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FM 3-90.31
Field Manual
Headquarters
Department of the Army
No. 3-90.31
Washington, DC, 26 February 2009
Maneuver Enhancement Brigade Operations
Contents
Page
PREFACE
vi
INTRODUCTION
viii
Chapter 1
THE OPERATIONAL ENVIRONMENT AND THE ARMY’S OPERATIONAL
CONCEPT
1-1
Operational Environment
1-1
Unified Action
1-4
Continuum of Operations
1-6
Operational Concept
1-6
Combat Power
1-7
Maneuver Support Operations as Part of Full Spectrum Operations
1-8
Chapter 2
MEB MISSION AND ORGANIZATION
2-1
Capabilities
2-1
MEB Organization
2-2
Supported Commands
2-7
Chapter 3
BATTLE COMMAND FOR THE MEB
3-1
Command and Control
3-1
Role of the Commander
3-2
Command and Control System
3-3
Information Superiority (Includes Information Management)
3-7
Chapter 4
MEB OPERATIONS
4-1
Overview
4-1
Simultaneous Combinations
4-1
General MEB Considerations
4-2
Transition Operations
4-10
Offensive Operations
4-13
Defensive Operations
4-14
Civil Support Operations
4-15
Joint and Force Projection Considerations
4-20
Task Organization and Staff Augmentation
4-21
DISTRIBUTION RESTRICTION:. Approved for public release; distribution is unlimited.
i
Contents
Chapter 5
MANEUVER SUPPORT OPERATIONS
5-1
Fundamentals
5-1
Planning Considerations
5-10
Protection
5-12
Mobility and Maneuver
5-13
Sustainment
5-17
Chapter 6
SUPPORT AREA OPERATIONS
6-1
Fundamentals
6-1
Considerations
6-4
Terrain Management
6-6
Intelligence, Surveillance, and Reconnaissance
6-9
Movement Control
6-10
Operational Area Security
6-11
Response Force Operations
6-13
Base Security and Defense
6-14
Airspace Management
6-18
Fire Support Coordination
6-18
Employment Example
6-18
Area Damage Control
6-19
Employment Example
6-20
Chapter 7
CONSEQUENCE MANAGEMENT OPERATIONS
7-1
Fundamentals
7-1
Considerations
7-4
Employment Example
7-7
Chapter 8
STABILITY OPERATIONS
8-1
Overview
8-1
Stability Tasks and Purposes
8-1
Stability Operations Considerations
8-5
Specialized Capabilities of the Maneuver Enhancement Brigade
8-14
Employment Example
8-16
Chapter 9
SUSTAINMENT OPERATIONS
9-1
Planning
9-1
Planning Overview
9-2
Operations
9-4
Personnel Services
9-7
Financial Management
9-8
Legal Support
9-9
Religious Support
9-9
Health Service Support
9-9
Appendix A
UNIT MANNING CHARTS
A-1
Appendix B
MEB COMMAND POSTS
B-1
Appendix C
ARMY BATTLE COMMAND SYSTEM
C-1
GLOSSARY
Glossary-1
REFERENCES
References-1
INDEX
Index-1
ii
FM 3-90.31
26 February 2009
Contents
Figures
Figure
2-1. A possible MEB task organization
2-3
Figure
2-2. MEB HHC organization
2-4
Figure
2-3. Example division organization
2-9
Figure
2-4. Example MEB organization
2-9
Figure
4-1. ASCOPE construct with examples
4-9
Figure
4-2. Force projection process
4-21
Figure
5-1. Complementary and reinforcing capabilities
5-7
Figure
5-2. The MEB and MANSPT operations
5-8
Figure
5-3. Increasing functional capabilities
5-9
Figure
5-4. Example of an MEB supporting a movement corridor
5-17
Figure
5-5. Example of an MEB performing sustainment
5-19
Figure
6-1. Example of MEB conducting support area operations
6-19
Figure
6-2 Example of an MEB performing ADC
6-20
Figure
7-1 Example of an MEB conducting consequence management
7-8
Figure
8-1. Examples of lines of effort
8-6
Figure
8-2. Example of an MEB conducting stability operations
8-16
Figure B-1. MEB main CP
B-3
Figure B-2. Tactical operations center
B-4
Figure B-3. Current operations cell number 1
B-5
Figure B-4. Current operations cell number 2
B-6
Figure B-5. Area operations section
B-7
Figure B-6. Intelligence cell and other staff
B-8
Figure B-7. Fires cell
B-9
Figure B-8. Sustainment cell
B-10
Figure B-9. Network operations cell
B-11
Figure B-10. Company headquarters tent
B-12
Tables
Table 5-1. MEB protection support
5-3
Table 7-1. MEB consequence management operations tasks relationships to other
operations
7-4
Table 9-1. Logistics considerations for tactical operations
9-3
Table A-1. Command section
A-1
Table A-2. Personnel section
A-2
Table A-3. Intelligence section
A-2
Table A-4. Operations section
A-2
26 February 2009
FM 3-90.31
iii
Contents
Table A-5. Logistics section
A-3
Table A-6. Plans section
A-3
Table A-7. Communications section
A-3
Table A-8. Civil-military plans and operations
A-3
Table A-9. MP operations cell
A-4
Table A-10. Fires cell
A-4
Table A-11. CBRNE operations cell
A-4
Table A-12. Engineer operations cell
A-5
Table A-13. Brigade unit ministry team
A-5
Table A-14. Brigade legal section
A-5
Table A-15. Public affairs section
A-5
Table A-16. Brigade surgeon section
A-5
Table A-17. Medical treatment team
A-5
Table A-18. Company headquarters
A-6
Table A-19. Liaison team
A-6
Table A-20. Airspace management section
A-6
Table A-21. Area operations section
A-7
Table A-22. Company headquarters
A-7
Table A-23. Signal maintenance section
A-7
Table A-24. Network/chemical network defense team
A-8
Table A-25. Range extension platoon headquarters
A-8
Table A-26. Small command post support team (X2)
A-8
Table A-27. Retransmission team (X3)
A-8
Table A-28. Network extension platoon
A-8
Table A-29. Joint nodal network team
A-9
Table A-30. Line of sight V3 team
A-9
Table A-31. Data support team
A-9
Table A-32. Retransmission team
A-9
Table A-33. Command section
A-9
Table A-34. Personnel section
A-10
Table A-35. Unit ministry team
A-10
Table A-36. Logistics section
A-10
Table A-37. Intelligence/operations section
A-10
Table A-38. Communications section
A-10
Table A-39. Support operations office
A-11
Table A-40. Combat service support automation management office
A-11
Table A-41. Plans section
A-11
Table A-42. Readiness operations division
A-11
Table A-43. Detachment headquarters
A-12
Table A-44. Company headquarters
A-12
Table A-45. Distribution platoon headquarters
A-12
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FM 3-90.31
26 February 2009
Contents
Table A-46. Truck squad (X2)
A-13
Table A-47. Supply platoon headquarters
A-13
Table A-48. Stock control section
A-13
Table A-49. General supply section
A-13
Table A-50. Class IX section
A-14
Table A-51. Fuel and water platoon headquarters
A-14
Table A-52. Class III storage/issue section
A-15
Table A-53. Water section
A-15
Table A-54. Company headquarters
A-16
Table A-55. Maintenance control section
A-17
Table A-56. Service/recovery section
A-17
Table A-57. Automotive/armament maintenance platoon
A-17
Table A-58. Tank/automotive maintenance section
A-18
Table A-59. Armament maintenance section
A-18
Table A-60. Electronic equipment maintenance platoon
A-19
Table A-61. Radio and communications security repair section
A-19
Table A-62. Computer/automated systems repair section
A-19
Table A-63. Microwave/radar repair section
A-19
Table A-64. Special electronic devices/wire systems repair section
A-20
Table A-65. Ground support equipment platoon
A-20
Table A-66. Ground support equipment maintenance section
A-21
26 February 2009
FM 3-90.31
v
Preface
Doctrine provides a military organization with unity of effort and a common philosophy, language, and
purpose. This field manual (FM) provides doctrine for the tactical employment and operations of the maneuver
enhancement brigade (MEB).
FM 3-90.31 is intended to facilitate the operations and training requirements of the MEB as they organize,
prepare for, and conduct operations. This initial FM will evolve after lessons learned from training and
operational experiences are incorporated into future Army doctrine. This FM provides doctrinal guidance for
commanders, staffs, and subordinate leaders to plan, prepare, execute, and assess MEB operations.
The other intended audience for this publication is those leaders and staff sections within units that will employ
an MEB or may operate under the command and control (C2) of the MEB. This publication should also be used
to guide joint, interagency, and multinational higher headquarters commanders and staff on the employment of
the MEB.
FM 3-90.31 reflects and supports Army operational doctrine. It is based on the doctrine and operational
concepts described in or emerging in selected documents to include—
• FM 3-0
• FM 3-07
• FM 3-11
• FM 3-19.1
• FM 3-34
• FM 3-90
• FM 71-100
• FM 5-0
• FM 7-15
• FMI 3-0.1
• FMI 5-0.1
• TRADOC Pamphlet 525-3-25
This manual is organized into nine chapters and three appendixes to provide additional detail on selected topics.
A brief description of the chapters and appendixes is provided below:
• Chapter 1 examines the operational environment (OE) and the nuances that apply to the MEB
headquarters.
• Chapter 2 provides a description of the key tasks of the MEB headquarters, its organization, and its
role in support of the division and echelons above division. It also highlights the special role of the
MEB in conducting maneuver support (MANSPT) operations.
• Chapter
3 discusses C2 within the MEB, the relationships to task-organized forces, and the
relationships of the MEB to the division, other units within the division, and to echelons above
division.
• Chapter 4 describes consideration for the MEB to integrate and synchronize its conduct of operations
using the Army operations process. This includes the nuances of providing MANSPT operations
support to various echelons of command, and integrating and task organizing the variety of capabilities
that the MEB may receive to perform its missions.
• Chapter 5 discusses a key task of the MEB—conduct maneuver support operations.
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FM 3-90.31
26 February 2009
Preface
• Chapter 6 discusses a key task of the MEB—conduct support area operations.
• Chapter 7 discusses a key task of the MEB—conduct consequence management operations.
• Chapter 8 discusses a key task of the MEB—conduct stability operations.
• Chapter
9 discusses sustainment of capabilities within the MEB and its subordinate elements.
Successful MEB operations depend on effectively incorporating sustainment support. This chapter
describes the integrated sustainment effort required to support MEB operations.
• Appendix A provides organization and manning chart information for the three organic elements of
the MEB.
• Appendix B discusses command posts of the MEB.
• Appendix C provides information on the Army battle command system (ABCS) and its impact on the
MEB.
