such as low magnetic flux number, night operations when the
ionosphere dissipates, and thunderstorms–aircrews should employ secure data at 300 bits per second. Data
transmission increases aircrew workload during flight; the radio stores up to 10 messages in memory,
allowing the crew to preload a set of anticipated messages before flight.
B-42. For identical messages with changing location, it often is easier to edit in the new location in an
existing memory message than to initiate a whole new entry. In addition, a reduced workload results when
commanders use the control display unit’s feature permitting HF transmittal of current position with one
button press.
B-43. If brigade units have not used HF radios habitually in training, the brigade S-3 should direct HF
radio exercises before operations to ensure units use HF to its best advantage.
Transponder
B-45. The transponder enables the helicopter to identify itself automatically when properly challenged by
friendly surface and airborne radar equipment. The receiver-transmitter range is limited to LOS
transmission. With its frequency of operation in the UHF band range, it is dependent on altitude for range
and reception.
has upgraded voice communication security that scrambles voice communication for greater security. Both
the PRC-112 and -112A permit voice contact with nearby aircrews if aircraft radios are damaged on
impact.
Capabilities
B-56. A2C2S enables the commander and his staff to traverse the OE to critical places at critical times. The
commander and staff can perform all battle command and coordination functions from A2C2S. It has
simultaneous multiband voice and data channels and dynamic visual battlefield SA and C2 via command,
control, communications, computers, and intelligence connectivity. A2C2S provides access to the TI to
manipulate, store, manage, and analyze SA information, intelligence data, mission plans, and mission
progress data to support the C2 decisionmaking process. The system has triservice interoperability and is
compatible with NATO, civil aviation, maritime, and law-enforcement communications (figure B-7).
z GPS for present position and standard National Geospatial-Intelligence Agency (NGA) maps
with overlays for a complete picture of the battlefield.
z Automated display of COP information and C2.
z Five automated, reconfigurable, and removable workstations, a command database, and two
large common displays; each workstation incorporates a keyboard, monitor, and audio
communications unit.
z Real-time OE control and monitoring.
z Common displays.
z Enhanced control of battle.
z Digital connectivity with all ABCSs.
z Standard communications and information security.
z Airborne and ground operational modes.
Interfaces
B-58. A2C2S interfaces with—
z JSTARS and SATCOM.
z Maneuver CPs.
z CH-47Fs, AH-64Ds, and OH-58Ds.
z M1 main battle tanks and M2/M3 cavalry fighting vehicles.
z MLRS.
Employment
B-60. The IM capabilities of A2C2S are focused on controlling operation execution; planning capability is
limited. Mission data are transferred to A2C2S from the digital CP to bring it to the start of a mission
operational status.
Information Flow
B-61. The ATCCSs are primarily top-down planning tools. Once the execution phase begins, the primary
flow of information is bottom-up via FBCB2. A2C2S draws real-time data from broadcast sources to
determine changes to the enemy situation during the mission’s execution phase. The intelligence
information provided by ASAS is an analyzed and formal product. Intelligence information A2C2S
receives from tactical related applications, tactical data information exchange-broadcast, and tactical
information broadcast service broadcast sources is raw data (figure B-8, page B-14).
Battlefield Employment
B-62. A2C2S expands the battlefield by providing the means to exercise C2 and gather tactical information
in support of a mission while on the move. From A2C2S, the commander and staff influence the battle via
direct exchange of voice and digital information with units conducting the mission. They simultaneously
develop the situation beyond the range of their unit’s sensors and shooters by accessing broadcast
intelligence sources.
Figure B-8. Army airborne command and control system information flow
Assigned Areas
B-64. Integral activities during operations in assigned areas include maneuver, close combat (including
FAS), indirect FS, forces and sustainment of committed forces and command, control, communications,
and intelligence. Aviation organizations may be employed as a security or reserve force in the security or
main battle area. A2C2S gives the commander a clear picture of the close battle and allows him or her to
coordinate and synchronize maneuver and fires. Linked with other automated systems, A2C2S can pull
information on demand allowing the commander to operate at his own tempo without the information
delays characteristic of traditional reporting methods.
Sustainment Areas
B-65. The aviation brigade gives the division commander a highly mobile and lethal combat force to
counter a Level III incursion into the sustainment area. As a maneuver headquarters, the brigade may be
tasked as a TCF to respond to a significant threat. A2C2S provides a flexible and highly mobile tactical CP
to control operations.
Stability Operations
B-66. During stability operations, the system provides connectivity to special operations, C2, embassy, law
enforcement, maritime, civil, and/or other humanitarian information and communication networks. A2C2S
can also improve the ability of local, state, and federal agencies to communicate and coordinate in a crisis
environment such as a hurricane or forest fire during civil support operations.
AIRBORNE RELAY
B-67. Some operations in unassigned areas have priority to justify communications relay as a means of
overcoming difficulty in communicating. If allocated, the C-12 may perform HF relay or even SINCGARS
and Have Quick II relay if the threat permits flight within range of those radio systems. The AWACS, E-8
JSTARS, C-130 airborne battlefield C2 center, EA-6, airborne FACs, participating deep JAAT and AI, or
other joint aircraft may be available to relay HF, Have Quick II, and in some cases, SINCGARS
communications. EPLRS capabilities on the A2C2S aircraft allow automated relay of data
communications. In addition, future UAS may have retransmit mission capabilities for FM command nets.
Table B-1 illustrates the potential for relay with higher-flying aircraft if coordinated by staff members in
advance.
Table B-1. Joint aircraft potentially interoperable for communications or relay
GROUND COMMUNICATIONS
ELECTRONIC
B-70. For unclassified traffic, units can utilize several commercial electronic communications resources.
These resources include—
z Email (both civilian and military addresses).
z Instant messaging.
z Text messaging.
B-71. SIPRNET is a worldwide router-based network which allows a secure means to transmit classified
data, imagery, and video teleconferencing. SIPRNET can only be accessed by designated secure terminals,
and is available on AKO.
WIRE
B-72. Wire communication should be the primary means of communicating within the CP areas when
practicable. Subordinate and attached battalion main CPs run wire to the aviation brigade main CP. Wire
across roads either overhead or through culverts and bury as soon as possible to hinder enemy tapping.
B-76. MSE is designed to provide a connection between the aviation brigade’s main CP and higher
headquarters as well as providing support to the brigade’s organic units as assets allow. SENs and radio
access unit support provide both MSE telephone and mobile subscriber radio-telephone coverage for the
aviation brigade and battalion CPs.
B-77. For unclassified data traffic and interfaces to the commercial internet, MSE utilizes links to the
DOD’s GIG which carries the NIPRNET. NIPRNET provides a trusted interface between the DOD intra-
net to commercial internet systems and the World Wide Web through Department of Defense Information
Systems Agency designed and maintained gateways called demilitarized zones. These gateways ensure the
DOD network maintains its integrity and guards against computer attack.
B-78. MSE also provides a link to the DOD’s SIPRNET carried on the GIG. SIPRNET is a worldwide
network which allows a secure means to transmit classified data, imagery, and video teleconferencing.
SIPRNET can only be accessed by designated secure terminals, and is also available on AKO. SIPRNET is
a closed network; however actions have been taken to interface SIPRNET with the Department of
Homeland Security’s Homeland Security Network. Refer to FM 11-55 for a more complete description of
MSE equipment, architecture, and operations.
NODE CENTERS
B-79. Node centers serve as access points for large nodes, SENs, and remote access units and are linked
together to form the backbone of the MSE network. For a typical division, the grid is made up of 4 node
centers. A typical corps has 42 node centers. Node centers can be emplaced up to 40 kilometers apart.
B-80. SENs provide communication network access to smaller units such as battalion and brigade CPs.
Access for static units is by wire.
B-84. Besides antenna considerations, frequency selection is another critical variable for effective HF
communications. HF radio frequencies for effective short-range (30 to 100 kilometers) communications are
usually below 8 MHz. The FANLITE antenna works better and the ground wave is longer at lower HF
frequencies. However, the corps or division signal office typically assigns frequencies without considering
these parameters. The brigade S-6 must ensure the higher headquarters signal office is aware of optimal
aviation HF frequencies.
B-85. At night, the ionosphere dissipates, resulting in less reflection of HF radio waves. When this
situation occurs, relay over a longer path may prove effective. A more distant station may receive the HF
signal better than a close one. Ground HF operators should have a list of frequencies and call signs to
contact other distant aviation brigades or stations that can relay C2 information.
B-86. In the ALE mode, if the radio channel is inactive for a period of time, the radio reverts to the scan
mode and another ALE sequence must occur to reconnect. To prevent this situation, stations operating in
the ALE mode sound periodically to retain a good frequency for communication. This sounding ensures an
ALE connection is already in place, thereby saving time when a message must be sent. Radios can be set
up to automatically sound at a periodic rate. The ground HF radio operator generally can perform sounding
to reduce aircrew workload.
VIDEO TELECONFERENCE
B-94. Tactical VTC capability resides in several brigade CPs, but not yet at battalion level. A VTC
provides the capability to communicate visually with audio between several linked VTC stations.
MESSENGER
B-96. Ground and air messengers may transport hard-copy messages and larger documents as part of a
regularly scheduled shuttle between CPs, field trains, and higher and lower headquarters. An alternative to
dedicated messengers is delivery with ground and air of supplies such as meals delivered to a tactical CP.
Messengers may deliver combat plans and orders, written coordination and control measures, graphics,
logistics requests and estimates, or other extensive documents that would consume excess time to send
electronically.
B-101. The FM2 may be designated as a digital SA network for IDM-transmitted SPOTREPs,
SITREPs/STATREPs, and BDA reports. These digitized reports are sent via FM2 directly to battalion and
company FBCB2-equipped vehicles.
SECTION V – DIGITIZATION
B-109. Force projection, split-base operations, information warfare, and joint or combined operations are
doctrinal concepts for warfighting. Crucial to these capabilities is the effective information flow to support
warfighting throughout all phases of an operation (figure B-9, page B-21).
B-112. ABCS provides a visual means to see friendly and enemy forces and the ability to arrange and
maneuver forces to accomplish missions. The ABCS components assist in answering the following
questions:
z Where am I?
z What is my status?
z Where are the other friendly units?
z What is their status?
z Where is the enemy?
z What is the enemy’s status?
B-113. ABCS Version 6.4 (figure B-10) provides for key technology enhancements of the current ABCS
to include integration and dissemination of terrestrial and satellite based FBCB2 BFT and C2 data,
transitions battle command systems from specialized workstations to commercial-off-the-shelf laptops, and
introduces net-centric, XML-based publish and subscribe architecture.
B-114. Digitization capability is an evolutionary process occurring over many years. When capability is
incomplete, the challenge is to devise ways to mix traditional, manual methods with the automated systems
that permit more rapid planning and synchronized execution. As always, these guidelines should be applied
to a degree that complements the existing level of automation.
COMMON PICTURES
B-115. The terms COP and common tactical picture (CTP) are often used interchangeably, but have
distinctly different definitions.
z The COP is an operational picture tailored to the user’s requirements, based on common data
and information shared by more than one command; the COP facilitates collaborative planning
and assists all echelons in achieving SU, which helps to synchronize execution.
z The CTP is an application available on ABCS computers and supporting systems; it uses a
common mapping background, is accessed through a common user interface, and displays
information shared from the joint common database (JCDB). The CTP is dynamically updated
as data changes in the JCDB.
B-116. Examples of COP overlays are force disposition, enhanced by overlaying the operational overlay;
FS overlays; and AC2 overlay. Additional information is available at the description of each system.
B-117. ABCS assists by providing a COP of the OE through timely presentation of information in various
types of formats including voice, data, imagery, graphics, and video. The operational picture also
provides—
z Access to planning documents.
z STATREPs.
z Timely, automatic warnings of air, missile, and CBRN attacks.
B-118. Although each battlefield automated system (BAS) of ABCS makes contributions that support its
own Army WFF-oriented tasks, the key contribution of ABCS is as an interoperable system of systems.
The synergistic capabilities of ABCS allow commanders to reach across the Army WFFs to request, select,
and evaluate data from diverse resources to create relevant information. The COP begins with a common
map background against which a commander can display a variety of information such as—
z Friendly locations and graphic-control measures.
z Enemy units and equipment.
z FSCMs, range fans, and targets.
z Air tracks and tactical ballistic missile tracks.
z Logistics status and joint information.
B-119. The COP includes all relevant elements such as—
z Army units.
z Joint, allied or coalition forces.
z Enemy forces.
z Neutral elements.
z Unknown forces.
B-120. Each user can tailor his COP to show as little or as much information as he or she requires.
ABCS's essential contribution to C2 is it provides identical, shared data. ABCS enhances warfighting in the
following ways:
z Accelerates the MDMP, preparation of estimates, COA development, wargaming, and orders
production and dissemination.
z Assists in gathering and displaying relevant information while filtering unnecessary data.
z Allows dissemination of information in near-real time and minimizes latency of information
exchanges.
z Facilitates synchronization of sustainment by increasing opportunities for real-time
coordination.
z Exploits digital map data and terrain-analysis products.
z Facilitates rehearsal and training through compatibility with current and future simulation and
simulation systems.
z Enhances interoperability through commonality of task procedures.
z Provides data access to the commander in austere environments through reach-back capability.
COMMON SERVICES
B-121. ABCS provides collaborative tools, training programs, and applications.
Collaboration Tools
B-122. Collaboration tools include—
z VTC, whiteboard, and shared applications.
z Messaging.
z File transfers.
z Calendar creation/scheduling.
z Task management.
z Internet browser.
z Database query tools.
Training Programs
B-123. These provide training and simulation capabilities for individual and collective training events.
Applications
B-124. Common applications include word processor, spreadsheet, and presentation/graphics programs.
Document interchange services support document exchanges between heterogeneous computer systems
using common file formats. The operational picture application creates a shared picture of the OE. The
planning application automates aspects of the MDMP and enables parallel and collaborative planning.
Capabilities
B-132. The commander’s force analyzer provides current TPFDD. This information is key to planning
movement of forces and monitoring unit status and availability.
B-133. The logistics analyzer allows planners to forecast resources needed in various combat situations.
B-134. GCCS-A shares the client-server architecture common operating environment with the joint GCCS
for general functions of teleconferencing, messaging, file transfers, office automation, utilities, and system
administration.
Capabilities
B-137. FBCB2 assists SU by telling the user his location and locations of other friendly forces, observed
enemy forces, and reported battlefield obstacles. The user can adjust his picture of the battlefield by
selecting which overlays, graphics, and icons are shown. Unit displays can be altered by grouping icons
according to unit type or echelon.
B-138. FBCB2 automates frequently used urgent messages for reporting the enemy, requesting
MEDEVAC, CBRN attack, call-for-fire, cease fire, and unit situation reporting. Enemy information can be
rapidly formatted via an automated report. This information is forwarded to all other FBCB2 users and the
ASAS supporting the user, usually the TF or brigade S-2.
B-139. FBCB2 supports the call-for-fire process via a message in JVMF sent directly to AFATDS. The
integration of the laser ranger finder with FBCB2’s ground positioning system greatly improves speed and
accuracy of both calls for fire and enemy SPOTREPs. It provides key information to the CSSCS on unit
logistics status.
Capabilities
B-142. TAIS deconflicts (mathematically and graphically), in real time, airspace usage in the third and
fourth dimensions (altitude and time). For example, the operator can graphically rotate a three-dimensional
representation of the airspace to see ACMs from different angles, enabling him or her to see how they
intersect and overlap.
B-143. The ATS display includes information from the ACO and ATO. TAIS operators can use this
display to track aircraft flight. If an aircraft leaves the safe transition corridor, TAIS can alert the operator.
TAIS is able to communicate (voice and data) with current and future military aircraft (joint/combined),
civilian aircraft and air traffic control systems and other U.S. and allied forces airspace users.
Capabilities
B-145. DTSS produces sophisticated mobility analysis products. For example, it provides a detailed
analysis comparing off-road mobility of the HMMWV and M1 tank.
B-146. DTSS performs intervisibility analysis, which is overlaid on a terrain map backdrop. For example,
from any point on the map, it can depict every other point within LOS of the first point.