FM 3-90.31 provides operational guidance for commanders and trainers at all echelons. It forms the foundation
within the established curriculum for employing the MEB within the Army’s education system. It applies to
Soldiers in the Active Army, National Guard, and United States (U.S.) Army Reserve. Information contained in
this manual will assist multinational forces and other Services and branches of the Army to plan and integrate
MEB capabilities. This doctrine also will assist Army branch schools in teaching the integration of the MEB
capabilities into Army and joint operations.
Terms that have joint or Army definitions are identified in both the glossary and the text. Glossary terms: The
glossary lists most terms used in FM 3-90.31 that have joint or Army definitions. Terms with an asterisk in the
glossary indicate that this FM is the proponent FM (the authority). Text references: Definitions printed in
boldface in the text indicate that this FM is the proponent FM. These terms and their definitions will be
incorporated into the next revision of FM 1-02. For other definitions in the text, the term is italicized, and the
number of the proponent FM follows the definition. This publication applies to the officers and Soldiers
assigned to operational headquarters; commanders and staffs of joint task forces (JTFs), corps, and divisions;
Active Army, the Army National Guard (ARNG)/Army National Guard of the United States (ARNGUS), and
the United States Army Reserve (USAR) unless otherwise stated.
The proponent for this publication is the United States Army Training and Doctrine Command (TRADOC).
Send comments and recommendations on Department of the Army (DA) Form 2028 (Recommended Changes
to Publications and Blank Forms) directly to Commander, United States Army Maneuver Support Center
(MANSCEN), ATTN: ATZT-TDD, 320 MANSCEN Loop, Suite 220, Fort Leonard Wood, Missouri 65473-
8929. Submit an electronic DA Form 2028 or comments and recommendations in the DA Form 2028 format by
e-mail to leon.mdottddengdoc@conus.army.mil
26 February 2009
FM 3-90.31
vii
Introduction
The Army is in the midst of a transformation process to move it to modularity—by adopting the six warfighting
functions and creating new and special organizations. One of those new and special organizations is the MEB.
As one of the five multifunctional support brigades, the MEB is designed to support division operations (also
echelon above division operations within Army, joint, and multinational C2 structures) and to respond to state
or federal authorities as a part of civil support operations.
The MEB is designed as a C2 headquarters with a robust multifunctional brigade staff that is optimized to
conduct MANSPT operations. Maneuver support operations integrate the complementary and reinforcing
capabilities of key protection, movement and maneuver, and sustainment functions, tasks, and systems to
enhance freedom of action. The MEB contains no organic units other than its headquarters and headquarters
company (HHC), network support company (NSC), and brigade support battalion (BSB) (see chapter 2 and
appendix A). The staff includes chemical, biological, radiological, nuclear, and high yield explosives
(CBRNE); engineer; and military police (MP) functional operations/planning cells. The staff also includes a
fires cell, area operations section, and airspace management section which support the capability of the MEB to
be assigned an area of operations (AO). Each MEB is uniquely tailored with augmentation for its directed
mission. An MEB typically includes a mix of several types of battalions and separate companies which may
include civil affairs
(CA); chemical, biological, radiological, and nuclear
(CBRN); engineer; explosive
ordnance disposal (EOD); and MP units. It may also contain other units to include military intelligence (MI)
assets and a tactical combat force (TCF) when assigned an AO with a level III threat. In certain circumstances,
the MEB may also include air and missile defense (AMD) units.
An MEB is a combined arms organization that is task-organized based on mission requirements. The MEB is
not a maneuver brigade although it can be assigned an AO and control terrain. The MEB receives, commands,
and controls forces to conduct operations. These brigades will typically be called upon to control terrain and
potentially facilities as well. While the MEB has no direct antecedents in today’s force structure, it combines
many functions previously performed by the division/corps rear operations centers, division engineer brigade,
and other division-level engineer, EOD, MP, and CBRN assets when supporting a division. MEBs provide
capabilities to enhance freedom of movement and maneuver for operational and tactical commanders. The
MEB has a combined arms staff and C2 capabilities that optimize it for many missions and facilitating
necessary and frequent transitions between those missions or in the conduct of multiple concurrent or
consecutive missions.
MEBs conduct maneuver support operations, support area operations, consequence management operations,
and stability operations for the supported force. These four key tasks comprise the core capability for this
organization. Typical supporting tasks related to these four MEB key tasks are listed below:
• Perform mobility and maneuver.
• Perform protection.
• Perform sustainment.
• Conduct operational area security.
• Conduct response force operations.
• Perform area damage control (ADC).
• Conduct terrain management.
• Perform fire support coordination.
• Conduct airspace management.
• Respond to CBRNE incident.
• Provide support to law enforcement.
viii
FM 3-90.31
26 February 2009
Introduction
• Conduct post incident response operations.
• Establish civil security.
• Establish civil control.
• Restore essential civil services.
The supported headquarters provides the MEB with protection priorities while continuously updating threat
estimates. After carefully assessing self-protection capabilities of the supported headquarters subordinate units,
the MEB commander allocates assets to meet the supported commander’s priorities. There will never be enough
capability to make the supported unit invulnerable to threats. Therefore, the MEB commander must balance the
needs of acceptable risk, self-defense, passive protection measures, and proactive elimination of threats.
The MEB is normally assigned an AO in which it performs a portion of its missions. It can also perform
support missions outside of its AO. Normally, the MEB AO is also the supported echelon’s support area. A
support area is a specific surface area designated by the echelon commander to facilitate the positioning,
employment, and protection of resources required to sustain, enable, and control tactical operations. (FMI 3-
0.1) The support area normally includes the echelon’s main supply routes. For each echelon, the support area is
annotated with the echelon size, such as a brigade support area or a division support area. If the supported
echelon has more than one MEB assigned, then the support area may be split into two or more AOs, one for
each MEB.
When assigned an AO, the MEB performs terrain management, movement control, clearance of fires, security,
personnel recovery, ISR, stability operations, ADC, and infrastructure development. The MEB does not
perform movement control on movements through its AO on higher headquarters designated main or alternate
supply routes. An MEB is not responsible for the supported echelon’s unassigned areas. For example,
movement control of sustainment operations in the division AO as a whole stays the division transportation
officer’s responsibility even when it passes through the MEB AO. The division transportation officer
coordinates those movements with the MEB.
This FM introduces the use of movement corridors to apply protection to movement. The MEB is organized
and trained to execute selected area security missions including route and convoy security. It is not designed to
conduct screen, guard, and cover operations. These operations are assigned to brigade combat teams (BCTs), or
in the case of screening operations, possibly to a combat aviation brigade. The MEB coordinates and
synchronizes the collective self-defense capabilities of bases and base clusters within its AO. When the
situation requires, the MEB provides the C2 and is able to execute limited offensive and defensive operations,
using response forces and/or a TCF, against threats within its AO. The TCF may include ground maneuver,
aviation, and fires assets. Division and higher commanders should employ a BCT or armored cavalry regiment
(ACR) when an AO will require more than a single maneuver task force (TF) to secure the AO. The MEB is
not designed to C2 multiple maneuver battalions.
The MEB does not supplant unit self-defense responsibilities. Units remain responsible for self-protection
against level I threats. The MEB provides reaction forces to respond to level II threats in its AO. If the brigade
is assigned an area security mission, it may need to be task-organized with a TCF when the likelihood of level
III threats is high. Those portions of a division’s supporting sustainment brigade or other tenant units positioned
in the MEB AO remain responsible for their own unit security and base and base cluster defense operations. To
accomplish this task, one method to consider is to place the tenant units under tactical control (TACON) of the
MEB for certain aspects of security. The MEB oversees area, not local, security operations in its AO. This
includes response and TCF operations directed against level II and level III threats.
The MEB conducts operations in areas external to its previously assigned AO when directed to do so by its
supported commander. This decision requires the supported headquarters to either temporarily change
boundaries for the AO of the MEB or have some other headquarters assume AO responsibilities for the terrain
on which the MEB units are tasked to conduct operations. One of these solutions allows the MEB to conduct
route security or convoy security operations along a ground line of communications (LOC) between portions of
the division AO and the AO of a subordinate BCT through what may have previously been unassigned area
within the division AO.
26 February 2009
FM 3-90.31
ix
Introduction
The supported MEB higher headquarters may assign missions for assets assigned or attached to an MEB
executed outside its AO, such as CBRN, CA, engineer, MP, and EOD assets. This requires careful coordination
between the tasked unit, the MEB headquarters, and the headquarters of the unit in which the mission occurs.
As an example, a fragmentary order may direct the MEB to provide an EOD capability in direct support (DS)
of a BCT for a specified period or mission. This capability would allow a BCT to safely inventory a newly
discovered ammunition storage facility. The order authorizes direct liaison between the MEB and the BCT to
coordinate numerous tactical and sustainment issues. These issues could include but are not limited to
movement routes and times, linkup points and times, recognition measures, location of supply points,
maintenance collection points, medical treatment facilities, and communications-electronics operating
instructions. Another approach would be to place MEB capabilities operational control (OPCON) (or TACON)
to the BCT for a specific mission profile if conditions require more than just a support relationship.
The number of MEBs supporting a headquarters depends on the factors of mission, enemy, terrain and weather,
troops and support available, time available, civil considerations (METT-TC) and the critical considerations of
span of control and functional area focus. A joint force commander (JFC) may place an MEB in support of
another Service or functional component, such as a Marine expeditionary force (MEF). An MEB may also be
placed in support of multinational forces.
The MEB provides a staff trained to C2 many of the key constructive capabilities required to conduct
consequence management. The consequence management could be conducted during any full spectrum
operation. The robust C2 and modular capabilities of the MEB make it effective in responding to disasters.
When the supported headquarters is task-organized with functional brigades, the MEB may also be required to
provide support to these brigades. An example of this might find the MEB providing support to an MP brigade
focused on providing control of dislocated civilians and handling detainees. In this case, the MEB may be
tasked to provide general engineering support to construct detainee facilities for the MP brigade.
To effectively understand the doctrinal employment of the MEB, it will also be important to understand the
keystone and other specialized CBRN, CA, engineer, EOD, and MP doctrine. The MEB is an evolving
organization that fills a critical role as a unique brigade headquarters optimized to perform MANSPT
operations in support of the division and echelons above division. Its unique staff organization is designed to
facilitate organizational flexibility for the echelon that it supports. At the BCT level, the brigade special troops
battalion (BSTB) can provide a similar role as a multifunctional headquarters to support MANSPT operations
in support of the BCT and its subordinate elements.