B-147. DTSS depicts a three-dimensional view such as a fly-through area. Colored areas show threat and
friendly AD domes superimposed on satellite imagery. The DTSS database contains detailed terrain
information but not weapon characteristics and locations; these must be obtained from the intelligence
staff.
Capabilities
B-149. IMETS receives and integrates weather information from polar-orbiting civilian and military
meteorological satellites, the Global Weather Center, artillery meteorological teams, remote sensors, and
civilian forecast centers.
B-150. IMETS processes and collates forecasts, observations, and climatological data to produce timely
and accurate weather products tailored to the warfighter’s specific needs. Additional weather information is
available via the IMETS web pages. Severe weather warnings are disseminated to units via U.S. message
text format message.
B-151. The integrated weather effects decision aid displays weather effects on weapon systems or
missions. For example, it can show various weather effects–whether favorable, marginal, or unfavorable–
on various weapons over the next 24 hours.
Capabilities
B-154. A message processor is available on all MCS workstations. It is used to create, edit, transmit, print,
and store messages in both U.S. message text format and JVMF.
B-155. With word-processing templates and web-browser technology, MCS can rapidly produce and
distribute OPLANs, OPORDs, FRAGOs, and WARNOs. Task organizations are created, edited, and
displayed using the unit task order (UTO) tool.
B-156. MCS collaborative planning tools enable multinode collaborative planning sessions within or
between CPs. These tools include data conferencing, chat, and whiteboard. The whiteboard is a powerful
capability for war-gaming, orders briefs, and back-briefs. The chat feature is similar to current chat
programs available on personal computers. Multiple users can communicate simultaneously by posting text
messages that can be read simultaneously by all chat participants.
Capabilities
B-158. The MCS-L can be used to—
z Produce orders, plans, and annexes; used to develop task organizations, overlays, and
synchronization matrices.
z Develop and assess COAs; MCS-L includes a distance/rate tool.
z Create messages and generate reports; used to maintain the staff journal.
z Record and depict NAI, target areas of interests, and CCIR including HVTs and HPTs.
z Function as file transfer protocol client/server; MCS-L possesses Adobe Acrobat, a file zip
utility, Microsoft Office, and web browser.
Capabilities
B-161. Intelligence personnel can use the analysis tools in the ASAS RWS for their IPB. For example, it
is able to depict tracked vehicle GO and NO-GO areas overlaid on a terrain map. The ASAS RWS assists
the warfighter’s COA analysis with information on enemy units, equipment, locations, and movements.
B-162. Using reports and sensor inputs, the RWS can alert operator to enemy targets and automatically
nominate them for friendly supporting fires. Commanders and staff can even focus ASAS on specific types
of targets best supporting the mission.
B-163. ASAS also monitors the current enemy situation. Using the latest combat information and
intelligence, it maintains and displays timely, detailed data on enemy units.
Capabilities
B-165. The ASAS-L provides ISR management and analytic support to the battalion S-2 for SU, tactical
warning, force protection, and targeting. It provides an analyzed enemy picture to the operational picture.
Capabilities
B-168. AFATDS analyzes a potential target and then identifies which available FS systems are most
effective. This information is shown to the operator through a visual display.
B-169. Based on command guidance, AFATDS prioritizes targets and supported units, specifying the
method of engagement and volume of fire for each type of target. These priorities can vary according to
specific guidance for each phase of an operation to best support the commander’s intent and scheme of
maneuver.
B-170. AFATDS processes fire missions through combat messages in dialogue with MCS, CSSCS,
AMDWS, and FBCB2 and reports mission results to ASAS.
B-171. In addition to managing the FS of current operations, AFATDS assists FS planning for future
operations. Its planning mode offers decision aids and analytical tools to determine which FS plan best
supports a COA.
Capabilities
B-173. The AD unit status screen shows location, alert status, on-hand munitions, vehicles, and personnel
for AD units from section through battalion echelon.
B-174. Its weapon and sensor visibility feature supports placement of AD weapons and sensors. By
analyzing platform capabilities and digitized terrain elevation data, AMDWS can determine area coverage
of weapons and sensors at different locations.
B-175. The AMDWS mission planner shows zones of sensor coverage, weapons coverage, friendly and
hostile air tracks, air avenues of approach, and airfields. The commander can use this display to
synchronize AD coverage with the planned scheme of maneuver. Operators can set parameters to depict
aircraft at various altitudes based on the surrounding terrain.
Capabilities
B-177. Logistics reports depict unit and resource status with a color code of green, amber, red, or black by
using corresponding percentages set by the user. Reports can be displayed as web-based custom reports or
standard, preformatted reports. The standard report shows the logistics readiness of a unit and its
subordinate units. The user can focus on parts of the report to isolate specific units and materiel items. This
capability helps identify how an individual status affects the overall readiness rating of the unit. In the
custom report, the user can track the status of specific units and resources.
z The capability report shows a unit’s logistics ability to conduct sustained combat operations; this
report provides unit resource status in relation to combat posture and intensity for the current
day and next 4 days.
z The supply class report shows resource status with items grouped by class of supply.
z The personnel daily summary depicts unit personnel status and is available for all company-size
units and separate battalions.
B-186. The MapManager application caches imagery and map data locally to be utilized on the CP of the
future, and the VoIP application integrates with the CoMotion client application to provide seamless audio
communications across multiple channels.
DATA EXCHANGE
B-188. Central to digital CP operations is the manner in which they exchange data. ABCSs share
information either directly with one another or through the JCDB. The JCDB resides on all ABCS
computers in a CP and provides data for common applications that generate the COP. Battlefield
information dynamically flows back and forth between ABCSs and the JCDB. When data are entered
through a BAS, this change is forwarded to all ABCS subscribers on the CP’s TACLAN and posted to the
COP (figure B-14).
Figure B-14. Data exchange within a command post local area network
B-189. Data are also exchanged between CPs. This exchange allows the same data to be maintained in the
JCDBs in different CPs. Data generated by each BAS flows to its counterpart BAS at adjacent echelons.
Each BAS then transfers this information to the JCDB at that echelon via the TI. Friendly position
information flows from FBCB2 upward through the server located at each echelon. This information is
then deposited into that echelon’s JCDB. This data exchange ensure all CPs have JCDBs resembling one
another. This is key to creating the COP. Figure B-15 shows data flow between an example battalion and
brigade with their MCS operating as servers. Note the flow of friendly position information (depicted by
dashed arrows) moving between these echelons and into their JCDBs. Each BAS can, in turn, access this
friendly picture from the JCDB at its echelon. The flow of data from a BAS to other BASs and the JCDB is
shown by solid arrows.
INDIVIDUAL WORKSTATIONS
B-193. The focus of the individual workstation is the individual BAS and specific Army WFF it supports.
At his workstation, the staff member inputs and monitors data within his sphere of responsibility. He or she
also accesses data posted to web pages and shared files by other staff sections in the LAN and WAN to
carry out Army WFFs and duties.
B-201. The MCS whiteboard or electronic whiteboard equips leaders and staffs to conduct collaborative
sessions. Participants at distributed locations view the same enemy and friendly COP on an MCS display
and are linked with audio. The telestration feature of whiteboard allows each participant to use a mouse
with a crayon drawing capability to visually depict locations, graphics, and other coordination measures
seen on the participants’ screens.
INFORMATION MANAGEMENT
B-205. The staff must be organized to support the IM process of filter-fuse-focus. This process is guided
by doctrine, TTP, and unit SOPs. The staff must operate according to established procedures that specify
access to common databases, common displays, and report formats. The staff must be organized to allow
vertical and horizontal flow of information. This organization should provide links between teams within
staff sections, staff sections within a CP, and CPs at the same, higher, and lower echelons.
B-206. Digitization enables commanders and staff members to focus more on execution of combat
operations and much less on planning, coordination, and processing of information. Commanders and staff
will have much more data upon which to base their decisions. Their challenge will be to manage the flow
of vast amounts of data so the right information gets to the right person at the right time. These specific
challenges are—
z Relevancy: Determine relevant information from among the vast amount of data available.
z Responsibility: Ensure each product is the assigned responsibility of a specific staff section.
z Accuracy and currency: Ensure data are correct and up-to-date.
z Dissemination: Ensure information generated by the staff is supplied to the right personnel.
z Evaluation: Ensure information is appropriately assessed.
Relevancy
B-207. Because of the large quantity of data available, the commander needs to establish information
priorities to focus the staff during data collection. These priorities must address information relevant to the
specific operation. The commander provides this focus via CCIR that are—
z Specified by the commander and applicable only to him or her.
z Situation dependent and linked to present and future operations.
Dissemination
B-210. Because of bandwidth limitations, it may not be possible to routinely send products through e-
mail; but, it is not enough to merely post information to a web site or shared folder and expect others to use
it. With the exception of routine, scheduled postings and updates, the staff must proactively notify users
when such changes are made. When a product is posted or revised, staff sections must notify other staff
sections and units at the same, lower, and higher echelons. This notification must include instructions on
precisely where to find the product and its file name. Units must establish SOPs that specify file-naming
conventions and file-management procedures. Whether forwarding products or providing notification of
product postings in shared files/web pages, the right personnel must receive the right information. Correct
address information using the ABCS address books and message handling tables must be established to
ensure data are sent to the correct BASs. Addressees must be the users employing the individual ABCS
rather than generic role names in the address book. If this is not done correctly, information on one BAS
will not flow to other BASs even in the same CP. During initialization, operators must also create and
distribute databases, which can be done via messages in ABCS. These databases ensure BASs can share
correct information.
Evaluation
B-211. Computer data tends to be accepted at face value as it is computer-based and assumed to always be
correct. Users of digital systems must resist this tendency. Error can be introduced through failures in
BASs, databases, and communications systems; human error in inputting data; and failing to update
information in a timely manner. Data must be evaluated within the context provided by SU to verify that
they are accurate and current. Users must follow up on discrepancies to ensure they have the correct
information.
COMMANDER
B-214. The commander has the following digital duties and responsibilities:
z Provides command guidance for employing ABCS.
z Provides C2 of automation resources.
z Establishes automation support priorities.
z Specifies unit COP.
z Establishes the CCIR and ensures these requirements are depicted in ABCS.
z Ensures subordinate leaders are trained in employment, operation, and sustainment of
automation.
z Trains subordinate leaders and staff to create, maintain, distribute, and use the COP.
EXECUTIVE OFFICER
B-215. The XO has the following digital duties and responsibilities:
z Coordinates the staff to ensure ABCS integration across BAS.
z Ensures staff integrates and coordinates its ABCS activities internally, vertically (with higher
headquarters and subordinate units), and horizontally (with adjacent units).
z Manages the CCIR; ensures satisfaction of the CCIR.
z Directs creation and distribution of the COP to include procedures for updating enemy and
friendly SU.
z Monitors information filters, collection plans, and networks that distribute the COP.
z Provides guidance for automation support.
z Coordinates the staff to ensure automation support.
z Coordinates procedures for inter-CP VTCs and whiteboard sessions.
z Monitors liaison teams with analog (nondigitized) units and joint/allied forces for their
contribution to the COP.
PERSONNEL OFFICER
B-216. The S-1 has the following digital duties and responsibilities:
z Is responsible for personnel functions of CSSCS.
z Employs CSSCS to monitor and report on personnel-related portions of the commander’s
tracked item list.
z Manages Electronic Military Personnel Office (enlisted)/Total Officer Personnel Management
Information System II (officer) interface with CSSCS.
INTELLIGENCE OFFICER
B-217. The S-2 has the following digital duties and responsibilities:
z Acts as staff proponent for ASAS and IMETS.
z Supervises ASAS and IMETS operations and support.
z Provides guidance on employment and support of ASAS and IMETS.
z Supervises the information security program; evaluates security vulnerabilities.
z Assists the S-6 in implementing and enforcing LAN security policies.
z Provides software application expertise on proponent systems.
SIGNAL OFFICER
B-220. The S-6 has the following digital duties and responsibilities:
z Serves as signal SME to the commander; advises the commander and staff on all signal support
matters.
z Monitors WAN performance; integrates the CP LAN.
z Is responsible for all automation information systems, automation and network management,
and information security.
z Ensures consistency and compatibility of automation systems.
z Manages the TI; is responsible for network employment, configuration, and status monitoring
and reporting.
z Receives planning worksheets with LAN/WAN requirements.
z Ensures unit information network connectivity between unit and higher/lower echelons.
z Plans, coordinates, and manages network terminals.
z Develops, modifies, and manages network need lines, UTO, and base configuration files.
z Plans, coordinates, and manages communications links to include reach-back communications.
z Coordinates with higher echelon S-6s for additional communications support.
z Develops and coordinates the signal digital support plan.
z Determines system and retransmission requirements for the tactical situation.
z Coordinates with higher, adjacent, and subordinate units in development of the signal digital
support plan.
z Manages the release of ABCS software within the unit.
z Provides a focal point for automation support (help desk).
z Implements and enforces LAN security policies.
z Establishes COMSEC accountability, distribution, destruction, and security procedures within
the unit.
SHIFT MANAGEMENT
B-226. Shift changes are usually scheduled at 12-hour intervals. Commanders consider offsetting shift
changes at midshift for key personnel. Staggering personnel in this manner maintains a constant interface
of new and old shift personnel. This practice ensures at least one individual knows what happened during
the previous shift. Figure B-16, page B-41, provides an example.
B-227. Soldiers must conduct a one-on-one exchange of information with the person they are relieving.
This exchange must be followed by section wide debriefs to ensure continuity in information flow and
handoff of ongoing staff actions.
B-228. Following the individual brief, section-level products and actions are reviewed. Each staff section
accomplishes the following actions:
z Review digital journal for the past 12 hours.
z Review and update any CCIR.
z Review current approved overlays.
z Review current COP products.
z Check files to ensure standard naming conventions are used.
z Review the UTO.
z Check section web products for updating and ensure they are properly posted.
B-229. A collective information exchange, in the form of a shift change brief, must be conducted so the
incoming shift receives a positive change of control. Personnel from different staff sections will have
access to key information produced by other sections and CPs. Handover briefings focus much less on the
rote exchange of information. Rather, these briefing sessions can function to focus personnel on available
information, evaluation of information, status of current operations, and tasks supporting future operations.
B-230. Critical digital considerations are briefed collectively within the CP. Table B-5, page B-42,
provides an example of what this brief may look like. There is presently no doctrinal guidance on this
process. Units should develop SOPs to address this requirement.
BATTLE RHYTHM
B-231. Battle rhythm is a doctrinal term describing a process essential to effective and efficient battle staff
operations. The cycle of recurring events within a CP focuses staff members to meet information and
action requirements. These recurring events include—
z Shift changes.
z Targeting meetings.
z Reports.
z Battle updates without the commander.
z Battle update briefings.
z Commanders’ collaborative sessions.
z Battle captain collaborative sessions.
B-232. The staff must achieve a battle rhythm for updating and viewing information and understand how
to use it to effect operations. A well-established battle rhythm aids the commander and staff with CP
organization, IM and display, decisionmaking, and fighting the battle from the CIC and via satellite C2
systems. Battle rhythm demands careful planning and design. The many competing demands must be
deconflicted. Even subordinate units affect a higher echelon’s battle rhythm based on their needs and unit
procedures. Two key things to consider when establishing SOPs for battle rhythm are scheduled updates
(both with higher and subordinate units) and bandwidth. ABCS competes for bandwidth with the
commander’s digital updates or VTCs primarily if data passes over communications links between CPs.
The MDMP can have one of the most dramatic effects on battle rhythm. The process is lengthy and
detailed and must be closely coordinated with other ongoing actions.
B-234. Traditionally, these updates were a recounting of significant events since the last update. To build
the update, the CP would establish an information cut-off time. The focus was on maintaining SU. ABCS
has altered this briefing from a staff brief to a constantly available information package focusing on the
commander’s needs. Table B-7 shows how the briefing has evolved from its traditional analog form to its
digital form.
Table B-7. Traditional versus digital
Traditional Digital
Significant events since last update. Commander accesses his own critical information needs.
Current as of cut-off time. Updated continuously.
Periodic event. Available anytime.
Current SU. Enhances SU.
Staff presentations and their preparation Staff routinely maintains information files, which continues
were significant events. with normal operations.
B-235. Battle update briefs should maximize the use of information from BASs to aid in understanding
the COP. Cutting and pasting information to non-ABCS briefing slides focus on fact finding and less on
analysis. The traditional form also consumes considerable time–more than 1 hour to build/transmit slides, 1
hour to present (at brigade level), and 1 additional hour to present (at the division level). When slides are
briefed, their information is outdated and inconsistent with the more current COP.
PLANNING
B-237. A digitized unit must exchange liaison teams with nondigitized units early and consistently
throughout the planning process. Nondigitized units must strive to conduct parallel planning but will be at
a disadvantage without digital staff tools. Parallel planning requires rapid exchange of information with
analog units during the planning process. Involving higher, adjacent, and lower staff elements early in the
planning process allows the entire staff to see both current and future operations and identify known or
potential problem areas.
LIAISON TEAMS
B-238. Digital liaison teams may be sent to the analog unit’s CP. Liaisons provide at least some digital
capability to analog units. These teams support SU for both the digital and nondigital unit, issue of orders,
and informal information exchange. The number of liaison teams is limited, and these alone cannot solve
the C2 challenges of analog units without digitally based SU. Liaison teams may be needed to escort
elements of the analog unit, even down to single vehicles if necessary. This latter option provides SU for
these analog elements but is only practical if the digital unit forms additional liaison elements.
EQUIPMENT REQUIREMENTS
B-239. The equipment and skills required of the liaison teams are a function of the type of operation being
conducted and force with which the team is coordinating. The following three basic forms of liaison effect
task organization of liaison teams:
z Digital unit to digital unit: Requires the least equipment and personnel; information is easily
shared in near-real time; critical SU is maintained in each unit’s knowledge base.
z Digital unit to analog unit: May occur when conducting operations with some active
component units, most RC units, and coalition forces; these teams require a full suite of digital
systems to maintain the parent unit’s COP and provide SU of the nondigitized force back to the
digital headquarters. Representation from each staff section may be required on the team.
z Digital unit to nonmilitary forces/agencies: Is the same as for analog units but augmented with
additional specialties such as the S-9/Assistant Chief of Staff-Civil Military Operations.
Even though PR can be performed by ground units, this appendix addresses use of
aviation assets to affect a recovery. Army aviation PR is a mission performed by a
designated aircrew for the specific purpose of PR when the tactical situation
precludes SAR assets from responding, and survivors and their location have been
confirmed. Mission success largely depends on thorough premission planning,
accurate and timely intelligence, verifiable survivor location, flexible and redundant
C2, and highly trained PR forces.
SECTION I – GENERAL
C-1. The Army’s PR philosophy is one of leadership and accountability. It comprises primarily the
Soldier’s Creed, directed responsibilities, and practical considerations. The Army conducts PR as a
collection of architecture and activities designed to affect the recovery of personnel who are isolated,
missing, detained, or captured (IMDC). PR is no longer just CSAR, special operation force or air asset
centric operation designed primarily for the rescue of aviators.
C-2. The Army PR function is defined as “the sum of military, diplomatic, and civil efforts to affect the
recovery and return of U.S. military, DOD civilians and contractor personnel, and/or other personnel as
determined by the Secretary of Defense, who are IMDC in an OE.” PR is one of the highest priorities
within the DOD. FM 3-50.1 outlines how the Army conducts PR within the joint services construct.
C-3. Army aviation’s role is in the execution of pre-established procedures and well rehearsed operations
to report, locate, support, recover, and repatriate IMDC personnel. While it is every Soldier’s responsibility
to assist IMDC personnel, aviation assets are generally employed in the recovery of personnel within the
unit or supported units’ AO when the IMDC personnel’s location is known. Four principle methods of
recovery are used when planning and executing recoveries—immediate, deliberate, external supported and
unassisted.
IMMEDIATE
C-4. Immediate recovery is the sum of actions conducted to locate and recover IMDC personnel by forces
directly observing the isolating event or, through the reporting process, determining that IMDC personnel
are close enough to conduct a rapid recovery. Immediate recovery assumes that the tactical situation
permits a recovery using the forces at hand without detailed planning or coordination.
DELIBERATE
C-5. Deliberate recovery is the sum of actions conducted by friendly forces when an incident is reported,
and an immediate recovery is not feasible or successful. Weather, enemy actions, IMDC personnel
location, and recovery force capabilities are examples of factors that may require the detailed planning and
coordination of a deliberate recovery.
EXTERNAL SUPPORTED
C-6. External support recovery is the sum of actions conducted when immediate or deliberate recovery is
not feasible or successful. External support recovery is either the support provided by the Army to other
joint TF components, interagency organizations, or multinational forces, or the support provided by these
entities to the Army. CAS, ISR, and airborne C2 are examples of capabilities that may be required from
different components to execute an external support recovery.
UNASSISTED
C-7. Unassisted recovery comprises actions taken by IMDC personnel to achieve their own recovery
without outside assistance. An unassisted recovery typically involves an evasion effort by IMDC personnel
to return to friendly forces, or a point where they can be recovered via another method. While the code of
conduct requires IMDC personnel to make every effort to evade or escape, commanders must strive to
recover these personnel utilizing one or a combination of the other methods.
SECTION II - PLANNING
C-8. The ability of the aviation brigade to successfully conduct PR is a function of proper MDMP, risk
management, training and providing resources. PR integration into all brigade missions trains critical skills
needed at every level to allow the safe return of friendly forces and deny the enemy an easy way to
capitalize on mistakes in planning. The planning and training of the CAB encompasses everything from the
identification of high-risk isolating events for ground and air missions, to the execution of movement with
gun escort to rapidly recover BCT Soldiers stalled with vehicle problems in a potentially unsafe area. It
extends to supporting external joint assets with CAB assets to affect a recovery. In-depth planning
guidance may be found in the FM 3-50.1. Some basic elements to consider are—
z The primary mission continues parallel to the recovery effort.
z The goal is recovery of the IMDC person.
Plan a system that enforces accurate reporting.
Ensure the system provides for accurate record keeping without degrading the PR effort.
z Prevent the IMDC event.
z Prepare for the IMDC event.
z Design the PR architecture within the C2 system.
z Organize, train, and equip for PR.
z Integrate contractor and DA civilians into OPLAN/OPORD.
z Transition the PR capability (IMDC events may occur early in the deployment).
z Plan for integrated rehearsals.
z Employ the recovery force based on METT-TC.
z Develop the plan from receipt of the report to reintegration of the IMDC.
C-9. The integration of the entire staff is crucial to developing sound PR plans during MDMP.
Commanders ensure that PR is included in the MDMP, and in the eventual plan or order that results. PR
planners coordinate their actions with all functional staff elements, leveraging the expertise of staff
members in their individual areas to develop PR COAs and plans that enable PR coverage across the AO.
By focusing planning on the five PR execution tasks (report, locate, support, recover, and reintegrate), and
the abilities of commanders, staffs, units, and potential IMDC personnel to perform together to execute
those tasks during a PR mission, PR planners develop robust PR plans that support the overall mission.
TRAINING
C-10. Training must be conducted at all levels within the brigade and constantly reinforced to be effective.
PR academics and survival, evasion, resistance, and escape (SERE) skills allow each Soldier to understand
how to survive an isolating incident and that there is a plan for their safe recovery. The brigade staff, with
the personnel recovery officer (PRO), should develop plans and actions within CP drills and SOPs to
facilitate the PR execution tasks. These elements should be integrated into garrison and combat daily
operations. This may be accomplished by acting on routine precautionary landings and vehicle
maintenance problems as if in combat, or adding isolating events to collective training exercises. Honest
assessment of daily reactions to isolating incidents will give commanders a measure of effectiveness in
their PR programs.
ON-SCENE COMMANDER
C-12. The OSC is the person designated to coordinate recovery operations within a specified area. He or
she does not have to be in an aircraft; he or she may be ground or vessel based, but must be proficient in all
PR procedures and have the ability to communicate with higher headquarters. While this qualifies a pilot to
act as OSC, any Army aircrew may be called upon to act in this capacity. In fact, if any aircraft goes down,
the first aircraft to arrive on scene (wingman) assumes OSC responsibilities regardless of proficiency. The
OSC checklist may be found in the theater SPINS. Other responsibilities of the OSC include—
z Establishing and authenticating communication with isolated personnel.
z Locating isolated personnel and passing initial information to the AMC via the rescue mission
brief.
z Conducting a threat assessment of the objective area (avoid highlighting the isolated personnel’s
location).
z Completing the OSC checklist.
z Determining the health/condition of isolated personnel and passing status to the AMC.
z Re-authenticating isolated personnel after OSC changeover only when the situation warrants.
RECOVERY FORCE
C-14. The PR force consists of the personnel affecting the actual recovery of the isolated personnel. This
includes security personnel for the area around the extraction point; recovery personnel that authenticate
and move the isolated personnel to the aircraft; and medical personnel that provide immediate assistance to
the isolated personnel or injured security force personnel. The size and composition of this force may vary
with the mission supported and the perceived or actual threat. During recovery operations, the RMC should
be in the gun escort for SA at the objective; however, this is mission dependant.
Note. In medium aviation brigades, pathfinders generally conduct security force operations
during personnel recoveries. When security forces from outside the CAB are utilized, it is even
more critical to conduct training and rehearsals to ensure proper integration between
participating units.
GUN ESCORT
C-16. The attack reconnaissance assets utilized to provide security escort to the helicopter recovery force
may also be called the RESCORT. The primary duty of the gun escort or RESCORT is to provide
protection and SA for the helicopter recovery force. The principles of air assault security are used in
execution of this task. Priority is to avoid, suppress, and destroy targets posing a threat to the ground or
helicopter recovery force, and to initiate communication with the OSC or IMDC personnel (if no OSC is
on station).
REPORT
C-18. Timely, accurate reporting to the PR cell by subordinate units—
z Is the most critical and time sensitive PR action.
z Provides the commander options related to isolating incidents
z Suggests possible assets that may assist in recovery planning time.
C-19. Inaccuracies in reports such as call sign errors, location errors, unverified information, lack of
personnel information, and lack of delegation within the staff causes problems that increase in magnitude
due to the parallel nature of the PR planning process.
C-20. Historically, commanders have been hesitant to report a possible loss of accountability. Failure to
report rapidly or have procedural controls in place to identify IMDC personnel causes a delay in
responding. Rapid, coordinated action to recover the IMDC capitalizes on the enemy’s relative confusion
that generally surrounds an IMDC event.
LOCATE
C-21. If the IMDC location is unknown at the time of the initial report, every effort must be made to
determine its location. Recovery efforts cannot commence until the IMDC’s location is known. This
highlights the criticality of gaining and maintaining SA. Once “eyes-on” and basic communication has
been achieved, every effort must be made to maintain that level of SA. This requires an understanding of
basic signaling and the management of assets to maintain contact.
SUPPORT
C-22. The support task includes actions taken to mentally, physically, and emotionally sustain IMDC
personnel and their families, throughout the five tasks. Support to IMDC personnel includes establishing
communications, conducting resupply, maintaining morale, and providing protection. While planning
continues, IMDC personnel require support until units can conduct a recovery. IMDC personnel are
authenticated to confirm their identities, family support is initiated with the rear detachment, and planning
for the recovery is finalized and briefed to decision makers. All battlefield enablers should be employed to
provide support to IMDC personnel. Creative use of “show CAS”, FS, ISR, and CAB assets may be
combined to ensure the isolated person understands he or she will be recovered.
RECOVER
C-23. The recover task includes the employment of forces to regain positive and procedural control of
IMDC personnel and does not end until the IMDC personnel are handed over by the recovery element to
medical personnel for reintegration. Once a COA has been approved, the order is passed to the recovery
force. It may be necessary to launch the recovery force immediately to put them into a position to execute
the recovery in a timely manner. The CAB commander generally retains the execute authority to ensure
that more forces are not put at risk and all planning factors have been integrated to mitigate risk.
C-24. During the recovery, the PR cell continuously monitors the progress of the mission and keeps the
PRCC informed to ensure that additional assets may be employed in a timely manner should the mission
not progress as envisioned. Once the recovery of the IMDC has occurred, it is critical that
medical/reintegration assets are updated and transportation is coordinated.
REINTEGRATE
C-25. PR execution does not stop with the successful recovery of IMDC personnel; it continues through
the reintegration process. The goals of reintegration are two-fold—attend to the medical needs of the
recovered personnel; and gather information about the event that has an immediate impact on current and
future operations. The overriding concern during reintegration is the health and welfare of the recovered
personnel. These factors take precedence over all others during the reintegration process. Reintegration
team personnel must often balance these factors with the need to gather pertinent information from the
recovered personnel. Reintegration also includes preparing IMDC for potential media interaction and
providing other support to reduce their anxiety and possible frustration during recovery activities.
C-26. Every isolating incident affects individuals differently. Without medical and psychological
assessments it is difficult to determine the exact affect. Commanders occasionally fear losing an individual
to the process. This concern should be mitigated by the risk of sending personnel who have experienced
emotional trauma back to duty.
GENERAL
D-1. CRM teaches Soldiers “how to think” rather than “what to think.” Tough, realistic training
conducted to standard is the cornerstone of Army warfighting skills. An intense training environment
stresses both Soldiers and equipment, creating a high potential for accidents. The potential for accidents
increases as training realism increases. Commanders must find ways to protect their Soldiers and
equipment from accidents during realistic training to prepare for war. An accidental loss in war is no
different in its effects from a combat loss; the asset is gone.
D-2. The CRC, located at Fort Rucker, Alabama, is the authority on CRM. Refer to FM 5-19 or visit the
CRC website at https://crc.army.mil for more information.
THE PROCESS
D-3. The CRM process is defined in FM 5-19. CRM is the Army’s primary decisionmaking process for
identifying hazards and controlling risks across the entire spectrum of Army missions, functions,
operations, and activities. CRM is a commonsense way of accomplishing the mission with the least risk
possible. It is a method of getting the job done by identifying the areas that present the highest risk and
taking action to eliminate, reduce, or control the risk. CRM thereby becomes a fully integrated part of
mission planning and execution.
z Make risk decisions at the appropriate level. As a decisionmaking tool, CRM is only effective
when the information is passed to the appropriate level of command for decision. Commanders
are required to establish and publish approval authority for decisionmaking. This may be a
separate policy, specifically addressed in regulatory guidance, or addressed in the commander’s
training guidance. Approval authority for risk decisionmaking is usually based on guidance from
higher headquarters.
z Accept no unnecessary risk. Accept no level of risk unless the potential gain or benefit
outweighs the potential loss. CRM is a decisionmaking tool to assist the commander, leader, or
individual in identifying, assessing, and controlling risks in order to make informed decisions
that balance risk costs (losses) against mission benefits (potential gains).
z Apply the process cyclically and continuously. CRM is a continuous process applied across
the entire spectrum of Army training and operations, individual and collective day-to-day
activities and events, and base operations functions. It is a process that is used to identify and
assess hazards, develop and implement controls, and evaluate outcomes.
z Do not be risk averse. Identify and control the hazards; complete the mission.
z Knowledge of risk factors is a key to planning and decisionmaking. With this knowledge
leaders quantify risks, detect problem areas, reduce risk of injury or death, reduce property
damage, and ensure compliance with regulations. Unit leaders should conduct risk assessments
before conducting any training, operations, or logistics activities.
FATIGUE
D-8. Aviation operations are inherently dangerous. Commanders and leaders must be aware of increased
dangers present in sustained operations. Additionally, leaders must be able to recognize the symptoms of
chronic and acute fatigue and how to deal with fatigued aircrews. FM 3-04.301 provides an in-depth
review of aero medical factors associated with aviation fatigue. Unit flight surgeons are trained to advise
and assist the commander with managing or eliminating symptoms of fatigue.
FIGHTER MANAGEMENT
D-9. Fighter management describes a process essential to effective and efficient aircrew and battle staff
operations. The aircrews are those personnel in the unit who execute the unit’s flight mission. The battle
staff are those personnel in the unit who manage the operations. Successful continuous operations at the
unit level are sustained when commanders enforce rest periods. The unit requires an SOP defining rest
periods, especially for crew members and mission critical personnel. The S-3 and operations personnel at
battalion or higher levels can assist in monitoring, while commanders, flight surgeons and SOs manage this
program. Commanders should utilize a tracking device to help manage a fighter management program.
Table D-1 provides and example of the fighter management tracking system.