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FM 3-90.31
26 February 2009
Chapter 1
The Operational Environment and the Army’s Operational
Concept
Understanding the OE and how Army forces conduct operations within it as part of
an interdependent joint force underpins mission success and lays the framework for
the roles and mission of the MEB within the OE. This understanding requires a broad
perspective of operational problems and their relevance to each mission. The OE
must be understood from the perspective of land operations and the role of Army
forces in unified action. (See FM 3-0.) This chapter includes a brief discussion of the
continuum of operations, the Army’s operational concept of full spectrum operations,
an overview of the elements of combat power, and the linkage of MANSPT
operations to the elements of combat power and the operations process. All of this is
framed, where applicable, to the specific and unique capabilities and roles of the
MEB. The following chapters will address the specific considerations for the role of
the MEB and how it conducts operations.
OPERATIONAL ENVIRONMENT
1-1. Joint doctrine describes the operational environment as the composite of the conditions,
circumstances, and influences which affect the employment of capabilities and bear on the decisions of the
commander (joint publication [JP] 3-0). The OE encompasses physical areas and factors (geography,
weather, infrastructure, and population factors) and the information environment, to include information
concerning enemy, friendly, and neutral forces; and other variables relevant to a specific operation.
Understanding the OE is essential to the successful execution of operations. To gain a broad understanding
of these influences, commanders will normally consult with specialists in each area.
1-2. Operations on land are complex, dynamic, and uniquely tied to the geography and airspace of the
area of responsibility (AOR). The complexity of land combat stems from the geography, from the large
number of Soldiers and weapons platforms involved, and from the close, continuous interaction of land
forces with the enemy, noncombatants, and each other. Complexity is also a function of the combined arms
and joint nature of land combat, involving the interaction and mutual support of different arms and
services. Instantaneous global communications multiplies this complexity. Uncertainty and chaos
characterize operations on land. Technology, intelligence, and the design of operations can reduce
uncertainty. However, regardless of the effort allocated to intelligence, commanders still have to make
decisions based on incomplete, inaccurate, or contradictory information. An understanding of the OE
underpins the commander’s ability to make decisions.
THREATS
1-3. The threats faced by the MEB will be the same threats faced by other Army organizations and
included in the four major categories of traditional, catastrophic, irregular, and disruptive. (See FM 3-0.)
Preparing for and managing these threats requires employing all instruments of national power—
diplomatic, informational, military, and economic. The MEB must be prepared to support operations
against each of these threats. The organizational design of the MEB fills a previous void in Army and joint
force structure. The MEB is uniquely optimized to conduct MANSPT operations in support of Army, joint,
multinational, and interagency operations. The MEB is also designed to C2 forces to defeat level II and
level III threats within an assigned AO. (See paragraph 1-7 below and FM 3-0 for a more detailed
discussion of the threat.)
26 February 2009
FM 3-90.31
1-1
Chapter 1
1-4. Military forces will face a range of threats that extend from smaller, lower-technology opponents to
larger, more modernized conventional forces. It is likely that both will employ asymmetric methods that
avoid or counter U.S. strengths, without attempting to oppose them directly, while seeking to exploit
weaknesses. One technique to defeat the challenges associated with using improvised explosive devices
(IEDs) may be by using movement corridor operations. (See chapter 5 for more information on movement
corridor operations.)
1-5. Our adversaries will attempt to leverage the environment to achieve maximum advantage. To defeat
our adversaries, Army and joint forces must equip, train, and operate in complex situations impacted by
multiple variables. In addition to traditionally organized military forces, friendly forces will encounter
fractured governmental structures, terrorists, and armed gangs when committed. The standing government
may have lost control over sections of its country, allowing the free flow of weapons, drugs, and other
contraband across state boundaries. Criminal and terrorist elements, with transnational interests and links,
take advantage of the decay in state control and even attempt to accelerate it. Police, constabulary, and
other elements of state control are often under resourced, corrupted, and/or dissolved. The MEB conducts
operations to support the shaping of the OE and mitigate its negative effects on friendly operations.
1-6. The MEB has an organic staff that is optimized to provide for the planning and execution of key
tasks associated with protection, movement and maneuver, and sustainment. It uses attached and OPCON
units to conduct MANSPT operations in its AO and within the broader AO of the organization it supports.
The MEB’s capability to conduct support area operations in the assigned echelon support area provides
added security and defense for other units and enhances freedom of action for the supported echelon. The
capability to synchronize MANSPT operations and support area operations under the MEB provides a
unique set of capabilities to other Army, joint, and multinational elements for addressing challenges
presented by the threat.
THREAT LEVELS
1-7. Using threat levels assists commanders in managing risk, identifying vulnerabilities, and allocating
forces and resources in time and space in the OE. At the tactical level, enemy threat activities can be
generally described and categorized in three levels (see FM 3-90 for additional detail). Each level or any
combination of levels may exist in the AO.
1-8. More than one level of threat may be active in an AO and may operate in either an independent or a
coordinated fashion. (See chapter 6 for a discussion of how the MEB organizes to defeat these threats
during the conduct of support area operations.)
z
Level I threat. A small enemy force that can be defeated by a unit’s organic resources.
z
Level II threat. Enemy activities that require the commitment of a reaction force to defeat them.
z
Level III threat. A threat that requires the commitment of a TCF to defeat it.
OPERATIONAL AND MISSION VARIABLES
1-9. Operational and mission variables complement each other and support the common purpose of
describing the OE. The operational variables include political, military, economic, social, information, and
infrastructure that collectively create the joint memory aid of PMESII. The Army adds two more
operational variables (physical environment and time [PT]) to this joint construct to create the memory aid
of PMESII-PT with a total of eight operational variables. The mission variables are grouped into the time-
tested memory aid of METT-TC, which captures the six variables of METT-TC.
1-10. Each variable affects how Army forces combine, sequence, and conduct military operations.
Commanders tailor and task-organize forces, employ diverse capabilities, and support different missions to
accomplish military objectives. An analysis of these variables assist commanders in defining the
conditions, circumstances, and influences that affect operational options considered to plan, coordinate,
support, execute, and sustain operations. (See chapter 4 for a discussion of how the MEB may apply these
variables.)
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The Operational Environment and the Army’s Operational Concept
Operational Variables
1-11. Joint planners describe the OE in terms of operational variables. Operational variables are those
aspects of the environment, both military and nonmilitary, that may differ from one operational area to
another and affect the campaigns and major operations. Operational variables describe not only the military
aspects of an OE, but also the population’s influence on it. Joint and Army planners analyze the OE in
terms of operational variables.
1-12. The variables provide a broad view of the OE that emphasizes its human aspects. Since land forces
always operate among populations, understanding the human variables is crucial. They describe each
operation’s context for commanders and other leaders. Understanding them helps commanders appreciate
how the military instrument complements other instruments of national power. Comprehensive analysis of
the variables occurs at the joint level; Army commanders use the comprehensive joint analysis of the
variables to shape their understanding of the situation.
1-13. A quick look at the eight Army operational variables is discussed below to highlight potential
implications for the MEB. The examples are not meant to be all-inclusive treatment of MEB concerns or
applicability for each of the variables. (For more information on the variables, see FM 3-0.)
z
Political. Understanding the political circumstances within an OE will help the commander
recognize key actors and visualize their explicit and implicit aims and their capabilities to
achieve their goals. The MEB view might add challenges associated with political circumstances
permitting or denying access to key ports of entry or critical sustainment facilities. Opportunities
in the form of alternative access routes might be added. The MEB would be interested in the
effect of laws, agreements, or positions of allies that might affect planning and operations. The
political variable, always important, takes on a more prominent role during stability and civil
support operations.
z
Military. The military variable explores the military capabilities of all relevant actors in a given
OE. The MEB view adds a MANSPT focus to the view of the OE that integrates CA, CBRN,
engineer, EOD, and MP capabilities. Its multifunctional organic staff is concerned with the
aspects of movement and maneuver, selected sustainment, and many of the tasks associated with
protection and their effects on the force that the MEB is supporting. Using task-organized units
and other specialized staff augmentation, the MEB responds to those challenges presented by an
adversary’s capabilities in its own AO and the more extensive AO of the unit that it supports.
The MEB view might add the challenges associated with an adversary’s capability to employ
CBRN, explosive hazards or other obstacles, and the capability to challenge traditional
survivability standards of protection.
z
Economic. The economic variable encompasses individual behaviors and aggregate phenomena
related to the production, distribution, and consumption of resources. The MEB view might add
challenges associated with production or availability of key materials and resources.
z
Social. The social variable describes the cultural, religious, ethnic makeup, and social cleavages
within an OE. The MEB view would incorporate aspects of stability or civil support and the
necessary support to the stability or civil support plan provided by the units task-organized to
the MEB. The MEB must overcome the challenges associated with specific cultural or religious
buildings or installations and a host of other potential social concerns. Opportunities in the form
of the potential to provide for culturally related activities or building requirements might be a
consideration.
z
Information. This variable describes the aggregate of individuals, organizations, and systems
that collect, process, disseminate, or act on information. The MEB uses information engagement
to shape the OE as part of its operations.
z
Infrastructure. Infrastructure comprises the basic facilities, services, and installations needed
for the functioning of a community or society. The MEB view might add challenges associated
with specific deficiencies in the basic infrastructure. Opportunities in the form of improvements
to existing infrastructure and specific new projects might be added. The organic staff of the
MEB provides for a detailed understanding of infrastructure by subcategories in the context of
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combat operations, stability, and civil support operations. Several manuals that include more
detailed information on this are FM 3-34.400 and FM 3-34.170.
z
Physical environment. The defining factors are complex terrain and urban settings (super-
surface, surface, and subsurface features), weather, topography, hydrology, and environmental
conditions. The MEB view might add the challenges associated with natural and manmade
obstacles. Insights into environmental considerations are also a concern (see FM 3-100.4).
Opportunities in the form of existing routes, installations, and resources might be added. The
organic staff supports a broad understanding of the physical environment through geospatial
engineering which is discussed in detail in FM 3-34.230 and JP 2-03.
z
Time. The variable of time influences military operations within an OE in terms of the
decision—cycles, operational tempo, and planning horizons. The MEB view might add
challenges associated with completing required CA-related plan missions in the time allotted
because of the impact on perceptions of civilians during civil support or stability operations.
Opportunities in the form of potential to accelerate priority projects might be added for the
positive effect it would have on civil considerations and the perception of mission success.
Mission Variables
1-14. Analysis of the OE in terms of the operational variables provides the relevant information that
commanders can use to frame operational problems. While such analysis improves situational
understanding (SU) at all levels, land operations require more specific information. When commanders
receive a mission, they require a more detailed mission analysis focused on their specific situation.
1-15. The Army uses the mission variables identified in the memory aid of METT-TC as a framework for
this detailed mission analysis. When used together, mission and operational variables help commanders
visualize their situation. (Chapter 4 provides a more complete discussion of analysis using the mission
variables in terms of planning MEB operations.)
UNIFIED ACTION
1-16. Unified action is the synchronization, coordination, and/or integration of the activities of
governmental and nongovernmental entities with military operations to achieve unity of effort (JP 1). It
involves applying all instruments of national power, including actions of other United States Government
(USG) agencies and multinational military and nonmilitary organizations. Combatant commanders play a
pivotal role in unified actions; however, subordinate commanders also integrate and synchronize their
operations directly with the activities and operations of other military forces and nonmilitary organizations
in their AO.
1-17. Unified action includes joint integration. Joint integration extends the principle of combined arms to
operations conducted by two or more Service components. The combination of diverse joint force
capabilities generates combat power more potent than the sum of its parts. Joint integration does not
require joint commands at all echelons; it does require joint interoperability and an understanding of joint
synergy at all levels of command. Joint synergy extends the principles of combined arms to operations
conducted by two or more Service components. The strengths of each Service or functional component
combine to overcome the limitations or reinforce the effects of the other components. The combination of
multiple and diverse joint force capabilities generates combat power more potent than the sum of its parts.
Integrating the variety of MANSPT capabilities requires an understanding of the various capabilities and
limitations of those MANSPT assets available for any given mission. Integration also requires a common
understanding of the C2 structure and processes in place to employ the various MANSPT capabilities in
unified action.
INTERAGENCY COORDINATION
1-18. Because of the leverage of their wide range of expertise and funding resources, USG agencies can
support the JFC’s mission objectives and can greatly expand the capabilities of the joint force. This is true
whether the response is international in nature or within the United States
(for example, during
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The Operational Environment and the Army’s Operational Concept
consequence management in the United States, MEB forces may respond to incidents, which require close
coordination with other USG agencies). Coordination and a clear understanding of the commander’s intent
are critical when synchronizing operational efforts involving multiple USG agencies. The JFC will be
required to coordinate with USG agencies to achieve overall U.S. objectives. The MEB staff must have an
understanding of the capabilities of these agencies and their support functions. While USG agencies may
increase the resources engaged in a given operation, they may also increase and complicate the
coordination efforts. Stability operations are now regarded as a core U.S. military mission and are given
priority comparable to combat operations. Because integrated civilian and military efforts are key to
successful stability operations, the MEB staff must be prepared to conduct or support stability operations
by working closely with U.S. departments and agencies, foreign governments and security forces, global
and regional international organizations, U.S. and foreign nongovernmental organizations, and private
sector individuals and for-profit companies. The MEB may routinely participate in interagency
coordination during the conduct of consequence management operations within stability and civil support
operations.
1-19. The intricate linkages among the instruments of national power demand that commanders consider
all capabilities and agencies to help achieve the common end state. Interagency coordination forges a vital
link between military operations and activities conducted by such organizations as U.S. government
agencies; agencies of partner nations; nongovernmental organizations (NGOs); and regional, international,
and United Nations (UN) organizations, and agencies of a host nation (HN).
1-20. CA activities are fundamental to the execution of full spectrum operations. Designated CA units,
other military forces, and other government agencies, or a combination of the three perform and conduct
activities for the commander to establish, maintain, influence, or exploit relations between military forces
and other nonmilitary forces (see FM 3-05.40). CA operations assist in coordinating activities of engaged
military forces, and other USG agencies, NGO, and regional and intergovernmental organizations to
facilitate military operations and achieve objectives. These activities enhance the relationship between
military forces and civil authorities in areas where military forces are present. CA operations also involve
the applying functions normally the responsibility of local, regional, or national civil government, but for
various reasons, are not being accomplished.
MULTINATIONAL OPERATIONS
1-21. Multinational operations are conducted within the structure of an alliance or a multinational.
Achieving true unity of command is difficult in multinational operations and in many cases unity of effort
is the best that can be achieved. Agreement among the multinational partners establishes the level of
command authority vested in a multinational force commander. The President of the United States retains
command authority over U.S. forces. Most nations have similar restrictions. However, in certain
circumstances, it may be prudent or advantageous to place Army forces under OPCON of a multinational
commander. To compensate for limited unity of command, commanders concentrate on achieving unity of
effort. Consensus building, rather than direct command authority, is often the key element of successful
multinational operations. The MEB may provide the C2 for Army and potentially selected joint forces
supporting a multinational force.
1-22. During multinational operations, U.S. forces establish liaisons with multinational forces early. Army
forces exchange specialized liaison personnel in fields such as aviation, CBRNE, fire support, engineer,
intelligence, MP, public affairs (PA), and CA based on mission requirements. Missions to multinational
units should reflect the capabilities and limitations of each national contingent. Some significant factors are
relative mobility and size; intelligence collection assets; and long-range fires, special operations forces
(SOF), and organic sustainment capabilities. When assigning missions, commanders should also consider
special skills, language, and rapport with the local population, and the national pride of multinational
partners. Multinational commanders may assign HN forces home defense or police missions, such as
sustainment area and base security. Commanders should give special consideration to “niche” capabilities
such as mine clearance that may exceed U.S. capabilities.
1-23. Due to its multifunctional C2 capabilities and the ability to conduct multiple MANSPT operations,
support area operations, consequence management operations, and stability operations and tasks (see
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chapter 2), the MEB may be a unit of choice for the employment of Army forces in support of joint or
multinational operations. Its organic staff ability to integrate CBRN, engineer, EOD, MP, and other units
also makes it ideal for use in stability or civil support operations and situations where interagency
coordination will be high.
CONTINUUM OF OPERATIONS
1-24. The continuum of operations frames the application of land power and links the OE with the Army’s
operational concept of full spectrum operations. It includes the full spectrum operations and operational
themes. Each of these has described major categories but they are not discrete; they overlap; they occur
simultaneously. There are three tools for understanding and visualizing operations—continuum of
operations, full spectrum operations, and operational themes. (See FM 3-0.)
1-25. The full spectrum operations are the backdrop for Army operations. It is a tool to understand and
visualize the level of politically motivated violence and the corresponding role of the military in resolving
a conflict. It places levels of violence on an ascending scale marked by graduated steps from stable peace
to general war (see FM 3-0). While the MEB operates across this spectrum, it is uniquely capable of
performance on the lower side of the spectrum. It is also designed to effectively operate and adjust to
transitions within the spectrum.
1-26. The MEB conducts operations to shape the OE, lower the level of violence, set conditions favorable
for conducting subsequent operations and tasks, and to enhance freedom of action for the supported force.
1-27. An operational theme describes the character of the dominant major operation being conducted at
any time within a land force commander’s AO. The operational theme helps convey the nature of the major
operation to the force to facilitate common understanding of how the commander broadly intends to
operate (FM 3-0). The theme of a major operation may change for various reasons. Operational themes
have implications for approaches, task organizing, resource allocation, protection, and tactical task
assignment. The MEB may support operations within each of the operational themes.
OPERATIONAL CONCEPT
1-28. The Army’s operational concept of full spectrum operations is the core of its doctrine. Army forces
combine offensive, defensive, and stability or civil support operations simultaneously as part of an
interdependent joint force to seize, retain, and exploit the initiative to achieve decisive results. They
employ synchronized action—lethal and nonlethal—proportional to the mission and informed by a
thorough understanding of all dimensions of the OE. Mission command that conveys intent and an
appreciation of all aspects of the situation guides the adaptive use of Army forces (FM 3-0).
Note: FM 3-0 discusses simultaneity and synchronization, lethal and nonlethal actions, and
mission command in detail. Each of these affects the role of the MEB in full spectrum
operations.
1-29. Full spectrum operations are the purposeful, continuous, and simultaneous combinations of offense,
defense, and stability or civil support. Operations conducted overseas simultaneously combine three
components—offensive, defensive and stability operations. Within the United States and its territories,
operations simultaneously combine offensive, defensive, and civil support operations.
1-30. MEB operations contribute significant combat power, both lethal and nonlethal in nature, to all of
the components of full spectrum operations. Based on a METT-TC analysis, the MEB will be task-
organized with additional modular capabilities to meet mission requirements. The MEB conducts only very
limited offensive and defensive operations as a brigade and typically supports other organizations in
performing them. Staff augmentation by CBRN, CA, engineer, EOD, MP, and other capabilities may be
necessary to C2 the mix of modular units and capabilities task-organized to the MEB. These same
capabilities may be employed at division, corps, and theater echelons to conduct MANSPT operations
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The Operational Environment and the Army’s Operational Concept
tasks and provide other support to the force. Force tailored MANSPT capabilities can provide critical
nonlethal capabilities to conduct or support stability or civil support operations.
1-31. The MEB can simultaneously support the elements of offense, defense, and stability (or civil
support) in support of a higher echelon or focus on a single element of full spectrum operations during a
phase of a larger operation or within a specific AO. The MEB provides the C2 of multifunctional units and
is designed with staff capabilities and robustness to complement and reinforce any combination of full
spectrum operations. When specific functional requirements or magnitude of mission exceed the
capabilities of the MEB, functional brigades or multiple MEBs are employed to properly focus and C2
those actions. The unique design of the MEB, based on the factors of METT-TC, postures it to be a
potential unit of choice when conducting stability or civil support operations.
COMBAT POWER
1-32. Full spectrum operations require the continuous generating and applying of the eight elements of
combat power, often for extended periods. Joint doctrine defines combat power as the total means of
destructive and/or disruptive force which a military unit/formation can apply against the opponent at a
given time (JP 1-02). Army doctrine adds “Army forces generate combat power by converting fighting
potential into effective action. Combat power includes a unit’s constructive and information capabilities as
well as its disruptive and destructive force.” (FM 3-0) The MEB generates combat power to conduct
operations in its own AO and supports and enables the generation of combat power within the unit it
supports.
1-33. .Six of the elements of combat power—movement and maneuver, intelligence, fires, sustainment,
C2, and protection—are collectively described as the warfighting functions. Commanders apply combat
power through the warfighting functions using leadership and information (see FM 3-0). The MEB
provides complementary and reinforcing capabilities across the warfighting functions with support that is
primarily focused on the protection, movement and maneuver, and selected sustainment functions.
1-34. Commanders use the warfighting functions to help them exercise battle command. A warfighting
function is a group of tasks and systems (people, organizations, information, and processes) united by a
common purpose that commanders use to accomplish missions and training objectives (this definition was
shortened; the complete definition is printed in the glossary). Decisive, shaping, and sustaining operations
combine all the warfighting functions to generate combat power. No warfighting function is exclusively
decisive, shaping, or sustaining. The Army’s warfighting functions are fundamentally linked to the joint
functions. They also parallel those of the Marine Corps.