Table D-1. Example of fighter management tracking system
RANK: NAME: SSN:
MONTH Daily Totals 14-Day Totals 30-Day Totals
Reset w/10 hrs rest Reset w/24 hrs rest Reset w/48 hrs rest
Duty Hrs Flight Hrs Duty Hrs Flight Hrs Duty Hrs Flight Hrs
Carry Fwd
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
D-10. AR 95-1 provides regulatory guidance for aviation duty periods and associated flight hours. Local
commanders are the approval authority and designate duty hour, flight hour, and rest period requirements
for their command. Table D-2, page D-4, provides an example of the duty period and flight-hour matrix.
HAZARDS TO FLIGHT
D-15. Experience, judgment, maturity and discipline define today’s Army aviators. Aviation commanders
and leaders at all levels must continue to coach, teach and mentor one another. Aviation branch demands
“standards”. The following is a list of hazards and control measures to flight (table D-3, page D-5). This
list is not all encompassing; however, by identifying hazards and controls associated with accidents that
have already occurred, we can continue to learn from others and reduce overall aviation mishaps.
Hazards Controls
Failure to estimate closure rates and necessary Maintain SA for proper distance estimation and closure
control inputs. rates.
Abrupt steep turns, high speed flight, low altitude Maintain aircraft with in power limitations for conditions.
and power management.
Inadequate pre-mission planning. Plan and brief missions at the appropriate level.
Inadequate AMC duties. Define and outline requirements for AMC program.
Zero illumination, combat formations, and Thorough planning, briefing and risk management.
unfamiliar areas.
Lack of mission training proficiency. Conduct mission training to standard.
Lack of crew coordination. Conduct aircrew coordination training enhanced (ACT-E).
Overconfidence and inadequate supervision. Maintain unit discipline and leadership standards.
Engine failure. Execute proper emergency procedure.
Inadequate scanning causes aircrews to impact Conduct continuous scan and crew coordination.
wires, birds or flight hazards.
DESCRIPTION
E-2. The OH-58D is a single-engine, dual-seat, armed observation aircraft. It has an improved master
controller processing unit system providing highly integrated communication, navigation, aircraft, and
mission equipment subsystems. The video crosslink can store compressed images in memory and enables
transmission of video images between aircraft. The mast-mounted sight (MMS) contains a suite of sensors
including a high-resolution television camera, IR thermal imaging, laser rangefinder, laser designator, and
videotape recorder. Table E-1 outlines OH-58D aircraft characteristics.
Table E-1. OH-58D characteristics
Specifications:
Length: 41 ft 2.4 in
Height: 12 ft 10.6 in
Fuselage width (w/weapons pylons): 9 ft 2 in
Main Rotor Diameter: 35 ft
Max Speed (Level): 110 kts
Max Gross Wt: 5500 lbs (5200 lbs by interim statement of airworthiness qualification)
Cruise Airspeed: 90 kts*
Combat Radius: 120 km*
Armament:
Missile range (Hellfire): 8,000 m
Missile range (ATA Stinger): 5,000 m
Rocket range (Hydra 70): 6,000m (Airburst), 8000m (Contact)
Gun Range (.50 Cal):
2000 m (1600 m tracer burnout)
Optics - MMS:
TIS:
Detection 10+ km
Recognition 6-7 km
Identification 3 km
Television Sensor:
Detection 8+km
Recognition 7 km
Identification 4-6 km
CAPABILITIES
E-3. The OH-58D provides the following:
z Day, night, battlefield obscurant, and limited adverse-weather fighting capabilities.
z Data transfer system permitting upload from AMPS DTM and downloading of selected
postmission data.
z Countermeasure suite of IR jammers, radar warning receivers, and laser warning detectors.
z Moving map display.
z Video recording and cockpit playback of television and thermal imagery from the mission.
z Advanced navigation and mission planning equipment; transportable in the C-130, C-141, C-5,
and C-17.
ARMAMENT SYSTEMS
E-4. The OH-58D armament capabilities consist of a .50-caliber machine gun, 2.75-inch rockets, Hellfire
missiles, and Stinger air-to-air missiles. These systems are mounted on two universal weapons pylons. The
aircraft has a laser rangefinder/designator used to designate for the weapons system as well as provide
range-to-target information for onboard weapons systems. Additionally, the OH-58D utilizes an AIM-1 IR
Laser Aiming Light as an aiming device for night combat engagements. The AIM-1 can also be utilized to
identify and/or confirm enemy targets.
Hellfire Missile
E-7. The Hellfire missile system is an air-to-surface, laser guided missile system. The hellfire missile is a
point target weapon system using high explosive anti-tank (HEAT) warheads to destroy armored targets
and blast fragmentation and thermo-baric warheads to defeat all targets, except armor targets, utilizing blast
and fragmentation. The Hellfire missile system can be comprised of one or two launchers containing up to
two missiles each. However, weight restrictions may limit the aircraft to just one launcher. The minimum
engagement range is 500 meters; maximum range is 8,000 meters. Laser designation may be autonomous
or by remote ground or airborne designators.
ARMAMENT CONFIGURATIONS
E-9. Table E-2 provides typical OH-58D ordnance loads.
Table E-2. Typical OH-58D helicopter ordnance loads
E-10. Figure E-1 illustrates an example of mission load configurations. Only one system at a time may be
mounted per side.
COMMUNICATIONS
E-11. The OH-58D has the following communications systems:
z Two AN/ARC-201D SINCGARS with embedded encryption and data capability. Both operate
in the 30 to 87.975 MHz frequency range and have antijam, frequency-hopping capability.
z The AN/ARC-186 provides VHF-AM (116 to 151.975 MHz).
z The AN/ARC-164 Have Quick II provides antijam frequency-hopping UHF-AM
communications in the 225 to 399.975 MHz range at 25 KHz intervals.
z An IDM transfers digital messages. The KY-58 provides secure communications for Have
Quick II and VHF-AM/FM radios.
NAVIGATION SYSTEM
E-12. The embedded global positioning system/inertial navigation system (EGI) is a self-contained, all-
attitude navigation system that works with the radar altimeter and laser rangefinder/designator. Its
embedded GPS receiver supports both pure and blended GPS, and INS solutions. The system is capable of
storing waypoint and target information for making flight plan routes and altering these routes if a mission
changes. EGI also provides target location in longitude and latitude or MGRS coordinates and altitude in
meters or feet MSL when range, bearing, and declination to the target are provided to the navigation
subsystem for the MMS.
LIMITATIONS
E-13. The following paragraphs discuss limitations of the OH-58D.
Obscurants
E-15. Some obscurants (dust, rain, haze, or smoke) can keep laser energy from reaching the target and hide
it from the incoming munitions seeker.
APACHE (ALPHA/DELTA)
E-19. The AH-64 is a highly stable aerial weapons-delivery platform. Its primary role is to attack. It can
fight to destroy, attrit, disrupt, or delay enemy forces. Armed reconnaissance and security are secondary
roles.
DESCRIPTION
E-20. The AH-64 is a twin-engine, tandem-seat, aerial weapons platform. It is equipped with a target
acquisition designation sight (TADS), tri-service laser designator/range finder, and a pilot night vision
sensor (PNVS) allowing the two-man crew to navigate and attack at night at extended standoff ranges, and
in some adverse weather conditions. The Apache has a full range of ASE.
E-21. The AH-64D is a remanufactured AH-64A. Its improved navigation system integrates dual INS/GPS
and Doppler radar for acceleration cueing. Some Longbow models are equipped with a millimeter wave
fire control radar (FCR) allowing the helicopter to identify, classify, prioritize, and track certain targets to
the maximum range of the Hellfire weapon system. Table E-3 compares Apache aircraft specifications.
Table E-4 details AH-64D characteristics.
Armament:
Maximum autonomous Hellfire missile range: 7,000m
Maximum remote designated Hellfire missile range: 8,000m
2.75” Rocket hover fire most effective dispersion pattern: 3,000 – 5,000m for MPSM and unitary
warhead
2.75” Rocket running/diving fires in CCA accuracy degrades beyond 1,000-1,200m
Maximum 30mm Gun range: 4,000 m
Maximum effective gun range from a hover using TADS: 1,500 point targets, 3,000m area targets
Running/diving fires in CCA accuracy degrades beyond 800-1,000m
Optics:
TADS/Day TV (Low Light, Daytime) Allows autonomous laser designation of tank size target with
image auto tracker at 6,000m, 4,000m using manual tracking
TADS/TIS (day, night, weather, obscurants) Allows autonomous laser designation of tank sized target
with image auto tracker at 3,500m, 3,000 using manual tracking.
PNVS (night, weather, obscurants)
MTADS (Second generation TIS) greatly increases TADS capability to detect and identify, not
available on all AH-64D aircraft.
Navigation Equipment:
Dual EGI/GPS, Doppler radar, ADF
Flight Characteristics:
Max speed in level flight is a function of environmental conditions, aircraft weight and engine
capabilities and will not normally exceed 140-145 Kts.. Normal cruise speed: 110 - 120 kts
Additional Capabilities:
Aircraft can be configured with up to four 230 gallon external fuel tanks for ferrying/self-deployment
missions.
Use of IZLID laser for AGI to allow ground units to view laser through NVDs.
Can be configured with Roberson internal fuel tank to increase flight endurance by 45-55 minutes.
Limitations:
Threat ID; IR crossover; Weather may inhibit Hellfire engagements (seeker must be able to “see” the
laser designated spot); overwater operations severely degrade navigation system; PNVS cannot
detect wires or other small obstacles. TADS and PNVS TIS quality can be severely degraded by
weather conditions that will not normally affect ground maneuver forces, such as rain, fog, snow.
Aircrews may or may not have NVG capability.
Fire-Control Radar
E-22. The Apache Longbow system consists of an integrated millimeter wave FCR, along with a radio
frequency interferometer (RFI). The FCR enables Apache Longbow helicopters to detect, classify,
prioritize, and engage targets with radar frequency Hellfire missiles without visually acquiring the target.
Apache Longbow crews may also employ radar frequency Hellfire missile during poor visibility when
laser, optical, and TIS sensors are degraded. The FCR will not identify friend or foe, however the RFI can
detect and identify radar systems and display targeting information on the same screen as the information
from the FCR.
E-23. Apaches equipped with the Longbow system are denoted as either AH-64D with radar or AH-64D
Longbow. The Longbow is equipped with FCR, a radar frequency interferometer, and upgraded 701C
engines to compensate for the additional weight of the Longbow system. The Longbow system is
integrated with the TADS to allow simultaneous and autonomous operation of the TADS and the FCR.
Without Radar
E-24. The AH-64D without radar includes all preceding Longbow aircraft upgrades except an FCR, a radar
frequency interferometer system, and their associated black boxes. The aircraft may not have the improved
701C engine installed. The AH-64D without radar can be converted to an AH-64D with radar upon
installation of the Longbow system and 701C engines. The AH-64D without radar can fire the radar
frequency Hellfire missile autonomously (with LOS to the target) or by using FCR targeting data handed
over from an AH-64D with radar.
CAPABILITIES
E-25. The AH-64 provides the following:
z Precision attacks during day or night, or when the battlefield is obscured (Longbow).
z Wide array of firepower options.
z Detection, classification, and prioritization of stationary and moving ground and airborne targets
(Longbow).
z Robust suite of EW systems.
z Lethal destruction of enemy ADs.
z Real-time SA and intelligence of the battlefield to the digitized aviation/ground commander;
data transfer system to upload from the AMPS data-transfer cartridge and download postmission
data.
z HF radio for NOE long-distance NLOS communications.
penetrate more than 2 inches of armor at 2,500 meters and produces antipersonnel effects within a 4-meter
radius. At typical engagement ranges, HEDP ammunition will defeat BMP type targets. The AH-64 can
carry 1,200 rounds of 30-millimeter ammunition. It has a rate of fire of 600 to 650 rounds per minute with
a maximum effective range from a hover using TADS of approximately 1,500 meters against point targets
and 3,000 meters against area targets. Running/diving fires in a CCA environment are limited by range
source selection and often fired using the helmet sight at ranges of less than 1,000m.
Hellfire Missile
E-30. The Hellfire is used primarily to destroy tanks, armored vehicles, and other hard-material targets.
The AH-64A is capable of firing only the SAL Hellfire while the AH64D is capable of firing both the SAL
and radar frequency Hellfire missiles. SAL and radar frequency Hellfire can defeat any known armor. The
minimum engagement range is 500 meters, the maximum range is 8,000 meters, and the maximum aircraft
load when configured with four hellfire launchers is 16 missiles. If configured with four hellfire launchers,
2.75-inch rocket pods are not installed. Environmental conditions may significantly restrict weapons loads
and station time.
MISSION CONFIGURATIONS
E-34. Table E-5 is a matrix of AH-64D mission profiles and typical ammunition loads (weight limits may
require reduction in mission loads).
Table E-5. AH-64D weapons loads, weights, and radius
Weapons: A B C Weights & Radius: A B C
(110 kts airspeed)
Hellfire 8 16 12 Operate 13897 14009 13953
Rockets 38 0 19 Fuel 2870 2870 2870
30mm 340 340 340 Load 2103 1862 1982
T/O 18870 18741 18805
Radius KM 210.6 210.6 210.6
Radius NM 113.7 113.7 113.7
Endurance 2.23 2.23 2.23
COMMUNICATIONS
E-35. The AH-64D has the following communications systems:
z The AN/ARC-201D SINCGARS with embedded encryption and data capability (operates in the
30 to 87.975 MHz frequency range and has antijam, frequency-hopping capability).
z The AN/ARC-164 Have Quick II provides antijam frequency-hopping UHF-AM
communications in the 225 to 399.975 MHz range at 25 KHz intervals.
z The AN/ARC-186 provides VHF-AM (116 to 151.975 MHz).
z The AN/ARC-220 HF radio provides NOE long-range communications in the 2 to 29.999 MHz
range and secure mode when employed with the KY-100.
z The TSEC/KY-100 provides secure communications for the AN/ARC-220 HF radio.
z The TSEC/KY-58 interfaces with AN/ARC-201D and AN/ARC-201 radios to provide secure
voice for these radios.
z The IDM transfers digital messages.
z Some aircraft may have a second SINCGARS radio in place of the HF radio.
NAVIGATION SYSTEMS
E-36. The navigation subsystem consists of the following major components:
z Embedded global positioning system/inertial navigation system (EGI), primary and backup.
z Doppler radar velocity sensor.
z Radar altimeter.
z Automatic direction finder (ADF).
z High integrated air data computer.
z Flight management computer.
LIMITATIONS
E-37. Prominent limitations of the AH-64 are discussed in the following paragraphs.
Threat Identification
E-38. Threat identification through the TIS is extremely difficult. Although the crew can easily find the
heat signature of a vehicle, it may not be able to determine whether it is friend or foe. FCR target
identification is limited to radar cross section return data and does not determine actual target validity.
Obscurants
E-40. Some obscurants (such as dust, rain, haze, or smoke) can prevent laser energy from reaching the
target. It also hides the target from incoming munitions seekers for SAL Hellfire and prevents effective use
of TIS. AH-64D FCR and radar frequency Hellfire see and shoot through obscurants.
BLACK HAWK
E-43. The primary missions of this aircraft are air assault, air movement, and C2 Support. Additional roles
include PR, aircraft recovery, parachute operations, disaster relief, and fire fighting.
DESCRIPTION
E-44. The UH-60A/L is a twin-engine, dual-seat, utility helicopter. The minimum required crew is a pilot
and copilot. It is designed to carry 11 combat-loaded air assault troops (seats installed). It also can move a
105-millimeter howitzer and 30 rounds of ammunition. The UH-60A/L is equipped with a full instrument
package and certified for IMC as well as day and NVG operations. Table E-6 provides UH-60A/L aircraft
characteristics.
Table E-6. UH-60A/L aircraft characteristics
Specifications:
Length: 64 ft 10 in rotors turning, 41 ft 4 in rotors/pylons Cabin door dimensions: 69 in wide x 54.5 in
folded. high.
Height: 12 ft 4 in center hub, 16 ft 10 in tail rotor. Maxi gross weight, UH-60A/L: 22,000 lbs*.