1-35. Commanders use combined arms to generate and increase the effects of combat power. Army forces
obtain combined arms through force tailoring, task organization, and mutual support. Mutual support takes
the form of complementary and reinforcing capabilities. Commanders balance the ability to mass the
effects of lethal and nonlethal systems with the requirements to deploy and sustain the units that employ
those systems. Sustaining combat power throughout the operation is important to success. Tailored force
packages maximize the capability of initial-entry forces consistent with the mission and the requirement to
project, employ, and sustain the force. Follow-on forces increase the entire force’s endurance and ability to
operate in depth. Employing reserves, focusing joint support, arranging rest for committed forces, and
staging sustainment assets to preserve momentum and synchronization all assist in applying combat power
effectively over time and space.
1-36. Combined arms is the synchronized and simultaneous application of the elements of combat power
to achieve an effect greater than if each element was used separately or sequentially (FM 3-0). The term
combined arms is not reserved solely for close combat or maneuver units. Combined arms employ each of
the warfighting functions and its supporting systems. Used destructively, combined arms integrate different
capabilities such that counteracting one makes the enemy vulnerable to another. Used constructively,
combined arms multiply the effectiveness and the efficiency of Army capabilities used in stability or civil
support. The MEB uses combined arms to generate combat power and applies it to conduct operations. It
routinely supports divisions and echelons above division and their subordinate headquarters to generate
and maintain combat power. Based on METT-TC, the MEB may create combined arms battalion TFs or
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company teams from its assigned CBRN, engineer, and MP battalions and other units to facilitate
operations within its own AO, and in support of other units within the higher headquarters to which it is
assigned.
1-37. Combined arms use complementary and reinforcing capabilities. Complementary capabilities protect
the weaknesses of one system or organization with the capabilities of a different arm or warfighting
function. Reinforcing capabilities combine similar systems or capabilities within the same warfighting
function to increase the function’s overall capabilities. The MEB may use task-organized CBRN, EOD,
engineer, and MP elements (TFs or company teams) to conduct route reconnaissance and use MP,
engineer, CBRN, and EOD elements to perform various tasks primarily subordinate to the movement and
maneuver, protection, and sustainment warfighting functions. In these examples, the combined arms
applications of these elements are both complementary and reinforcing and provide MANSPT operations
support to the force as a whole and specifically to the echelon headquarters they are supporting. (See
FM 3-0.)
1-38. Task organizing is the act of designing an operating force, support staff, or logistic package of
specific size and composition to meet a unique task or mission. Characteristics to examine when task
organizing the force include, but are not limited to training, experience, equipage, sustainability, operating
environment, enemy threat, and mobility (JP 3-05). To the joint definition, Army doctrine adds: The act of
designing an operating force, support staff, or logistics package of specific size and composition to meet a
unique task or mission. Characteristics to examine when task organizing the force include, but are not
limited to, training, equipage, sustainability, operating environment, enemy threat, and mobility. For Army
forces, it includes allocating available assets to subordinate commanders and establishing their command
and support relationships (FM 3-0).
MANEUVER SUPPORT OPERATIONS AS PART OF FULL
SPECTRUM OPERATIONS
OVERVIEW
1-39. Maneuver support operations integrate the complimentary and reinforcing capabilities of key
protection, movement and maneuver, and sustainment functions, tasks, and systems to enhance
freedom of action. The MEB conducts MANSPT operations and then integrates and synchronizes them
across all the Army warfighting functions to support offensive and defensive operations and to conduct or
support stability operations or civil support operations. The integration and synchronization of MANSPT-
related tasks shape the environment to protect the force, enhance survivability and other protection tasks,
enhance mobility and countermobility and other movement and maneuver tasks, provide selected
sustainment support, and generally expand the freedom of action of the supported echelon while denying it
to the enemy. This allows combat power to be applied at the decisive point and time and facilitates
simultaneous combinations at the operational level and rapid transitions at the tactical level. (See Chapter 5
for a more complete discussion of MANSPT operations and their application in the MEB.) While other
units may provide aspects of MANSPT operations, the MEB is uniquely designed and staffed to conduct
MANSPT operations for the units that it supports.
1-40. The primary functional branches representing the core of MANSPT operations capabilities are found
in the CBRN, engineer; and MP branches, but other critical and essential participation comes from the
focused areas of CA and EOD, and in selected situations, the air defense branch. Each of these branches
and focused areas has significant capabilities that contribute to the conduct of MANSPT operations.
MANSPT operations require multifunctional and multibranch integration. The MEB and the other
functional brigades (CBRN, engineer, and MP) are the primary units that conduct MANSPT operations at
the division echelon and above. At the BCT echelon and below the BSTB and selected CBRN, engineer,
and MP battalion headquarters may be designed and trained to C2 combined arms MANSPT capabilities.
This is similar to how the MEB receives complimentary and reinforcing capabilities to and from the
functional brigades The MEB may provide reinforcing capabilities to the BSTB.
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The Operational Environment and the Army’s Operational Concept
1-41. MANSPT operations provide the commander with capabilities to be predictive and proactive while
at the same time provide the ability to react to enemy initiatives. The commander must understand the OE
and its implications to friendly and enemy operations. This understanding allows the commander to predict
enemy actions that leverage the environment, to take proactive actions against the enemy to deny him the
means to do so, and to avoid areas of highest risk or engage the enemy in those areas within enhanced
situational awareness (SA). The commander may also shape the OE using the integrated capabilities of
MANSPT operations to enhance the operational performance of each unit in support of full spectrum
operations. MANSPT operations not only enable the performance of units but also seek to deny the enemy
options—including the ability to maneuver freely. To develop and maintain this understanding of the OE,
the commander applies a wide range of dedicated and collateral sensors. The commander also considers the
physical, human, and informational factors when considering the impact of the OE on MANSPT
operations.
PROTECTION
1-42. The protection warfighting function is presented along with the other five warfighting functions in
FM 3-0. MANSPT operations integrate many of the tasks within this warfighting function, but not all of
them. (When revised, FM 3-13 will address information protection.)
1-43. The protection warfighting function is the related tasks and systems that preserve the force so the
commander can apply maximum combat power (FM 3-0). Preserving the force includes protecting
personnel (combatants and noncombatants), physical assets, and information of the United States and
multinational military and civilian partners. The protection warfighting function facilitates the
commander’s ability to maintain the force’s integrity and combat power. Protection determines the degree
to which potential threats can disrupt operations and counters or mitigates those threats. Protection is a
continuing activity; it integrates all protection capabilities to safeguard bases, secure routes, and protect
forces. The protection warfighting function includes the following tasks:
z
AMD.
z
Personnel recovery.
z
Information protection.
z
Fratricide avoidance.
z
Operational area security.
z
Antiterrorism (AT).
z
Survivability.
z
Force health protection.
z
CBRN operations.
z
Safety.
z
Operations security.
z
EOD.
1-44. Those tasks within the protection warfighting function that are best integrated by the MEB in
MANSPT operations and support area operations are discussed in chapter
5. The integration and
synchronization of MANSPT-related tasks shape the environment to protect the force, enhance
survivability and other protection tasks, and expand the freedom of action of friendly forces while denying
it to the enemy. This allows combat power to be applied at the decisive point and time and facilitates
simultaneous combinations at the operational level and rapid transitions at the tactical level. (FM 3-90
provides a discussion of many of the tasks included in the movement and maneuver warfighting function.)
MOVEMENT AND MANEUVER
1-45. The movement and maneuver warfighting function is the related tasks and systems that move forces
to achieve a position of advantage in relation to the enemy. Direct fire is inherent in maneuver, as is close
combat (FM 3-0). The function includes tasks associated with force projection related to gaining a
positional advantage over an enemy. One example is moving forces to execute a large-scale air or airborne
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assault. Another is deploying forces to intermediate staging bases in preparation for an offensive.
Maneuver is the employment of forces in the operational area through movement in combination with fires
to achieve a position of advantage in respect to the enemy in order to accomplish the mission (this
definition was shortened; the complete definition is printed in the glossary). Maneuver is the means by
which commanders mass the effects of combat power to achieve surprise, shock, and momentum. Effective
maneuver requires close coordination with fires. Movement is necessary to disperse and displace the force
as a whole or in part when maneuvering. Both tactical and operational maneuver require logistic support.
The movement and maneuver warfighting function includes the following tasks:
z
Deploy.
z
Move.
z
Maneuver.
z
Employ direct fires.
z
Occupy an area.
z
Conduct mobility and countermobility operations.
z
Employ battlefield obscuration.
1-46. Those tasks within the movement and maneuver warfighting function that may be best integrated by
the MEB in MANSPT operations and support area operations are discussed in chapters 5 and 6. The
integration and synchronization of MANSPT-related tasks shape the environment to provide mobility and
countermobility, provide or enhance other movement and maneuver tasks, and expand the freedom of
action of friendly forces while denying it to the enemy. This allows combat power to be applied at the
decisive point and time and facilitates simultaneous combinations at the operational level and rapid
transitions at the tactical level. The movement and maneuver warfighting function does not include
administrative movements of personnel and materiel. These movements fall under the sustainment
warfighting function. (FM 3-90 provides a discussion of many of the tasks included in the movement and
maneuver warfighting function.)
SUSTAINMENT
1-47. The sustainment warfighting function is the related tasks and systems that provide support and
services to ensure freedom of action, extend operational reach, and prolong endurance (FM 3-0). The
endurance of Army forces is primarily a function of their sustainment. Sustainment determines the depth
and duration of Army operations. It is essential to retaining and exploiting the initiative. Sustainment is the
provision of the logistics, personnel services, and health service support necessary to maintain operations
until mission accomplishment. Internment, resettlement, and detainee operations fall under the sustainment
warfighting function and include elements of all three major subfunctions.
(FM 4-0 describes the
sustainment warfighting function.)
1-48. Sustainment is discussed in several ways in this manual—the sustainment warfighting function,
sustainment operations; and sustainment tasks. The sustainment discussed as part of MANSPT operations
only includes the sustainment operations performed by the MEB with task-organized forces. The MEB
provides support to the sustainment warfighting function primarily through its focus on tasks associated
with general engineering support and internment and resettlement operations.
FREEDOM OF ACTION
1-49. MANSPT operations are intended to enhance freedom of action for the supported force. Gaining and
maintaining freedom of action is necessary during all full spectrum operations. Freedom of action in this
context focuses on providing the commander with options that would otherwise be unavailable if actions
by the threat were successful. These actions include, but are not limited to, tactical security, mobility,
countermobility, survivability, CBRN operations, and other aspects of the movement and maneuver,
protection, and sustainment warfighting functions. They include moderating or eliminating effects of
obstacles (primarily terrain and weather) to enable the commander to deploy and maneuver where and
when desired, without interruption or delay, to achieve the mission. Protection, movement and maneuver,
and sustainment each have proactive and reactive actions associated with this focus.
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1-50. Initiative is directly impacted by the freedom of action that a commander has. A commander may be
impacted by many things to include constraints, restraints, and operational limitations (or control measures)
imposed because of primarily legal, political, or C2 decisions. MANSPT operations may not directly affect
these, but they do contribute capabilities for the supported commander to seize, retain, and exploit the
initiative as the surest way to achieve decisive results. MANSPT operations emphasize creating options
and opportunity for the commander.
1-51. There is no approved definition for freedom of action in either joint or Army doctrine. It is currently
used as a part of the definitions for the terms centers of gravity, constraint, operational limitation,
restraint, space control, and tactical security. FM 3-0 highlights only the sustainment warfighting function
as providing freedom of actions but so do other warfighting functions. MANSPT operations contribute to
the commander’s freedom of action to decisively exercise his/her will to complete the mission, protect the
force, and to affect movement (of both the enemy and his/her own forces). The MEB is specifically
designed to conduct MANSPT operations for the commander at division and echelons above division and
provide the supported commander with capabilities that contribute to freedom of action as a result.
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MEB Mission and Organization
The MEB is a unique multifunctional C2 headquarters designed to perform MANSPT
operations for the echelon it supports. Task organization is based upon identified
mission requirements for the echelon it is supporting. It may be placed in support of
Army, joint, interagency, or multinational headquarters. The headquarters is staffed
and optimized to conduct combined arms operations integrating a wide range of
MANSPT related technical branches and combat forces. The MEB can organize,
provide, or employ unique battalion TF and company team combined arms technical
experts to conduct MANSPT operations across full spectrum operations. The MEB
may include a mix of CBRN, CA, engineer, EOD, MP and potentially AMD and/or a
TCF. The number and type of organizations placed under a MEB depends on the
mission, threat, and number and type of battalions or companies that require C2.
Peacetime task organization may vary due to stationing and the type of units that are
collocated under the MEB for C2. The MEB is optimized to provide staff planning
for and C2 of the units required to conduct maneuver support operations, support area
operations, and consequence management operations.
CAPABILITIES
2-1. The MEB is designed to C2 forces from multiple branches but especially those that conduct
MANSPT operations for the force. It employs them to conduct full spectrum operations in support of Army
division, echelon above division (EAD), joint, interagency, or multinational headquarters. More than one
MEB may be assigned to a higher headquarters. The MEB is capable of operating across the full spectrum
operations to support, reinforce, or complement offensive and defensive major combat operations and can
support or conduct stability or civil support operations. It can enable the decisive operation or lead shaping
or sustaining operations with a focus on general engineering or internment and resettlement (I/R). In
special situations, the MEB may conduct the decisive operation. The MEB is not a maneuver brigade;
however, it is normally assigned an AO and controls terrain. The only maneuver the MEB is capable of is
defensive maneuver and very limited offensive maneuver by employing its reserve to counter or spoil a
threat. The MEB does not typically maneuver as a brigade. The MEB is designed to be assigned an AO and
C2 with higher headquarters designated TACON for security and defense of tenant units. (See chapter 6.)
2-2. The MEB shares these characteristics with the other support brigades—
z
Tailorable—can be task-organized based on the factors of METT-TC.
z
Modular—easily attaches/detaches subordinate units.
z
Expeditionary—can be quickly deployed in modules.
z
Networked—has an organic signal company and liaison officers (LNOs) to link with other
headquarters/forces.
z
Joint interdependent—uses and contributes to other Service capabilities.
z
Agile—can reinforce other brigades with subordinate capabilities.
z
Multifunctional—headquarters employs multiple branch capabilities to accomplish multiple
types of mission tasks.
2-3. Unlike other support or functional brigades, the MEB is staffed and trained to C2 an assigned AO
and to control terrain. In this regard, it is similar to a BCT, without the inherent maneuver capability of a
26 February 2009
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Chapter 2
BCT. It has the added staff to perform the tasks needed to operate an AO to include conducting selected
combat operations within that AO. Many of the units not staffed to control terrain become tenants within
the assigned AO (especially if the AO is the echelon support area) of the MEB. (See chapter 6.) The MEB
can also conduct up-to-battalion-level close combat within its AO when assigned a TCF. It provides an
“economy of force” capability so BCTs/maneuver units can focus on combat operations. It directly
supports and synchronizes operations across all six Army warfighting functions.
2-4. The MEB has limited organic structure and depends on other organizations for some additional
capabilities. Detailed mission analysis and running estimates identify requirements. Examples of MEB
dependencies include fires (counterfire radar, forward observers, and ability to lase targets, Air Force
TACON party), sustainment (forward support company, area support medical company, aerial medical
evacuation), and intelligence, surveillance, and reconnaissance (ISR) capability (unmanned aircraft system
[UAS], MI units, geospatial staff).
KEY AND SUPPORTING TASKS
2-5. The MEB’s key tasks include conduct maneuver support operations, conduct support area
operations, conduct consequence management operations, and conduct stability operations. The following
paragraphs include the typical supporting tasks for each MEB key task.
2-6. Conduct maneuver support operations (see chapter 5) includes—
z
Perform mobility.
z
Perform protection.
z
Perform sustainment.
2-7. Conduct support area operations (see chapter 6) includes—
z
Conduct operational area security.
z
Conduct response force operations.
z
Perform ADC.
z
Conduct terrain management.
z
Perform fire support coordination.
z
Conduct airspace management.
2-8. Conduct consequence management (see chapter 7) includes—
z
Respond to CBRNE incident.
z
Provide support to law enforcement.
z
Conduct post incident response operations.
2-9. Conduct stability operations (see chapter 8) includes—
z
Establish civil security.
z
Establish civil control.
z
Restore essential civil services.
MEB ORGANIZATION
2-10. The MEB is designed to perform MANSPT operations in support of the division and its assigned
elements and EAD organizations. The MEB is optimized to conduct operations and C2 those elements that
conduct MANSPT operations (primarily focused on combinations of CBRN, engineer, EOD, and MP
capabilities/units). The brigade also conducts combat operations up to the level of a maneuver battalion
when task-organized with a TCF or task-organized with other maneuver forces. The compact size of the
organic elements of the MEB facilitates rapid deployment, enabling strategic responsiveness while
maintaining enough capability to provide C2 and the functional expertise necessary for rapid tailoring. The
unique staff provides the MEB with the capability to conduct the other key tasks in ways no other brigade
may do. This is discussed further in the chapter on each MEB key task.
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MEB Mission and Organization
2-11. Beyond its three organic units (HHC, NSC, and BSB), the MEB has no fixed structure. When
assigned or attached in support of a theater specific operation, OPORD, OPLAN, or CONPLAN, the
brigade staff will conduct a mission analysis to determine the capabilities, task organization, and command
and support relationships necessary to accomplish the mission. The organization is tailored to respond to
the elements of METT-TC. It receives a mix of modular units from detachments to battalions. Figure 2-1
depicts possible units task-organized to the MEB for a specific mission. In many cases, the broad
geographic responsibilities and extensive functional capabilities that the MEB represents will require a
variety of subordinate, functionally based formations, mission tailored for the environment.
2-12. It will be a challenge for the MEB to integrate task-organized units and employ them as cohesive
tactical formations the way units with organic subunits, leaders, and Soldiers can. The trust and teamwork
required to conduct close combat with combined arms formations (both technical/functional and maneuver)
is difficult to develop quickly. The Army force generation collective training events and continuous in-
theater training will be essential to prepare the unit, develop trust and teamwork, and certify leaders.
Figure 2-1. A possible MEB task organization
HHC, MEB
2-13. The HHC provides the basis for effective C2 in support of the MEB commander. Its primary mission
is to provide C2 capabilities for the MEB across full spectrum operations in both complex and urban
terrain and against conventional and asymmetric threat capabilities. This is accomplished by core staff
from the MEB HHC and their associated signal support. See figure 2-2, page 2-4, for the major elements
within the HHC organization.
2-14. The MEB staff is unique in its capabilities to C2 many of the tasks associated with its mission. No
other brigade level organization has such a large and complete organic staff with the capabilities required
to conduct these operations.
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Chapter 2
Figure 2-2. MEB HHC organization
2-15. The command group contains the commander and deputy commanding officer (DCO) and provides
continuous command presence at one location or the ability to provide C2 for split-based operations. The
executive officer, command sergeant major, and three enlisted members complete the command group.
2-16. The headquarters company contains the company commander and first sergeant and 12 other
personnel to include a food management team, supply personnel, and an administrative noncommissioned
officer (NCO). The company provides sustainment support for the MEB headquarters and staff.
2-17. The area operations section and airspace management section, along with the fires cell (FC) under
the operations staff officer (S-3), gives the MEB the ability to be assigned an AO and control terrain. The
area operations section includes engineer, area security, protection, ADC, infantry, and CBRN staff
members. The airspace management section includes airspace command and control (AC2), electronic
warfare system operator, and tactical airspace integration system operator staff to provide the MEB with
the ability to control Army airspace within its assigned AO.
2-18. The FC includes a fire support coordinator (FSCOORD), fire support officer (FSO), and targeting
staff. The MEB depends upon indirect fires and counterfire radar support from a fires brigade or BCT and
must be augmented with forward observers and the ability to lase targets within its assigned AO. Based on
METT-TC, the MEB may have an artillery element in a command or support relationship to provide
indirect fires in support of its AO.
2-19. The S-3 operations section is unique due to the depth and breadth of its capabilities. It contains
engineer, MP, and CBRNE cells that provide a staff that is designed to integrate and synchronize the
conduct of MANSPT operations. This capability allows the staff to perform the MANSPT tasks associated
with full spectrum operations in a more complete manner than any other brigade level staff. The engineer
operations cell includes combat engineer, reconnaissance, terrain data, and power system technician staff
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26 February 2009
MEB Mission and Organization
that provides the MEB with the ability to conduct most engineer operations. The MP operations cell staff
includes maneuver and mobility support, protective services, and I/R expertise that provides the MEB with
the ability to C2 most MP operations. The CBRNE operations cell includes intelligence, CBRN, and the
fusion of EOD staff to provide the ability to C2 many CBRNE operations. The liaison team can provide
three
2-person liaison teams and a construction inspector. These assets give the MEB the ability to
integrate with other organizations and inspect construction performed in their AO by military units, HN, or
contractors.
2-20. The typical S-1, brigade surgeon section, medical treatment team, chaplain, public affairs, and S-4
logistics section, along with the organic BSB, provide the MEB with sustainment capability.
2-21. The S-2 intelligence section includes vulnerability assessment, intelligence analyst, criminal
intelligence staff members, and UAS operators (but no assigned UASs). If there is a significant threat, the
MEB must be augmented or task-organized with ISR capability, normally from the battlefield surveillance
brigade (BFSB), when assigned an AO.