Width: 9 ft 8.6 in main landing gear, 14 ft 4 in stabilator. Maximum cargo hook load, UH-60A: 8,000
Width with external stores support system (ESSS) lbs*.
installed: 21 ft. Maximum cargo hook load, UH-60L: 9,000
Main rotor and tail rotor diameter: 53 ft 8 in main rotor, 11- lbs*.
ft tail rotor at 20-degree angle. Cruise airspeed: 130 kts *.
Cabin floor dimensions: 73 in wide x 151 in long. Combat radius: 225 km *.
Armament:
2 x M60D or M240 (7.62 MGs) (self protection only).
Optics:
Pilots use AN/AVS-6 to fly the aircraft at night.
Navigation Equipment:
Doppler/GPS navigation set.
Flight Characteristics:
Max speed (Level): 156 kts.
Normal cruise speed: 120-145 kts.
With external slingloads: 140 kts max. Up to 8,000 lbs/120 kts max. 8,000-9,000 lbs.
Additional Capabilities:
The ESSS allows configuration for extended operations without refueling (5+ hours) (2 X 200 gallon fuel
tanks) and ferry and self-deployment flights (4 X 200 gallon fuel tanks).
The enhanced C2 console provides the maneuver commander with an airborne platform supporting six
secure FM radios, one HF radio, two VHF radios, and two UHF radios.
Can be configured with the Volcano Mine Dispensing System; requires 8 hours to install.
Capable of inserting and extracting troops with FRIES/SPIES.
Limitations:
Use of the ESSS for fuel limits access to the cabin doors for troops and bulky cargo or litters. It also
greatly decreases the payload and maximum speed.
UH-60A cannot sling-load a TOW HMMWV.
Cruise speed is greatly decreased by light, bulky sling-loads (less than 80 kts).
* varies with environmental/mission conditions
CAPABILITIES
E-45. The UH-60A/L provides the following:
z Countermeasure suite of IR jammers and radar warning receivers.
z Data-transfer system to upload from the AMPS data-transfer cartridge and download
postmission data.
z Internal transport of 11 combat-loaded troops with seats installed and approximately 16 combat-
loaded troops with seats removed. Actual number of troops carried is limited by space and
environmental conditions.
z Self-deployable range of 558 NM with the ERFS, with 30-minute reserve.
z Transportable by the C-5 and C-17 aircraft.
ARMAMENT SUBSYSTEMS
E-46. The UH-60 has provisions for door mounting of two M60D/M240 7.62-millimeter machine guns.
The subsystem is pintle-mounted in each gunner’s window at the forward end of the cabin section. The two
machine guns are free pointing but limited in traverse, elevation, and depression.
AIR VOLCANO
E-47. The air Volcano is a helicopter-mounted, automated, scatterable mine-delivery system able to deliver
mines day or night. The system can rapidly emplace a 278-meter, 557-meter, or 1,115- by 140-meter field
at up to 960 mines (800 AT and 160 anti-personnel) per sortie. AT density yields an 80 percent chance of
encounter. Mines can be set to self destruct after 4 hours, 48 hours, or 15 days. The air Volcano system has
the following limitations:
z The UH-60 with air Volcano mounted, a full crew, and one system operator will be at high gross
weight, which reduces range and maneuverability.
z Minefield emplacement is conducted at low airspeeds (80 kts or less), making the aircraft more
vulnerable to detection and engagement.
z Crew cannot operate the M60D/M240 machine gun with the air Volcano installed.
z Installation requires approximately 8 hours.
z Requires two 5-ton cargo trucks for transport; it is an engineer responsibility to provide
transportation assets to move these systems.
E-48. Four types of minefields can by emplaced using Volcano—disrupt, fix, turn, and block. Refer to FM
1-113 for additional information.
COMMUNICATIONS
E-49. The UH-60 A/L has the following communications systems:
z The AN/ARC-186 provides two-way voice communications in both the VHF-AM-FM ranges. It
provides VHF-AM ATS communications.
z The AN/ARC-164 (V) Have Quick II provides two-way voice communications in the UHF-AM
frequency range of 225 to 399.975 MHz; the sets provide an antijam frequency-hopping
capability.
z The AN/ARC-201 (SINCGARS) is a VHF-FM antijam frequency-hopping radio, providing
communications in the 30 to 87.975 MHz frequency range at 25 KHz intervals.
z The AN/ARC-220 HF radio provides NOE, long-range communication with the AN/ARC-100
in the CP and with other HF receivers.
z The TSEC/KY-58 interfaces with the ARC-186 (V), Have Quick II, and SINCGARS radios to
provide secure communications.
NAVIGATION SYSTEMS
E-50. The UH-60A/L has the following navigation systems:
z The ASN-128B/D Doppler/GPS navigation set provides present position or destination
navigation information in latitude and longitude or MGRS coordinates.
z The AN/ARN-89 or AN/ARN-149 (V) provides automatic direction-finding capability for
instrument navigation and approach.
z The AN/ARN-123 (V) or AN/ARN-147 (V) VOR/LOC/GS/MB receiving sets provide
instrument navigation and approach.
LIMITATIONS
E-52. The following are limitations of the UH-60A/L aircraft:
z UH-60A/L aircrews employ AN/AVS-6 NVG that lack the same night capabilities as AH-64
and OH-58D TISs.
z UH-60A/L aircraft are instrument-certified but cannot operate in all environmental conditions.
z Aircraft equipped with extended-range fuel tanks may not offer the same accessibility to the
aircraft cabin for loading; self-defense machine guns have a limited range of motion when ERFS
kits are installed.
DESCRIPTION
E-54. The HH-60L is a twin-engine, dual seat, utility helicopter. The minimum required crew is a pilot and
copilot. For aeromedical evacuation missions, the crew includes up to three medical attendants (typical
configuration includes one crew chief and two medical attendants). The HH-60L is equipped with a full
instrument package and certified for IMC, as well as day and NVG operations. In addition to its basic
configuration, the HH-60L includes a nose mounted TIS and kit installations allowing rescue hoist,
extended-range fuel, and aeromedical evacuation operations. The interior design of the HH-60L allows for
the installation of life-saving instruments and equipment for use by on-board medical attendants. Normal
cabin configurations of the HH-60L can accommodate up to four primary litter patients or six ambulatory
(seated) patients. However, when necessary, two Standardization Agreement (STANAG) litters can be
placed on the floor under the forward lifts for a total of six litter patients. The unique platform design also
includes oxygen distribution and suction systems, an airway management capability, and provisions for
stowing intravenous solutions. The interior also features the following capabilities essential to providing
the highest degree of patient care when every second counts:
z Oxygen generating systems.
z NVG compatible lighting throughout.
CAPABILITIES
E-56. The HH-60L provides transport of the following:
z Six litter patients and two medical attendants.
z Six ambulatory patients and two medical attendants.
z Internally and externally loaded medical supplies.
z Medical personnel.
ARMAMENT
E-57. The HH-60L is an unarmed aircraft (no gunner windows).
COMMUNICATIONS
E-58. The HH-60L has the following communication systems:
z The AN/ARC-201 (SINCGARS) provides VHF-FM communications in the 30 to 87.975 MHz
frequency range and has antijam, frequency-hopping capability.
z The AN/ARC-222 provides VHF-AM/FM communications and a maritime capability.
z The ARC-164 (V) provides UHF-AM communications in the 225 to 399.975 MHz frequency
range and has antijam, frequency-hopping capability.
z The AN/ARC-220 HF radio provides NOE long-range communications in the 2 to 29.999 MHz
frequency range.
z The KY-58 provides secure communications for the SINCGARS, Have Quick II, and AN/ARC-
222 radios.
z The KY-100 provides secure communications for the AN/ARC-220 high frequency radio.
NAVIGATION SYSTEMS
E-59. The HH-60L has the following navigation systems:
z AN/ARN-149 ADF.
z AN-ARN-147 VOR/LOC/GS/MB receiving set.
LIMITATIONS
E-61. The following are limitations of the HH-60L aircraft:
z HH-60L aircrews employ AN/AVS-6 NVG that lack the same night capabilities as AH-64 and
OH-58D TISs. The HH-60L TIS is for mission detection of Soldiers to be evacuated. It is not
compatible for flying the aircraft.
z HH-60L aircraft are instrument certified but cannot operate in all environmental conditions,
depending on threat and NAVAID availability.
z Aircraft equipped with extended-range fuel tanks may not offer the same accessibility to the
aircraft cabin for loading.
z The medical equipment in the HH-60L is hard-mounted and cannot be removed for conversion
to a UH-60L.
CHINOOK
E-62. The primary missions of this aircraft are air assault and air movement. Additionial roles include PR,
CASEVAC, aircraft recovery, parachute operations, disaster relief, and fire fighting.
DESCRIPTION
E-63. The CH-47D is a twin-turbine engine, tandem-rotor helicopter. The minimum crew required to fly it
is a pilot, copilot, and flight engineer. Additional crew members, as required, may be added at the
discretion of the commander. Tactical missions normally require the addition of one or two crew chiefs.
Table E-8 outlines CH-47D characteristics.
Table E-8. CH-47D characteristics
Specifications:
Length: 98.9 ft Max load for forward and aft hooks: 17,000 lbs
Height: 18.9 ft Max tandem load for forward and aft hooks: 25,000 lbs
Fuselage width: 12.4 ft Max load for center hook: 26,000 lbs
Main rotor span: 60 ft Cruise airspeed: 130* kts
Cargo space: 1,500 cu ft Max continuous airspeed: 170* kts
Floor space: 225 sq ft Combat radius (16,000 lbs cargo): 50* NM (90 km)
Maximum gross weight:50,000 lbs Combat radius (31 troops): 100* NM (180 km)
Armament:
2 M60D 7.62 MGs (self protection only).
Optics:
Pilots use AN/AVS-6 to fly the aircraft at night.
Navigation Equipment:
Doppler/GPS navigation set.
Flight Characteristics:
Max Speed (Level): 170 kts
Normal Cruise Speed: 120-145 kts
Additional Capabilities:
Can be configured w/additional fuel for mobile FARE system (Fat Cow) or for ferrying/self-deployment
missions.
Aircraft has an internal load winch to ease loading of properly configured cargo.
The CH-47D can sling-load virtually any piece of equipment in the Light Infantry, Airborne or Air
Assault Divisions.
Limitations:
Cruise speed is greatly decreased by light, bulky sling-loads (less than 80 kts).
*Varies with factors such as temperature, wind, gross weight, internal versus external load, and time in PZ/LZ.
CAPABILITIES
E-64. The CH-47D provides the following:
z Countermeasure suite of IR jammers, radar-warning receivers, and laser-warning detectors.
z Data-reduction transfer system to upload from the AMPS data-transfer cartridge and download
postmission data.
z Internal transport of two HMMWVs or a HMMWV with a 105-millimeter howitzer and gun
crew.
z Evacuation of 24-litter patients and 2 medics.
z Self-deployable range of 1,056 NM with the ERFS, with 30-minute reserve; transportable in the
C-5 aircraft.
ARMAMENT SUBSYSTEMS
E-65. The armament subsystems are M24 and M41 machine-gun systems installed in the cabin door, cabin
escape hatch, and on the ramp. Both subsystems use the M60D 7.62-millimeter machine gun. The two
flexible 7.62-millimeter machine guns are free pointing but limited in traverse, elevation, and depression.
COMMUNICATIONS
E-66. The CH-47D has the following communications systems:
z The AN/ARC-164 Have Quick II radios provide UHF-AM two-way communications in the 225
to 399.975 MHz range in 25 KHz intervals; they can operate in normal or antijam, frequency-
hopping mode.
z The AN/ARC-201 SINCGARS provides two-way communications in the VHF-FM range of 30
to 87.975 MHz in 25 KHz intervals; it employs antijam, frequency-hopping capability, and,
when used with the KY-58, provides secure voice and cipher-mode communications. Later
SINCGARS has embedded encryption and does not require KY-58 interface.
z One or two AN/ARC-186 VHF-AM-FM radio sets are installed, providing broad VHF
communications on either the number 1 or 3 position on the function control selector of the
controls and function, interphone control.
z The AN/ARC-220 HF radio supports NOE long-distance communications from 2 to 29.999
MHz in 100-hertz steps on 20 preselectable channels, for a total of 280,000 possible
frequencies; as one of the radios available to the commander, it is accessible in the number 4
position on the function control selector.
z The KY-58 interfaces with the AN/ARC-186 VHF-AM-FM radio in the FM range to provide
secure communications.
z The KY-100 provides secure communications for the AN/ARC-220 high frequency radio.
NAVIGATION SYSTEMS
E-67. The CH-47 has the following navigation systems:
z The AN/ASN-128B Doppler/GPS navigation set provides present position or destination
navigation information in latitude and longitude or the MGRS coordinates. In the primary
combined mode, the GPS updates Doppler position at a 1-MHz rate; other CH-47 aircraft have
the AN/ASN-128 Doppler navigation without GPS.
z The AN/ARN-89 ADF provides automatic direction finding for instrument navigation and
approach.
z The AN/ARN-123 (V) VOR/LOC/GS/MB provides instrument navigation and approach.
LIMITATIONS
E-70. The following are limitations of the CH-47D aircraft:
z CH-47D aircrews employ AN/AVS-6 NVG that lack the same night capabilities as AH-64 and
OH-58D TISs.
z CH-47D aircraft are instrument certified but cannot operate in all environmental conditions.
E-72. Aircraft may be capable of carrying more than is indicated on the lists in table E-10 and table E-11,
page E-16. However safety, loading procedures, and space limitations play a large part in determining
authorized loads for each helicopter. Environmental conditions (high altitude/high temperature decrease
max gross weight) and configuration (internal load size/dimensions) constraints affect the ACL for each
aircraft.
Table E-10. Typical helicopter load capacities
Type Empty Wt Plus Crew & Max Gross Wt Max Sling Load
Fuel
UH-60A 15,000 22,000 8,000
UH-60L 15,000 23,500* 9,000
CH-47D 30,000 50,000* 26,000
*Max gross weight from 8,000 to 9,000 lbs
Table E-11. Typical planning weights for combat equipment and vehicles
Vehicle/Equipment Weight in
Pounds
M998 HMMWV 7,535
M996 TOW HMMWV 8,095
M149 Water Buffalo (Empty) 2,540
(Loaded) 6,060
M101A1 ¾ Ton Trailer (Empty) 1,350
(Loaded) 2,850
500 Gallon Fuel Drum (Empty) 275
(Full) JP 3,625
M102 105mm Howitzer 3,360
M119 105mm Howitzer 4,000
M114A1 155mm Howitzer 15,200
M198 155mm Howitzer 15,740
M167 Vulcan (Towed) 3,260
A22 Bag (Loaded) 2,200
Conex, Steel, Empty 2,140
Conex, Aluminum, Empty 14,600
Conex (Either) Max Load 6,500
Scamp Crane 1,560
One Mil-Van 4,710
Electronic Shop with Wheels 3,940
Tool Set, Shop with Wheels 3,030
Shop, Portable, Aircraft Maintenance (Empty) 4,220
(Loaded) 5,425
M1008 Pick-Up (Empty) 5,900
(Loaded) 8,800
JD-550 Dozer 16,800
DESCRIPTION
E-74. The C-12 is a twin-engine, turboprop, FW aircraft. Many different C-12 models are fielded. The C-
12C and D1 have PT6A-41 engines; the C-12D2, T1, and T2 have PT6A-42 engines. Aircraft can normally
carry eight passengers and a crew of two. All models have an aft passenger door, and all (except the C-
12C) have a separate cargo door. Table E-12, page E-17, outlines C-12 specifications.
Length 43 ft 10 in
Height 15 ft 5 in
Wingspan C-12C: 54 ft 6 in, C-12D: 55 ft 6.5 in, C-12T1/T2: 55 ft 6.5 in
Max gross weight at 13,500 lbs. (C and D1 models),
takeoff 14,000 lbs.(D2, T1, and T2 models)
C-12C not installed
Cargo door dimensions
C-12D and C-12T1/T2 52 in x 52 in
Cruise airspeed Max 260 kts indicated airspeed, varies with conditions
Ceiling Max 31,000 MSL, varies with conditions
Varies; for example, 386-gallon main fuel yields 960 NM & 4.5 hours
endurance (standard day, zero wind, cruise pressure altitude of 26,000
Range
ft, 1,700 RPM): same conditions w/544-gallon full main & auxiliary fuel
yield more than 1,600 NM & 7 hrs endurance
Crew 2 pilots
CAPABILITIES
E-75. The C-12 provides the following:
z Transport of up to eight personnel.
z Communication equipment capable of supporting key passengers.
z Light cargo transport capability.
ARMAMENT SYSTEMS
E-76. The C-12 is unarmed.
COMMUNICATIONS
E-77. The C-12 has the following communication systems, depending on the model:
z The AN/ARC-164 (C, D1, and D2) provides two-way voice communications in the 225 to
399.975 MHz range for a normal range of 50 miles.
z The UHF-20B (C and D1) provides VHF-AM communications in the 116- to 151.975-MHz
frequency range for a normal range of 50 miles.
z The 718U HF command set (C and D1) provides high frequency communications in the
frequency range of 2 to 29.999 MHz.
z The AN/ARC-186 (C and D1) provides VHF-AM/FM communications.
z The AN/ARC-210 (V) (T1 and T2) provides multifrequency communications in the 30 to 88
FM band, 108 to 136 AM band, 136 to 156 FM band, 156 to 174 FM maritime band, and 225 to
400 AM/FM Have Quick and SATCOM bands.
z The VHF-22C (D2, T1, and T2) provides VHF communications.
z The KHF 950 (D2, T1, and T2) provides high frequency, long-range communications.
NAVIGATION SYSTEMS
E-78. The C-12 has the following navigation systems:
z The KLN-90B GPS provides GPS navigation.
z Two very high frequency omnidirectional range instrument landing system receiver (VIR)-30s
are installed, one without marker beacon capability for instrument navigation.
z The KR 87 ADF provides automatic direction finding capability with AM transmitters.
LIMITATIONS
E-79. The C-12 has no self-defense protection system and is not normally flown at terrain-flight altitudes.
DESCRIPTION
E-81. The C-23B Super Sherpa is a twin turboprop, FW aircraft. Its rectangular-shaped cabin readily
accommodates palletized cargo; up to 500 pounds of additional baggage can be stored in a nose
compartment. The C-23B has a crew of three. Table E-13 outlines C-23B specifications.
Table E-13. C-23B/B+ specifications
Length 58 ft ½ in
Wingspan 74 ft 8 in
Height 16 ft 3 in
Cabin dimensions 29 ft long x 5 ft 6 in wide x 6 ft 6 in high
Maximum payload 7,100 lbs
Maximum gross wt 25,500 lbs
Maximum airspeed 190 kts
Range More than 1,000 miles (varies w/environmental/mission conditions)
Typical mission range 770 miles w/5,000-lb payload
CAPABILITIES
E-82. The C-23 provides transport to the following:
z Up to 30 seated passengers.
z 27 paratroopers.
z 18 litters and 2 medical attendants.
z Palletized cargo.
ARMAMENT SYSTEMS
E-83. The C-23B is an unarmed aircraft.
COMMUNICATIONS
E-84. The C-23B and B+ lack SINCGARS, Have Quick, and HF capability. The two organic AN/ARC-
182(V) radios operate in the 30 to 399.975 MHz frequency ranges.
NAVIGATION SYSTEMS
E-85. The C-23B has the following navigation systems:
z Two VIR-32A VHF navigation receivers with DME 42 and instrument landing system/glide
slope.
z Two radio magnetic indicator-36s.
z One ADF-60A ADF.
z Two electronic horizontal situation indicator-74s.
C-23B LIMITATIONS
E-86. The C-23B is not pressurized; therefore, aircrew members and passengers require oxygen for
sustained flights above 10,000 feet.
E-87. The narrow cabin will not permit internal loading of Army vehicles such as the HMMWV.
SECTION I – GENERAL
F-1. In a general war between two uniformed, similarly-equipped opponents, complexity of ROE is
normally low. The Soldier in contact with the enemy is usually instructed on the priority of target classes to
engage, with restricted targets delineated by the Laws of War. In the same conflict, however, Soldiers
performing support missions may find their ROE are more complex, reflecting ROE more often associated
with stability operations, rather than those associated with direct combat.
F-2. ROE must be clear. Soldiers operating with confusing or uncertain guidance can compromise the
mission.
F-3. Despite similarities existing between operations, each has its own ROE. These rules are generally
delineated in the OPLAN ROE annex (figure F-1, page F-2); however, based on changing circumstances,
they may be further refined in the OPORD. For continuing operations, any further changes are specified in
follow-on FRAGOs. The overall commander approves these rules with advice from the Staff Judge
Advocate, S-9, political advisor, and others as required.
LAW OF WAR
F-4. International treaties signed by the U.S., such as the Geneva Convention, and customary laws found
in federal documents or judicial decisions form the basis of the Law of War to which Soldiers are expected
to adhere. The purpose of establishing and abiding by Laws of War is to—
z Protect both combatants and noncombatants from unnecessary suffering.
z Safeguard certain fundamental human rights of persons who fall into the hands of the enemy,
particularly prisoners of war, the wounded and sick, and civilians.
z Facilitate the restoration of peace.
F-5. ROE, as with any military order, cannot violate the Laws of War. Those that do are illegal and are
not to be followed. Refer to FM 27-10 for additional information.
References: No change.
1. ROE.
ROE will be briefed in detail to all Soldiers upon issuance of each 1-19 TF OPLAN/OPORD/FRAGO. The
commander will resolve conflicts between ROE and the 1-19 TF OPLAN/OPORD/FRAGO.
Nothing in these rules limits the rights of individual Soldiers to defend themselves or the rights and
responsibilities of leaders to defend their units.
ROE follow:
SOLDIERS CARD: You will carry this card at all times.
MISSION: Your mission is to assist in the implementation of and to help ensure compliance with this
peacekeeping operation.
SELF DEFENSE:
You have the right to use necessary and proportional force in self-defense.
You will use only the minimum force necessary to defend yourself.
GENERAL RULES:
You will use only the minimum force necessary to accomplish your mission.
You will not harm hostile force/belligerents who want to surrender. Disarm them and turn them over to your
superiors.
You will treat everyone, including civilians and detained hostile forces/belligerents, humanely.
You will collect and care for the wounded, whether friend or foe.
You will respect private property. Do not steal. Do not take war trophies.
You will prevent or report to your superiors all suspected violations of the Law of Armed Conflict.
CHALLENGING AND WARNING SHOTS:
If the situation permits, issue a challenge:
English: U.S. Forces! STOP or I WILL FIRE
Local Language #1: U.S. Forces! STOP or I WILL FIRE!
Local Language #2: U.S. Forces! STOP or I WILL FIRE!
If the person fails to halt, you may be authorized by the OSC or by standing orders to fire a warning shot.
OPENING FIRE: You may open fire only if you, friendly forces, or persons or properties under your protection are
threatened with deadly force. This means that:
You may open fire against an individual who fires or aims a weapon at, or otherwise demonstrates intent to
imminently attack you, friendly forces, or persons or property designated as under your protection.
You may open fire against an individual who plants, throws, or prepares to throw an explosive or incendiary
device at, or otherwise demonstrates intent to imminently attack you, friendly forces, or persons or property
designated as under your protection.
You may open fire against an individual deliberately driving a vehicle at you, friendly forces, or persons or
property designated as under your protection.
You may fire against an individual who attempts to take possession of friendly force weapons, ammunition, or
property designated as under your protection if there is no other way to prevent this act.
You may use minimum force, including opening fire, against an individual who unlawfully commits, or is about to
commit, an act which endangers life, in circumstances if there is no other way to prevent the act.
MINIMUM FORCE: If you have to open fire, you must:
Fire only aimed shots.
Fire no more rounds than necessary.
Take all reasonable efforts to avoid unnecessary destruction of property.
Stop firing as soon as the situation is resolved.
Refrain from intentional attack on civilians, or property that is exclusively civilian or religious in character unless
the property is being used for military purposes or engagement is authorized by your commander.
F-8. The four-force protection conditions above normal are described in the following paragraphs.
ALPHA
F-9. These conditions apply when there is a general threat of possible terrorist activity against personnel
and facilities, the nature and extent of which are unpredictable, and circumstances do not justify full
implementation of force protection conditions BRAVO measures. The measures in these force protection
conditions must be capable of being maintained indefinitely.
BRAVO
F-10. These conditions apply when an increased and more predictable threat of terrorist activity exists. The
measures in these force-protection conditions must be capable of being maintained for weeks without
causing undue hardship, affecting operational capability, and aggravating relations with local authorities.
CHARLIE
F-11. These conditions apply when an incident occurs or intelligence is received indicating some form of
terrorist action against personnel and facilities is imminent. Implementation of measures in these force-
protection conditions for more than a short period may create a hardship and affect peacetime activities of
the unit and its personnel.
DELTA
F-12. These conditions apply in the immediate area where a terrorist attack has occurred or when
intelligence has been received that terrorist action against a specific location or person is likely. Normally,
these force-protection conditions are declared as a localized condition.
SECTION I – OVERVIEW
G-1. Many design considerations affect CP effectiveness. At a minimum, CP cells and staff elements
should be positioned to facilitate communication and coordination. Other design considerations include—
z Ease of information flow.
z User interface with communication systems.
z Positioning information displays for ease of use.
z Integrating complementary information on maps and displays.
z Adequate workspace for the staff and commander.
z Ease of displacement (set-up, tear-down, and mobility).
G-2. A well-designed CP integrates command and staff efforts. Accomplishing this requires matching CP
personnel, equipment, information systems, and procedures with its internal layout and utilities. Organizing
the CP into functional and integrating cells promotes efficiency and coordination.
G-3. Standardization increases efficiency and eases CP personnel training. Commanders should develop
detailed SOPs for all aspects of CP operations. These SOPs should be revised throughout training
activities.
FUNCTIONAL CELLS
G-4. Functional cells are organized by WFF with the addition of the C4OPS cell.
INTELLIGENCE
G-5. The intelligence cell coordinates activities and systems that facilitate understanding the enemy,
terrain, weather, and civil considerations. This includes tasks associated with IPB and ISR. The unit’s S-2
leads this cell.
FIRE SUPPORT
G-7. The fire support cell coordinates activities and systems that provide collective and coordinated use of
Army indirect fires and joint fires. This includes tasks associated with targeting and the targeting process.
The fire support cell integrates lethal and nonlethal fires, including IO, through the targeting process. The
unit’s fire support coordinator leads this cell.
PROTECTION
G-8. The protection cell coordinates activities and systems that preserve the force. This includes
protecting personnel, physical assets, and information of the U.S. and multinational partners. Other tasks
are found in FMI 5-0.1. Commanders normally select this cell’s leader from among the air and missile
defense coordinator, chemical officer, engineer coordinator, and provost marshal.
SUSTAINMENT
G-9. The sustainment cell coordinates activities and systems that provide support and services to ensure
freedom of action, extend operational reach, and prolong endurance. Other tasks are found in FMI 5-0.1.
The commander normally selects either the S-1 or S-4 as the cell leader.
INTEGRATING CELLS
G-11. Integrating cells group personnel and equipment to integrate functional cell activities. CPs normally
include current operations, future operations, and plans cell. The plans cell is normally located in the main
CP. The current operations and future operations cells are normally located at the TAC CP.
CURRENT OPERATIONS
G-12. The current operations cell is responsible for assessing the current situation while regulating forces
and WFFs in accordance with the commander’s intent. Normally, all staff sections are represented in the
current operations cell. The unit’s S-3, or assistant S-3, leads this cell. Personnel in the movement and
maneuver cell are also normally members of the current operations cell.
G-13. Staff representatives in the current operations cell actively assist subordinate units. They provide
them information, synchronize their activities, and coordinate their support requests. The current
operations cell solves problems and acts within the authority delegated by the commander. It also performs
short-range planning using MDMP in a time-constrained environment or makes decision and
resynchronizes operations as described in FMI 5-0.1.
FUTURE OPERATIONS
G-14. The future operations cell is responsible for planning and assessing operations for the mid-range
time horizon. This includes preparing branches. Corp and Army service component commands have a
FUOPS cell. Battalion through division headquarters are not resources for one; the plans and current
operations cells share its responsibility. The future operations use MDMP or MDMP in a time-constrained
environment to develop plans and orders. The cell consists of a core group of planners led by the assistant
S-3. All staff sections assist as required.
PLANS
G-15. The plans cell is responsible for planning operations for the mid- to long-range time horizons. It
develops plans, orders, branches, and sequels. This cell is also responsible for long-range assessment of an
operation’s progress. It consists of a core group of planners and analysts led by the S-5. All staff sections
assist as required.
These publications are sources for additional information on the topics in this FM.
Most JPs are found online at http://www.dtic.mil/doctrine/jpreferencepubs.htm. Most
Army doctrinal publications are found online at
http://www.army.mil/usapa/doctrine/Active_FM.html. Most FAA publications are
found online at http://www.faa.gov/regulations_policies/. Aeronautical information
manual can be found at http://www.faa.gov/ATpubs/AIM/
SOURCES USED
These are the sources quoted or paraphrased in this publication.
ARMY PUBLICATION
AR 25-2, Information Assurance, 24 October 2007.
AR 95-1, Flight Regulations. 3 February 2006.
AR 200-1, Environmental Protection and Enhancement, 28 August 2007.
AR 360-1, The Army Public Affairs Program, 15 September 2000.
AR 385-10, The Army Safety Program, 23 August 2007.
AR 700-138, Army Logistics Readiness and Sustainability, 26 February 2004.
AR 750-1, Army Materiel Maintenance Policy, 20 September 2007.
AR 750-6, Army Equipment Safety and Maintenance Notification System, 13 October 2006.
CTA 8-100, Army Medical Department Expendable/Durable Items, 17 December 2004.
CTA 50-900. Clothing and Individual Equipment. 31 July 2003.
DA Pam 385-40, Army Accident Investigation and Reporting, 1 November 1994.
DA Pam 385-64, Ammunition and Explosives Safety Standards. 15 December 1999.
DA Pam 738-751. Functional Users Manual for the Army Maintenance Management System—
Aviation (TAMMS-A), 15 March 1999.
DA Pam 750-8, The Army Maintenance Management System (TAMMS) User Manual, 22 August
2005.
DODD 2000.12, DOD Antiterrorism (AT) Program, 18 August 2003.
DODI 2000.16, DOD Antiterrorism (AT) Program, 2 October 2006.
EM 0126, TM 1-1520-Longbow/Apache, Interactive Electronic Technical Manual (ETM) for
Longbow/Apache, 27 December 2005.
EM 0253. TM 55-1520-241-S, Interactive Electronic Technical Manual (ETM) for Preparation for
Shipment of CH-47 Helicopter, 30 June 2004.
FM 1-02, Operational Terms and Graphics, 21 September 2004.
FM 1-113, Utility and Cargo Helicopter Opertions, 12 September 1997.
FM 3-0, Operations, 14 June 2001.
FM 3-04.15, Multi-Service Tactics Techniques, and Procedures for the Tactical Employment of
Unmanned Aircraft Systems, 3 August 2006.
FM 3-04.104, Tactics, Techniques, and Procedures for Forward Arming and Refueling Point,
3 August 2006.
FM 3-04.120, Air Traffic Services Operations. 16 February 2007.
FM 3-04.126, Attack Reconnaissance Helicopter Operations, 16 February 2007.
FM 3-04.301, Aeromedical Training for Flight Personnel, 29 September 2000.
TM 38-250, Preparing Hazardous Materials for Military Air Shipments, 12 October 2004.
TM 55-1520-238-S, Preparation for Shipment Army AH-64A Helicopter (NSN 1520-01-106-9519), 30
September 1990.
DOCUMENTS NEEDED
These documents must be available to the intended users of this publication.
READINGS RECOMMENDED
These sources contain relevant supplemental information.
Aviation Liaison Officer Handbook, USAAWC, July 2001.
AR 385-10, U.S. Army Explosives Safety Program, 23 August 2007.
AR 600-55, The Army Driver and Operator Standardization Program (Selection, Training, Testing,
and Licensing), 18 June 2007.
AR 710-2, Supply Policy Below the National Level, 8 July 2005.
ARTEP 1-111-MTP, Mission Training Plan for the Aviation Brigades, 27 October 2005.
ARTEP 1-113-MTP, Mission Training Plan for the Assault Helicopter Battalion, 29 December 2005.