2-22. The S-5 plans section includes engineer, MP, CBRN, infantry, and power systems technical staff
members to provide the necessary expertise to produce plans that capture both operational and tactical
considerations.
2-23. The S-6 communication section and the organic signal network support company provide the MEB
with communications connectivity that most functional brigades do not have.
2-24. All of the sections within the headquarters will be organized according to METT-TC factors to
support the organization and operation of command posts (CPs). The MEB will normally field two CPs (a
main CP and a tactical CP). The brigade will also have the capability to deploy command groups for short
or limited duration requirements as CPs. The MEB can also use the tactical CP as an early entry command
post. (See chapter 3.)
2-25. Key command and staff positions within the MEB organization will be uniquely identified as
requiring the special skills of the chemical, engineer, or MP branches. The staff must synchronize and
integrate many unique functional branches into brigade level operations. The range of employment options
requires the staff to have an understanding of the joint operations. The Army has established a new special
reporting code
(SRC)
01C
(chemical/engineer/MP immaterial) to identify the duty positions of
commander, DCO, executive officer (XO), S-3, S-3 operations officer, LNO (team chief), and headquarters
company commander.
NETWORK SUPPORT COMPANY
2-26. The NSC is intended to establish the organic communications for the MEB and provides the
following communication capabilities:
z
A tactical internet (TI) supporting Force XXI Battle Command Brigade and Below (FBCB2) SA
and C2 data exchange capabilities to maneuver, logistics, and C2 elements.
z
Combat net radio retransmission of voice using—
Single-Channel Ground and Airborne Radio System (SINCGARS).
Improved high frequency radio.
Single channel tactical satellite (TACSAT) for C2.
Note: The NSC has a secondary role of data retransmission where enhanced position location
reporting system (EPLRS), TI, or Army Common User System capabilities do not exist for the
MEB.
z
Global Broadcast Service with the ability to receive high bandwidth products such as imagery,
logistics data, and digital map information to support ABCS employment by commanders and
staffs.
z
Multichannel TACSAT to extend the range of the MEB’s communications services.
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2-5
Chapter 2
z
Management of the MEB C2 network.
z
Establishment of primary command post voice/video capabilities for the MEB.
z
Field level maintenance of organic communication-electronic and communications security
(COMSEC) equipment.
z
Planning for all matters concerning signal operations, automation, management, and information
security for the MEB.
BRIGADE SUPPORT BATTALION
2-27. The BSB is the organic organization providing C2 of distribution, maintenance, and medical support
for the MEB and consists of a headquarters and headquarters detachment (HHD), a distribution company,
and an SMC. Like the NSC, it is an organization designed to meet the needs of all of the organic elements
of the MEB and selected task-organized units. As the task organization of the MEB exceeds BSB
capabilities, the BSB must be task-organized with commensurate sustainment structure, which is normally
requested through the MEB to the sustainment brigade. An example of this would be the provision of a
forward support company (FSC) when an engineer battalion is assigned to the MEB.
2-28. The HHD, BSB provides C2 support to the commander for units organic or attached to the BSB,
which is normally located where it can best support the MEB based on METT-TC. As a general planning
factor, the BSB has the capability to provide logistic C2 support to 5 to 8 battalions within the AO over
unspecified distances, via a combination of throughput and supply point distribution methods from the
BSB. The BSB may require additional capabilities based on the logistics estimate prepared to determine
sustainment capabilities, anticipate support requirements, identify and resolve shortfalls, and develop
support plans. It requires the BSB to coordinate local area support through the sustainment brigade when
supported battalions cannot be reached due to excessive distance or heightened threat conditions.
Additional medical support is provided on an area basis by U.S. Army Medical Command units.
2-29. The distribution company is employed in the brigade support area (BSA) providing logistics support
to the brigade. It operates as part of the BSB with subordinate elements that operate throughout the brigade
area.
2-30. The SMC headquarters provides command, control, administrative, and logistical support for an
automotive/armament maintenance platoon, ground support equipment maintenance platoon, and electronic
equipment maintenance platoon in support of the MEB. The number and type of modules attached to the
SMC may fluctuate based on METT-TC.
2-31. The BSB has the following capabilities:
z
HHD, BSB.
C2 of subordinate elements providing logistics support.
Support operation services to include critical coordination with gaining units/organizations
receiving platoons and teams from MEB functional battalions.
Readiness oversight with linkages to organic distribution company class IX section.
Field feeding for the HHD, distribution company, signal network support company, and
field feeding support for an additional 350 transient personnel. Maximum field feeding
estimated to be for 599 personnel.
The combat service support automation management office (CSSAMO) section provides
support of all logistics information automation system and Standard Army Management
Information Systems
(STAMIS) within the brigade. They provide complete
customer-oriented assistance in using and operating logistics automated systems.
z
Distribution company.
C2 of supply distribution points, transportation, fuel and water support to the MEB.
Daily receipt, temporary storage, and issuance of all classes of supply (less class VIII) to the
MEB.
The transportation of up to 286 short tons of cargo daily.
Class III (B) retail fuel support to the brigade of up to 70,000 gallons per day.
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26 February 2009
MEB Mission and Organization
Water purification up to 30,000 gallons per day, and storage/distribution for the brigade of
up to 22,000 gallons per day.
z
Support maintenance company (SMC) (with assigned platoons).
C2 of subordinate elements performing field maintenance functions.
Consolidated unit administration, maintenance, supply, and field feeding support for up to
250 assigned personnel.
Maintenance control, shop stock, and wheeled vehicle recovery capability.
Field maintenance and technical inspection of small arms, artillery, fire control equipment,
armament, tracked and wheeled vehicles.
Field maintenance and technical inspection of utilities equipment, power generators,
construction equipment, quartermaster, and chemical equipment.
Field maintenance, operation, and technical inspection of microwave equipment,
COMSEC/radio equipment, support electronics devices, and radar.
SUPPORTED COMMANDS
SUPPORT OF THE DIVISION AND ABOVE
2-32. The MEB is primarily designed to provide support to the division but is capable of being employed
to provide support to EAD organizations as well. The division is the primary tactical warfighting
headquarters for C2 of up to six BCTs, the five types of supporting brigades (to include the MEB), and
other functional brigades conducting full spectrum operations. The division shapes the operation for
subordinate brigades, resources them for assigned missions, coordinates, synchronizes, and sequences their
operations. The MEB and its capabilities provide the division with the ability to shape operations and
provide selected sustainment for other brigades (for example, I/R and general engineering). The division
uses BCTs to fight battles and engagements and uses its attached support brigades primarily for shaping
and sustaining operations and to complement or reinforce the BCTs. The MEB will normally be assigned
an AO by the division that is focused on support area activities. This AO may contain all or part of a
division’s supporting sustainment brigade and other tenant units or headquarters positioned in support of
the division. The MEB would conduct support area operations when given this role by the division. (See
chapter 6.) (See FMI 3-0.1 for a discussion of modular force headquarters.)
2-33. Each MEB is uniquely tailored and task-organized for the role it is projected to perform for the
echelon that it is supporting. The MEB will typically receive its missions from a division or other echelon
headquarters it is supporting. Typical MEB support to the division (and potentially EAD organizations)
would include the key tasks discussed on page 2-2. Of special note is the ability to conduct operations
within a movement corridor
(see chapter
5). As part of its support to a division, the MEB may
simultaneously be supporting BCT offensive operations while conducting defensive operations in its
assigned AO or division area. It may also be conducting stability operations in its own AO while it is
supporting other units conducting stability operations in their AOs. These examples may be sequential or in
some cases, occur simultaneously.
2-34. The key tasks associated with the MEB cover a broad range of potential support to the division or
other echelon that is being supported. Depending on the types and numbers of elements assigned, the MEB
can perform a significant portion of the functional or combined arms missions/tasks typically associated
with CA, CBRN, engineer, EOD, and MP forces. The MEB is also capable of providing C2 to other forces,
to include but not limited to, AMD elements and a TCF.
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2-7
Chapter 2
EXAMPLE
As an example of support to a division, the MEB is capable of providing the C2
headquarters for a division river crossing operation while conducting other minor
operations. The MEB could do this one of two ways.
• The first is for the commander and DCO to each command different operations of
the brigade and use the main CP for the largest operation.
• The second, with a more complex crossing, is for the division commander to
position one deputy commanding general (DCG) and mobile command group with
the MEB to perform as the crossing site commander using the staff of the MEB to
facilitate C2.
Units are task-organized to the MEB to support this type of a gap crossing. A similar
role could also be performed by the MEB in support of a complex passage of lines.
2-35. While capable of performing multiple simultaneous tasks, a higher headquarters must ensure that it
does not exceed the span of control of the MEB with the number and types of missions that are given to the
MEB. When the amount of functional missions challenge the ability of the MEB to perform its
multifunctional role, functional brigades may need to be task-organized to the division. For example, an
MEB responsible for a complex AO is not able to also perform as a headquarters supporting a major
division gap-crossing operation within the division AO. In this example, another MEB or an engineer
brigade would need to support the division to provide the necessary C2 headquarters for this mission.
Multiple MEBs may be assigned to a division or higher echelon.
2-36. When assigned the mission of supporting EAD, joint, or multinational forces, the MEB could be task
organized with other Service or national units and integrate staff augmentation to C2 a variety of elements
necessary to support those forces. The MEB may or may not be assigned its own AO in such a role. The
MEB could conduct operations to support the corps or joint command. When assigned to a joint command,
the MEB may provide C2 of the joint security area (JSA). In this case, the MEB commander may be
designated as the joint security coordinator by a joint force commander. The MEB may be required to
establish or support a theater-level Joint Security Coordination Center. (FM 3-0 provides an example of the
MEB being OPCON to a MEF that highlights the modular nature of Army forces and the role that the MEB
plays in supporting Army modularity.)
SUPPORT OF OTHER BRIGADES
2-37. The MEB could be tasked to provide support to other divisional units to include BCTs, functional
brigades, or other support brigades. The division could task the MEB to conduct certain operations in
general support (GS) to the division with selected tasks requiring DS. When providing GS, the other
brigades in the division would coordinate their requirements with the division staff and the MEB. Based on
the division commander’s intent, the MEB would recommend priorities, task organization, and provide
directed support, refining specific details through collaboration with the BCTs and other support brigades
to accomplish missions.
2-38. MEBs can support BCT operations in a variety of ways. In general, the division may task organize
parts of the MEB to the BCTs for a specific mission or the MEB may complement or reinforce the BCT
with forces under MEB control performing selected missions/tasks within the AO of the BCT. Examples
include—
z
Assisting in the construction of a BCT’s initial detainee collection points.
z
Assisting in construction of defensive positions.
z
Building a bridge over a gap.
z
Performing decontamination at a site within a BCT AO.
z
Performing other tasks that are of a more temporary and specific nature.