ARTEP 1-118-MTP, General Support Aviation Battalion, 17 January 2006.
ARTEP 1-126-MTP, Mission Training Plan for the Attack Reconnaissance Helicopter
Battalion/Squadron, 8 March 2006.
ARTEP 1-500-MTP, Mission Training Plan for the Aviation Intermediate Maintenance (AVIM)
Battalion and Company, 1 April 2002.
DA Pam 25-30, Consolidated Index of Army Publications and Blank Forms, 1 January 2007.
DA Pam 25-33, User’s Guide for Army Publications and Forms, 15 September 1996.
DA Pam 385-40, Army Accident Investigation and Reporting, 1 November 1994.
DA Pam 710-2-1, Using Unit Supply System (Manual Procedures), 31 December 1997.
DA Pam 710-2-2, Supply Support Activity Supply System: Manual Procedures, 30 September 1998.
EM 0007, FEDLOG, 1 December 2007. (S&I, Commander, USAMC Logistics Support Activity,
ATTN: AMXLS-MLA, [A. LEWIS] Bldg 5307, Redstone Arsenal, Al 35898-7466.)
FAAO 3120.4L, Air Traffic Technical Training , 22 June 2005.
FAAO 7000.5C, Submissions for Air Traffic Publications, 18 October 2001.
FAAO 7010.1S, Air Traffic Control Safety Evaluations and Audits, 1 October 2005.
FAAO 7110.10S, Flight Services, 16 February 2006.
FAAO 7110.65R, Air Traffic Control, 16 February 2006.
FAAO 7210.3U, Facility Operation and Administration, 16 February 2006.
FAAO 7210.56C, Air Traffic Quality Assurance, 15 August 2002.
FAAO 7340.1Z, Contractions, 25 October 2007.
FAAO 7350.7B, Location Identifiers, 25 October 2007.
FAAO 7400.2F, Procedures for Handling Airspace Matters, 16 February 2006.
FAAO 7450.1, Special Use Airspace Management System, 21 June 1999.
FAAO 7610.4M, Special Operations, 18 January 2007.
close combat attack (CCA), 1- 21, 5-22, 5-23, 5-24, 5- BCT, 1-8, 2-14, 2-17
1, 1-7, 2-27, 3-1, 3-7, 3-11, 25, 5-26, A-4, A-5, A-14, brigade, 2-3, 2-4, 2-5, 2-7,
A-1 B-12, B-36, B-37, B-40 2-11, 2-12, 2-13, 2-14, 2-
combat search and rescue attached, 1-6, 2-1, 2-4, 2-7, 15, 2-19, 2-40, 2-42, 4-
(CSAR), 3-8 2-16, 2-18, 2-19, 2-37, 2- 15, 5-24, 5-28, 5-29, B-1,
42, 3-4, 4-2, 4-9, 4-10, 4- B-20
combat service support control 11, 4-13, 4-14, 5-1, 5-2, combat, 5-7, 5-9, 5-10
system (CSSCS), 5-8, B-11, 5-5, 5-11, 5-21, 5-22, 5- combatant, A-1, A-2, A-5
B-27, B-28, B-30, B-31, B- 23, 5-24, 5-25, 5-28, A- company, 2-15, 3-10, 5-18,
38, B-39 17, B-16 5-22, B-19
combat training center (CTC), operational control division, B-14
A-5, B-8 (OPCON), 1-6, 3-4, 3-5, FSC, 5-1, 5-9
command and control (C2), viii, 3-6, 3-10, 4-2, 4-10, 4-11, ground, 2-16, 2-22, 2-26, 4-
1-4, 1-6, 1-8, 2-1, 2-2, 2-3, 4-13, 4-17, 5-1, 5-28, B- 12, 4-19, B-27, E-6
2-4, 2-13, 2-17, 2-18, 2-19, 26 heavy helicopter, 4-19
2-20, 2-26, 2-27, 2-34, 2-36, tactical control (TACON), 3- HHC, 2-7, 2-43, 2-44, 2-45
2-37, 2-40, 2-43, 2-44, 2-45, 4, 3-5, 4-2, 4-10, 4-11, 4- higher headquarters, 4-17
3-3, 3-7, 3-9, 3-10, 3-12, 3- 13 joint force (JFC), 2-2, A-1
17, 4-1, 4-2, 4-4, 4-9, 4-13, command sergeant major land component, 4-2
4-16, 4-17, 4-19, 5-2, 5-6, 5- (CSM), 2-7 logistics, 5-25
8, 5-20, 5-21, 5-23, 5-24, 5- maneuver, 3-7, 4-17, E-9
command, control, and rear detachment, 4-15, A-11
25, 5-28, A-1, A-8, A-10, A- communications, A-11
16, A-20, B-1, B-2, B-3, B-4, tactical, 5-4, 5-15
B-8, B-10, B-11, B-12, B-13, command, control, theater, 5-12
B-14, B-15, B-16, B-17, B- communications, and unit, 5-18, A-9, A-16
20, B-21, B-22, B-23, B-26, intelligence, B-14 commander’s critical
B-28, B-30, B-33, B-37, B- command, control, information requirement
43, B-44, C-1, E-9 communications, computers, (CCIR), 2-10, 2-16, 5-2, 5-
system, 2-1, 2-2, 2-3, 5-3, and intelligence B-11 24, B-29, B-35, B-36, B-38,
5-8, 5-24, 5-25, 5-32, A- commander, 2-1, 2-2, 2-3, 2-4, B-41, B-42
20, B-3, B-11, B-19, B- 2-5, 2-7, 2-8, 2-9, 2-10, 2-11, common ground station (CGS),
20, B-26, B-43 2-12, 2-15, 2-16, 2-17, 2-18, 2-9, 2-10, 2-17, B-9, B-24
command group, 2-3, 2-20, 4- 2-19, 2-23, 2-24, 2-25, 2-34, common operating
19, 5-23, 5-24 2-36, 2-37, 2-40, 2-41, 2-44, environment, B-26
command post (CP), viii, 1-4, 3-3, 3-4, 3-5, 3-7, 3-8, 3-9,
3-10, 3-12, 3-13, 3-17, 4-13, common operating picture
2-1, 2-7, 2-10, 2-11, 2-12, 2- (COP), 2-3, 2-15, 2-19, 3-6,
15, 2-16, 2-17, 2-18, 2-19, 2- 4-14, 4-15, 4-16, 4-17, 4-19,
5-2, 5-4, 5-5, 5-6, 5-7, 5-12, 5-7, 5-20, 5-24, 5-25, B-2, B-
20, 2-35, 2-36, 2-37, 2-38, 2- 3, B-10, B-22, B-23, B-24, B-
40, 2-42, 2-43, 2-44, 2-45, 2- 5-15, 5-17, 5-23, 5-24, 5-25,
5-27, 5-31, A-4, A-15, A-16, 28, B-33, B-34, B-35, B-37,
46, 3-8, 4-4, 4-17, 4-19, 5-2, B-38, B-39, B-40, B-41, B-
5-23, 5-24, 5-25, A-10, A-16, A-19, B-1, B-11, B-13, B-14,
B-21, B-23, B-24, B-26, B- 43, B-44, B-45
A-17, Appendix B, F-3
ASB, 5-26 30, B-31, B-34, B-35, B-36, common table of allowances
brigade, B-27 B-37, B-38, B-39, B-42, B- (CTA), 5-16
main, 2-3, 2-4, 2-5, 2-9, 2- 43, E-13, E-14, F-1 common tactical picture (CTP),
11, 2-13, 2-17, 2-18, 2- ABTF, 4-11, 4-12, 4-13, 4- B-22, B-26
19, 2-20, 2-40, 2-41, 2- 15, 4-18, 4-19
communications, 2-1, 2-2, 2-4,
43, 2-44, 2-45, 2-46, 4- air assault task force
2-13, 2-15, 2-16, 2-17, 2-35,
10, 4-11, 5-23, B-11, B- (AATF), 2-41
2-36, 2-37, 2-38, 2-42, 2-43,
16, B-27, B-28, B-30 air mission (AMC), 2-24, 2-
2-44, 2-45, 2-46, 3-3, 3-8, 3-
tactical, 5-25, B-11, B-14, B- 41, 3-15
9, 4-3, 4-16, 4-17, 4-19, 4-
19, B-20, B-26, B-27 ASB, 5-1, 5-3, 5-8, 5-21, 5-
21, 5-3, 5-19, 5-24, 5-25, 5-
23, 5-24, 5-26, 5-28, 5-29
command relationships, 4-2 28, A-10, A-12, A-16, A-20,
ASC, 5-1
assigned, 1-6, 2-1, 2-2, 2-4, B-1, B-2, B-6, B-8, B-9, B-
aviation, 2-14, 2-22, 5-20,
2-7, 2-12, 2-15, 2-16, 2- 10, B-11, B-12, B-13, B-14,
E-6
18, 2-23, 3-1, 3-4, 3-5, 3- B-15, B-16, B-17, B-18, B-
aviation brigade, 4-15, 4-19,
6, 4-2, 4-4, 4-9, 4-13, 4- 19, B-20, B-24, B-29, B-32,
5-1
15, 4-16, 4-17, 4-19, 5-7, B-33, B-37, B-39, B-40,
battalion, 2-25, 5-5, 5-24, 5-
5-9, 5-13, 5-15, 5-16, 5- 25, 5-26, B-19, B-20
B-43, E-3, E-6, E-8, E-10, E- E fire control radar (FCR), E-5
12, E-14, E-17 echelons above brigade (EAB), fire support (FS), 2-11, 2-12, 2-
communications relay package 5-4, 5-5, 5-21, B-11 13, 2-17, 2-18, 2-19, 2-25, 2-
(CRP), 5-22, 5-23 echelons above corps (EAC), 27, 2-36, A-17, B-13, B-14,
communications security 3-5, B-18, B-26, B-27, B-30 B-19, B-22, B-30, B-44
(COMSEC), 2-36, 2-42, 2- electromagnetic pulse (EMP), fire support coordinating
46, 4-4, B-16, B-39 2-36, 2-37 measure (FSCM), 2-12, 2-
contour flight, 3-17 22, 2-25, B-10, B-23, B-42
electronic warfare (EW), 2-44,
controlled supply rate (CSR), 5- 2-46, 4-12, 4-19, A-20, B-2, fire support coordinator
12 E-6 (FSCOORD), 2-3, 2-13, 2-
17, 2-18, 2-42
convoy, 3-12, 4-3, 5-7, 5-24, 5- embarkation, A-12
26, A-19 point of, 2-17 fire support element (FSE), 2-
sea port of, 2-17 11, 2-12, 2-17, 4-12
counter-drug, 1-4, 4-17
emergency procedures, 5-16 fire support officer (FSO), B-42
counterintelligence (CI), A-13
engagement, 2-24, 2-27, 3-14, fires
countermeasure, B-9 indirect, 2-3, 2-25, 2-42, 2-
3-16, 3-19, 4-16, B-30, E-3,
counterreconnaissance, 2-3, 3- 43, 2-44, 2-46, 3-3, 4-4
E-7, E-10, F-1
6 flight modes, 2-27
engagement area (EA), 2-24,
course of action (COA), 2-5, 2- flight surgeon, 2-8, 2-9, 2-17, 5-
6, 2-24, 2-26, 2-34, 2-35, 3- 2-25, 2-27, 2-28, 2-35, 3-17,
4-18, B-15 21
11, 4-11, 5-2, 5-3, 5-2, 5-3,
5-4, 5-5, 5-24, 5-25, B-23, B- engineer, 2-13, 2-17, 2-20, 2- force protection, 3-6, 5-3, 5-6,
27, B-29, B-30, B-31 22, 2-25, 3-9, 5-22, 5-29, B- 5-23, 5-29, A-10, A-13, A-14,
34, B-42, E-10, E-13 A-15, A-18, B-30, F-3
cover and concealment, 2-24,
3-13 enhanced position location Force XXI Battle Command
reporting system (EPLRS), Brigade and Below (FBCB2),
covering force, 4-3, 4-6, 4-18 2-2, 2-22, 2-39, 5-3, 5-25, 5-
2-22, B-2, B-4, B-8, B-10, B-
D 12, B-15, B-24 27, B-1, B-2, B-3, B-4, B-9,
B-10, B-11, B-13, B-19, B-
decision support template escort, 2-13, 4-3, 4-6, A-14, B-
22, B-24, B-26, B-29, B-30,
(DST), 2-10 44, F-3
B-31, B-33, B-37, B-38, B-43
decisive operation, 1-8, 3-9, 5- essential elements of friendly
forced entry, 3-7
8, 5-25, B-21 information (EEFI), 5-2, 5-24
forward area refueling
decisive point (DP), 2-28, 3-6 executive officer (XO), 2-4, 2-5,
equipment (FARE), E-14
decontamination, 2-8, 5-22 2-6, 2-7, 2-18, 2-40, 2-41, 2-
44, 5-1, 5-9, B-19, B-35, B- forward arming and refueling
deep area, 2-25, 2-34, B-13, B- 38 point (FARP), 2-12, 2-20, 2-
14, B-20, B-30 22, 2-27, 2-39, 3-7, 3-10, 3-
extended range fuel system
defensive operations, 2-43, 3-7 16, 4-10, 4-12, 4-20, 5-9, 5-
(ERFS), 4-17, 4-20, E-10, E-
11, 5-16, A-18, B-19
deployment, 2-17, 2-34, 2-45, 11, E-12, E-14
3-11, 4-2, 4-14, 4-15, 5-12, forward assembly area (FAA),
external stores support system
5-15, A-1, A-2, A-3, A-5, A-7, 2-27, 3-19
(ESSS), E-9
A-8, A-9, A-10, A-11, A-12, forward line of own troops
A-13, A-14, A-15, A-17, A- F (FLOT), 2-27, 2-28, B-10
19, A-20, B-26 fast-rope insertion/extraction forward support battalion
Digital Topographical Support system (FRIES), 4-4, E-9 (FSB), 5-8
System (DTSS), B-27 Fat Cow operations, 4-8, 4-10, forward support company
direct support (DS), 2-19, 3-4, 4-20, E-14 (FSC), 4-4, 4-16, 5-2, 5-7, 5-
3-5, 3-6, 4-9, 4-17, 4-18, 4- Fat Hawk operations, 4-4, 4-10 8, 5-9, 5-11, 5-14, 5-20, 5-
21, 5-21, 5-22, 5-31, A-18 22, 5-27, 5-31
field artillery (FA), 2-34, 2-42,
distribution methods, 5-10 3-3, 3-19, 4-4, B-30 forward support medical
divert, 2-24, 5-27 evacuation team (FSMT), 4-
field maintenance, 4-9, 4-10, 4-
8, 4-9, 4-17, 4-21
diving fire, 3-14 13, 5-13, 5-19, 5-20, 5-27
ground, 5-19 forward-looking infrared (FLIR),
downed aircraft recovery team
2-25, E-5, E-6, E-8, E-11, E-
(DART), 4-4, A-18 fighter management, 2-14, 2-
13, E-15
35, 3-12, 3-17
fragmentary order (FRAGO), 2- high-value target (HVT), 2-10, intelligence report (INTREP), 2-
3, 2-18, 2-35, 3-8, 4-19, B- 3-1, 5-2, B-29, B-42 18, 2-39, B-29
28, F-1, F-2 holding area, 2-24, 4-18 intelligence, surveillance, and
fratricide, 2-13, 2-21, 2-22, 2- home station, 3-9, 4-1, 4-15, 5- reconnaissance (ISR), 1-8,
34, 3-7, 3-9, 3-12, 3-13, A-16 6, A-5, A-9, A-10, A-11, A- 5-3, 5-2, A-1, B-30, B-33, B-
13, A-14, A-15, A-18, A-19, 42
G
A-20, B-6 interdiction, B-30
general support (GS), 1-6, 1-8,
2-14, 2-21, 3-3, 3-4, 3-5, 3-7, human intelligence, 2-25, 3-14 intermediate maintenance, 5-
3-8, 4-13, 4-17, 4-18, 4-19, 13, 5-15, 5-19, 5-22
I
4-21, 5-21, 5-31, B-5, E-11, intermediate staging base
E-12, E-15 identification, 2-22, 3-15, 5-3, (ISB), 5-7
5-7, 5-25, A-11, A-14, B-10,
general support aviation E-2, E-5, E-8 isolated personnel report
battalion (GSAB), 1-4, 1-6, (ISOPREP), 2-10
1-7, 1-8, 2-14, 2-21, 2-37, 3- identification, friend or foe
8, 4-1, 4-3, 4-6, 4-13, 4-15, (IFF), 2-21, 2-22, A-16, B-16 J
4-16, 4-17, B-20 imagery, 2-10, 2-22, 2-25, 4- joint air attack team (JAAT), 2-
Global Command and Control 11, B-16, B-22, B-27, B-28, 11, 2-12, 4-4, B-8, B-15
System-Army (GCCS-A), 2- B-31, B-32, E-2 joint force commander (JFC),
2, 5-25, B-24, B-26 improved data modem (IDM), 2-2, A-1
global positioning system B-8, B-9, B-19, B-20, E-2 joint publication (JP), 5-10, E-
(GPS), 3-15, 3-16, B-8, B- inadvertent instrument 16
12, B-16, E-2, E-4, E-5, E-9, meteorological conditions joint suppression of enemy air
E-11, E-12, E-13, E-15, E-18 (IMC), A-18 defense (J-SEAD), 2-11, 2-
ground support equipment indirect fires, 2-3, 2-25, 2-46, 3- 12, 2-13, 2-25, 2-28, 2-35, 4-
(GSE), 5-9, 5-20, 5-23 7, 4-4, 4-6, 4-13 4
ground surveillance radar information operations (IO), 2- joint surveillance target attack
(GSR), 2-46 12, 2-13, 5-2, B-34, B-38 radar system (JSTARS), 2-9,
ground tactical plan (GTP), 2- infrared (IR), 2-22, 2-42, 2-43, 2-10, 2-17, A-15, B-9, B-13,
22 2-44, 3-16, 4-19, E-1, E-2, B-15
guard, 3-6, 3-17, 4-3, 4-6, 4-18, E-3, E-5, E-10, E-14 joint task force (JTF), 4-2, 4-14,
A-18, B-10 infrared (IR) crossover, E-2, E- A-1, A-15, A-16
gunnery, 2-12, A-3 5 joint, interagency and
instructor pilot (IP), 2-9, B-6 multinational (JIM), 1-1, 2-
H 11, 2-12, 2-17
instrument flight rules (IFR), 2-
Have Quick, B-8, B-10, B-12, 21, E-4, E-9 Judge Advocate General, 5-21
B-15, B-16, B-18, B-19, B-
instrument meteorological K
20, E-10, E-12, E-14, E-17,
conditions (IMC), 3-16, 4-4, key terrain, 3-3, 4-18
E-19
4-16, B-18, E-9, E-11
hazardous material, A-19 Kiowa Warrior, E-1, E-4
intelligence, 2-3, 2-10, 2-13, 2-
headquarters and headquarters 17, 2-18, 2-19, 2-20, 2-21, 2- L
company (HHC), 1-4, 1-6, 2- 25, 2-35, 2-38, 2-39, 3-3, 3-
8, 2-17, 2-44, 4-4, 4-16, 5- landing plan, 2-35
6, 3-11, 3-13, 4-16, 4-17, 4-
14, 5-22 19, A-9, A-13, B-3, B-11, B- landing zone (LZ), 2-25, 2-27,
headquarters and support 13, B-26, B-28, B-29, B-33, 2-28, 2-43, 3-14, 3-15, 3-16,
company (HSC), 5-14, 5-19, B-44, C-1, E-6, F-3, F-4 3-17, 4-16, 4-19, 5-26, A-17,
5-21, 5-23 B-10, B-20, E-14, E-15
intelligence staff officer (S-2),
health service support (HSS), 2-3, 2-10, 2-17, 2-18, 2-20, laser range finder/designator
3-8, 5-20, 5-27, A-12 2-40, 2-43, 4-16, 5-2, 5-3, 5- (LRF/D), E-4
helicopter emergency egress 21, 5-24, 5-26, B-27, B-29, launch and recovery, 5-17
device (HEED), 3-16 B-30, B-38 liaison, 1-8, 2-5, 2-7, 2-10, 2-
Hellfire, 3-17, E-1, E-2, E-3, E- intelligence preparation of the 11, 2-12, 2-13, 2-14, 2-17, 2-
4, E-5, E-6, E-7, E-8 battlefield (IPB), 2-4, 2-6, 2- 20, 3-3, 3-4, 3-14, 4-2, 5-13,
10, 2-24, 2-43, 3-11, 3-14, 4- 5-25, B-38, B-44
high-payoff target (HPT), 2-10, 11, 5-2, 5-4, B-29
B-29, B-42
liaison officer (LNO), 2-12, 2- mast-mounted sight (MMS), E- navigational aid (NAVAID), 3-
14, 2-26, 3-11, A-20, B-30, 1, E-2, E-4 15, 3-16, 4-1, E-11, E-13, E-
B-35, B-39, B-42, B-44 materiel management center 15
light utility helicopter, 1-4, 1-7 (MMC), 5-11, 5-12, 5-13 night vision device (NVD), 3-
line of sight (LOS), 2-35, 2-36, medical evacuation 15, 3-16
B-4, B-6, B-8, B-9, B-12, B- (MEDEVAC), B-27 night vision goggle (NVG), 5-
16, B-18, B-27, E-6 medical operations center 23, B-10, E-9, E-11, E-13, E-
loading plan, 2-35 (MOC), 2-13, 2-14 15
local area network (LAN), 2-39, medical treatment facility night vision system, 3-11
2-46, B-4, B-24, B-31, B-33, (MTF), 2-13, 4-9, 4-21, A-12 non-line-of-sight (NLOS), 2-36,
B-34, B-35, B-38, B-39, B-40 medical treatment team, 2-17, B-9, B-12, E-6
logistics staff officer (S-4), 2- 5-22 nonlethal, 2-12, 2-13, 2-17
11, 2-14, 2-15, 2-17, 2-18, 2- military decisionmaking not mission capable, 5-31
20, 2-40, 2-41, 4-10, 5-1, 5- process (MDMP), 2-5, 2-12,
2, 5-3, 5-8, 5-9, 5-11, 5-12, 2-34, 2-35, 5-2, 5-3, 5-20, 5- O
5-20, 5-21, 5-23, 5-26, 5-27, 28, A-4, B-23, B-24, B-27, B- observation post (OP), 2-46, 4-
5-31, A-8, A-14, B-39 43 18, A-18, F-3
logistics support activity military police, 2-45, 3-14, 5-28 observer controller, A-4
(LOGSA), 5-31
military police), F-3 offensive operations, 2-43
Longbow Apache (LBA), E-2,
E-6 mission essential task, A-3, A-9 operating tempo (OPTEMPO),
mission essential task list 3-8, 3-9, 3-15, 5-7, 5-15, 5-
M (METL), 2-7, 2-14, 4-13, A-2, 16, A-4
main supply route (MSR), 5-27, A-4, A-5, A-19, A-20 operation characteristics
5-28 mission-oriented protective surprise, 2-21
main support battalion (MSB), posture (MOPP), 3-12, 3-13, tempo, 2-21
5-8 B-42 operation order (OPORD), 2-3,
maintenance allocation chart mission planning, 2-9, 2-16, 2- 2-15, 2-18, 2-35, 2-39, 4-12,
(MAC), 5-18, 5-22, 5-23 25, 2-35, 4-18, A-15, B-11, 5-2, 5-3, 5-4, 5-22, B-28, F-
B-35, E-2 1, F-2
maintenance officer (MO), 5-
27, A-14 mobile subscriber equipment operational control (OPCON),
(MSE), B-1, B-3, B-4, B-6, B- 1-6, 3-4, 3-5, 3-6, 3-10, 4-2,
maintenance platoon, 4-4, 5-9, 4-10, 4-11, 4-13, 4-17, 5-1,
5-18, 5-21 16, B-17, B-18, B-24, B-31
5-28, B-26
maintenance support team mobility, ix, 3-1, 3-2, 3-3, 3-12,
3-15, 4-14, 4-17, 4-19, 5-1, operations
(MST), 5-16, 5-18 asymmetric, 3-12
5-22, B-6, B-27, B-33
maintenance test pilot (MP), A- attack reconnaissance, 3-17
14 movement to contact, 2-34 decisive, 1-8, 3-9, 5-8, 5-25,
major combat operations movement tracking system B-21
(MCO), 4-13, 4-18 (MTS), 5-3, 5-7, 5-25, 5-27, defensive, 2-43, 3-7
B-31 Fat Cow, 4-8, 4-10, 4-20, E-
major theater war (MTW), viii, 14
3-13 N Fat Hawk, 4-4, 4-10
maneuver control system named area of interest (NAI), offensive, 2-43
(MCS), 2-39, B-11, B-28, B- 2-28, B-29 overwater, E-5
29, B-30, B-31, B-33, B-35, nap-of-the-earth (NOE), 2-36, PSYOP, 4-7, B-26
B-38, B-43 2-38, 3-17, B-8, B-15, E-6, security, 1-4, 3-6, 3-11, 5-7,
maneuver control system-light E-10, E-12, E-14 5-9, 5-24, 5-28
(MCS-L), B-28, B-29 shaping, 2-23, 2-35, 5-6, B-
National Geospatial-
13
maneuver support, 2-1, 2-2, 2- Intelligence Agency (NGA),
shipboard, A-13
19, 2-25, 3-3, 4-2, 4-18, 4-19 B-12, B-27
stability, 2-26, 3-1, 3-13, 4-
masking terrain, B-2 National Guard (NG), 5-30 17, 4-18, B-14, F-1
master gunner, 2-12 naval surface fire support support, 3-1, 4-13, 5-3, 5-6,
master maintenance data file (NSFS), B-30 5-9, 5-21, 5-22, 5-24, 5-
(MMDF), 5-31 25, 5-26, 5-27, 5-28
situational understanding (SU), support relationships, 3-3, 3-4, tactical standing operating
2-19, 2-26, 3-3, 5-2, 5-7, 5- 3-5, 4-10 procedure (TACSOP), 2-1,
23, 5-24, 5-25, B-1, B-10, B- direct support (DS), 2-19, 3- 3-9, 4-10, 4-11, A-11
21, B-22, B-24, B-26, B-27, 4, 3-5, 3-6, 4-9, 4-17, 4- tactics, techniques, and
B-30, B-31, B-35, B-37, B- 18, 4-21, 5-21, 5-22, 5- procedures (TTP), ix, 2-9, 2-
38, B-39, B-42, B-43, B-44, 31, A-18 12, 3-11, 3-12, 3-17, 4-2, A-
B-45 general support (GS), 1-6, 18, B-1, B-36, B-37
Secure Mobile Anti-jam Reliabe 1-8, 2-14, 2-21, 3-3, 3-4,
3-5, 3-7, 3-8, 4-13, 4-17, target acquisition (TA), 2-13, 4-
Tactical-Terminal (SMART- 16, E-4
T), B-6 4-18, 4-19, 4-21, 5-21, 5-
31, B-5, E-11, E-12, E-15 targeting, 2-8, 2-10, 2-13, 2-15,
special instructions (SPINS), 2- 3-11, A-17, B-1, B-26, B-29,
11, 2-20, 2-25, 3-8, 4-11, A- suppression, B-30
B-30, E-2, E-6, E-7
14, A-15, A-17 suppression of enemy air
defense (SEAD), 2-28 task force (TF), ix, 1-4, 2-14, 2-
special operations, B-14 16, 3-4, 3-5, 3-6, 3-7, 3-8, 3-
special patrol surface-to-air missile (SAM), 3- 10, 4-1, 4-2, 4-4, 4-12, 4-13,
infiltration/exfiltration system 11 4-14, 4-15, 4-18, 4-21, 5-32,
(SPIES), 4-4, 4-7, E-9 survivability, ix, 2-42, 3-3, 3-11, B-20, B-27, E-1
spot report (SPOTREP), 2-42, 4-14, 5-1, B-16 terrain flight, 2-21, 2-36, B-8, B-
B-19, B-27, B-29 sustainment operation, 3-12, 5- 9, B-19
stability operation, 2-26, 3-1, 3- 1, 5-5, 5-6 terrorism, 3-10, 3-14
13, 4-17, 4-18, B-14, F-1 sustainment maintenance, 5-13 thermal imaging system, E-2
Staff Judge Advocate, 3-14 T threat, 2-24, 2-43, 2-44, 2-45,
standardization instructor pilot table of organization & 3-1, 3-3, 3-6, 3-10, 3-11, 3-
(SP), 2-9, 2-15, 2-20, A-14, equipment (TOE), 1-1, 1-3, 12, 3-13, 3-14, 4-11, 5-2, 5-
B-8, B-16 4-3 6, 5-7, 5-28, 5-29, A-9, A-13,
A-20, B-14, B-15, B-28, B-
tactical air control party 30, E-11, E-13, E-15, F-3
Standard Army Management (TACP), 2-12 analysis, 2-24
Information System tactical airspace integration potential, 4-19
(STAMIS), 2-41, 5-3, 5-7, 5- system (TAIS), 3-9, B-18, B-
28 training, viii, 1-1, 2-4, 2-5, 2-7,
24, B-27 2-9, 2-10, 2-12, 2-14, 2-15,
standing operating procedure tactical command post (TAC 2-16, 2-20, 2-22, 2-25, 2-37,
(SOP), 1-1, 2-5, 2-11, 2-19, CP), 2-3, 2-4, 2-9, 2-10, 2- 2-45, 3-5, 3-9, 3-11, 3-12, 3-
2-22, 2-25, 2-34, 2-36, 2-37, 11, 2-17, 2-18, 2-19, 2-20, 2- 13, 3-14, 3-15, 3-16, 3-17, 4-
2-38, 2-39, 2-44, 2-45, 2-46, 37, 2-44, 3-8, 4-11, 4-12, 4- 2, 4-14, 4-15, 4-17, 4-18, 5-
3-9, 3-12, 3-15, 3-16, 3-17, 19, 5-25, A-10, B-11, B-14, 6, 5-15 - 5-17, 5-24, A-1, A-
4-13, 4-14, 4-17, 5-2, 5-17, B-19, B-20, B-26, B-27 2, A-3, A-4, A-5, A-8, A-9, A-
5-28, A-1, A-8, A-10, A-11, 11, A-13, A-16, A-17, A-18,
A-19, B-34, B-36, B-37, B- tactical control (TACON), 3-4,
3-5, 4-2, 4-10, 4-11, 4-13 A-19, A-20, B-8, B-9, B-23,
38, B-42, B-43 B-24, B-39, B-40, B-41, F-4
start point, B-20 tactical fire direction system
(TACFIRE), E-2 U
Stinger, E-1, E-2, E-3, E-6
tactical internet (TI), 2-39, 2-46, unit level logistics system-
Stryker brigade combat team, B-1, B-2, B-3, B-4, B-11, B- aviation (ULLS-A), 5-21, 5-
3-6 33, B-37, B-39 31
subject matter expert (SME), 2- tactical level support, 5-8 unit level logistics systems-
8, 2-12, 2-27, B-39
tactical local area network ground (ULLS-G), 5-31, 5-32
support (TACLAN), B-6, B-7, B-35 unit level logistics systems-
civil affairs, B-26
tactical operations (TACOPS), logistics (ULLS-S4), 5-31, 5-
support by fire, 3-17 1-7, 2-20, 4-3, 4-6, 5-24, 5- 32
support operation, 3-1, 4-13, 5- 25, 5-26, A-13, B-10 unit maintenance, 4-4, 5-13, 5-
3, 5-6, 5-9, 5-21, 5-22, 5-24, officer, 2-9, 2-20, A-14 14, 5-15, 5-17, 5-22
5-25, 5-26, 5-27, 5-28, A-14 tactical operations center unit ministry team (UMT), 2-7,
support operations officer (TOC), B-33, B-37, E-10 2-17, 4-4, 5-21
(SPO), 5-2, 5-3, 5-24, 5-25,
5-26, 5-27
GEORGE W. CASEY, JR
General, United States Army
Chief of Staff
Official:
JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
0732004
DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in accordance with the
initial distribution number (IDN) 110711 requirements for FM 3-04.111.
PIN: 080935-000