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FM 3-90.31
26 February 2009
MEB Mission and Organization
2-39. Elements out of the MEB may also provide specific CBRN or engineer technical reconnaissance
capability to a BCT AO. MPs may secure a sensitive site within a BCT AO. CBRN, engineer, EOD, and
MP forces may provide a wide range of support to the BCT or other brigades within a division AO.
2-40. The MEB may also support mission staging operations (MSO) where a BCT rests, refits, and
receives large quantities of supplies. This may occur with the MEB having been assigned the AO within
which the MSO will occur or in another AO with the MEB providing support through MANSPT
operations.
EMPLOYMENT EXAMPLES
2-41. Figure 2-3 is an example of a division task organization that contains a single MEB. This particular
example does not provide the division with any functional brigades. Units that might otherwise be found in
functional CBRN, engineer, MP, or other brigades would likely be task-organized to the MEB. Support
that might otherwise be drawn from a functional brigade would likely come from the MEB if the necessary
assets have been task-organized to the MEB.
Figure 2-3. Example division organization
2-42. Figure 2-4 provides an example of the MEB organic units and of forces that may be assigned or
attached to the MEB in support of a division. This is but one of many possible task organizations for the
MEB. In special situations, the MEB may also have EOD, CA, and AMD units assigned or attached to it.
Figure 2-4. Example MEB organization
2-43. The effectiveness and success of the MEB depends on the synergy leveraged from integrating and
synchronizing contributions from all attached or OPCON units. Depending on the METT-TC factors, MEB
can task-organize assigned units into combined arms TFs and company teams. These combined arms
elements can then perform both pure functional tasks and MANSPT collective tasks more effectively and
efficiently. (See also chapters 5 and 7.) The MI unit reflected in this example (figure 2-4) would likely
come from the BFSB and be task-organized to an MEB when the METT-TC factors associated with a
particular AO require this augmentation of the MEB, similar to the organic MI companies that are found in
26 February 2009
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2-9
Chapter 2
all BCTs and the ACR. The TCF shown in this example could be made up of a variety of maneuver forces
and its actual size and composition would be based on the level III threat it would be focused against. The
MEB is not designed to C2 multiple maneuver battalions.
RELATIONSHIP TO FUNCTIONAL AND OTHER SUPPORT BRIGADES
2-44. The MEB bridges a capability gap between the limited functional units (CBRN/engineer/MP) of the
BCTs and the more capable functional brigades. This headquarters provides more functional staff
capability than BCTs but usually less than a functional brigade. The key difference between the MEB and
the functional brigades is the breadth and depth of the MEB’s multifunctional staff. The MEB provides
complementary and reinforcing capabilities. Based on its task organization and mission, the MEB can
detach functional modular units or combined arms elements (TFs or company teams) to support the BCTs
and potentially other multifunctional brigades, providing both functional and combined arms support
across the AO of the higher headquarters.
2-45. The MEB is normally employed when there is a requirement to C2 combined arms operations that
are focused on the key tasks of conduct maneuver support operations, conduct support area operations,
conduct consequence management operations, and conduct stability operations. When the situation
changes to require a purely functional approach or exceeds the C2 focus of the MEB, selected functional
missions should be transferred to functional brigades. Missions better performed by functional brigades
could include counter-CBRNE weapons and threats in the operational area, major (several battalions)
complex CBRNE operations, major focused combat and or general engineering operations, large scale
interment/resettlement operations (brigade level), or major integrated MP operations. The presence of a
CBRN, engineer, or MP brigade does not negate the need for an MEB to perform other functional-related
missions within its own AO or potentially at other selected locations within the division AO.
2-46. The MEB may also provide C2 for assets moved into the AOR but not yet needed by other units
during the current phase of operations. The MEB can C2 units in transition as they arrive in the division
AO or are in between task organizations and detach these units to provide added support to BCTs or
functional brigades when needed. The MEB capability to support reception, staging, onward movement,
and integration enables our modular Army to employ assets when and where required.
2-47. The MEB may control the terrain where other support or functional brigades are located. They will
synchronize their operations with all of the other tenant support brigades. The MEB may require
capabilities in a command or support relationship from the other support brigades. The MEB will have
some C2 authority over the tenant organizations within the MEB’s AO to conduct security and defense;
this may be TACON for security and defense. (See chapter 6.)
2-48. The MEB complements or reinforces the other support brigades. For example, the MEB can be
expected to coordinate or provide protection of designated sustainment packages or convoys from the
sustainment brigade to the BCTs or other brigades (functional or support) that are in support of the echelon
that the MEB is supporting.
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FM 3-90.31
26 February 2009
Chapter 3
Battle Command for the MEB
Each MEB headquarters begins with the same basic organization structure, staffing,
and capabilities. The personality of the commander, the experience of the staff, the
directed mission, task-organized units, and staff augmentation will require each MEB
to exercise battle command with some variations. This chapter discusses principles
and operational concepts of C2 for the MEB. Some procedures for the MEB must
still be developed or refined by units in the field and shared with new MEBs as those
units are formed and are prepared for employment. Battle command and mission
command are applied as described in FM 3-0, FM 5-0, FM 6-0, and FMI 5-0.1. The
MEB C2 system supports the commander as the MEB conducts operations.
COMMAND AND CONTROL
3-1. Command is the authority that a commander in the Armed Forces lawfully exercises over
subordinates by virtue of rank or assignment. Command includes the authority and responsibility for
effectively using available resources and for planning the employment, organizing, directing, coordinating,
and controlling of military forces to accomplish assigned missions. It also includes responsibility for
health, welfare, morale, and discipline of assigned personnel (the definition was shortened; the complete
definition is printed in the glossary). The elements of command are authority, decisionmaking, and
leadership. (See FM 6-0.) Commanders are responsible for applying the leadership element of combat
power and training subordinate leaders to reinforce that element.
3-2. Control in the context of C2, is the regulation of forces and warfighting functions to accomplish the
mission in accordance with the commander’s intent (the definition was shortened; the complete definition
is printed in the glossary). It includes collecting, processing, displaying, storing, and disseminating relevant
information for creating the common operational picture, and using information, primarily by the staff,
during the operations process. Control allows commanders to direct the execution of operations to conform
to their commander’s intent (FM 6-0).
3-3. Command and control is the exercise of authority and direction by a properly designated commander
over assigned and attached forces in the accomplishment of the mission. Commanders perform C2
functions through a C2 system (the definition was shortened; the complete definition is printed in the
glossary). C2 comprises the ability to envision activities over time and space necessary to achieve an end
state, to translate and communicate that vision into a brief but clear intent, to formulate operational
concepts, and to provide the force of will through the presence of leadership throughout the AO. These
abilities enable the MEB to concentrate assets at the time and place necessary to accomplish all assigned
and implied missions. Command is the art of war within the domain of the commander. Control is the
science of war within the purview of the staff. C2 has two components—the commander and the C2
system. The MEB commander uses the C2 system to exercise C2 over forces to accomplish a mission.
3-4. Battle command is the art and science of understanding, visualizing, describing, directing, leading,
and assessing forces to impose the commander’s will on hostile, thinking, and adaptive enemy. Battle
command applies leadership to translate decisions into actions—by synchronizing forces and warfighting
functions in time, space, and purpose—to accomplish missions (FM 3-0).
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Chapter 3
ROLE OF THE COMMANDER
3-5. Commanders are the key to C2. (See FM 3-0.) Commanders assess the situation, make decisions, and
direct actions. (See FM 6-0 for further discussion.) The MEB commanders’ knowledge, experience, and
personality determine how they interact with their units through C2. The commanders understand,
visualize, describes, direct, lead, and assess. Battle command describes the commanders’ role in the
operations process. Commanders decide what they need to do and the best method to do it. They lead their
units through the process in mission accomplishment. Commanders drive the process through mission
command.
3-6. MEB commanders establish a command climate for units, prepare them for operations, command
them during operations, and continually assess subordinates. Commanders use the warfighting functions to
help them exercise battlefield command. They use Army procedural control and Army positive control.
(See FM 3-0.) The MEB’s C2 system will be operated based on doctrine and modified to meet the
commanders’ personality. Within the limitations of the current C2 systems architecture, commanders
establish a system to meet the unique demands that they place on it, the abilities and personalities of
subordinates, and the capabilities of the organizations assigned, attached, or OPCON to the MEB.
Commanders visualize the nature and design of operations in terms of time, space, resources, purpose, and
action using mission command, the C2 system, and the operation process to facilitate battle command. (See
FM 3-0 for a discussion of leadership as an element of power, and FM 6-22 for a broader discussion of
leadership.)
MISSION COMMAND
3-7. Mission command is the conduct of military operations through decentralized execution based on
mission orders (this definition was shortened; the complete definition is printed in the glossary). Mission
orders leave the how of mission accomplishment to the subordinates by allowing them maximum freedom
of planning and action to accomplish missions. Successful mission command results from subordinate
leaders exercising disciplined initiative to accomplish missions within the commander’s intent. Mission
command requires an environment of trust and mutual understanding.
Note: There are times when factors such as high risk or the technical nature of some operations
will require the MEB commander to be more prescriptive in guidance. (See chapter 6.)
3-8. The four elements of mission command are as follows: (See FM 3-0.)
z
Commander’s Intent. The commander’s intent is a clear, concise statement of what the force
must do and the conditions the force must establish with respect to the enemy, terrain, and civil
considerations that represent the desired end state (FM 3-0). MEB commanders formulate and
communicate their intent to ensure unity of effort during operations, allowing subordinates to
exercise disciplined initiative.
z
Initiative (Individual). Initiative (individual) is the willingness to act in the absence of orders
when existing orders no longer fit the situation, or when unforeseen opportunities or threats
arise. (See FM 3-0.) MEB subordinates decide how to achieve their assigned missions within the
delegated freedom of action and the exercise of disciplined initiative during execution; they
have an absolute responsibility to fulfill the commander’s intent.
z
Mission Orders. A mission order is a technique for developing orders that emphasizes to
subordinates the results to be attained, not how they are to achieve them. It provides maximum
freedom of action in determining how to best accomplish the assigned missions. (See FM 3-0.)
The MEB commander intervenes to direct coordination, restore operations, or exploit success.
At a minimum, mission orders state the following:
Task organization.
Situation.
Commander’s intent and concept of operations.
Unit mission.
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Battle Command for the MEB
Subordinate unit missions/important tasks for each unit.
Mission essential coordinating instructions and minimum necessary control measures.
z
Resource Allocation. MEB commanders allocate appropriate resources to subordinates to enable
them to accomplish their missions. When conditions change, commanders may change
priorities, change tasks to subordinates, change task organization, and change the resource
allocation accordingly. If commanders determine they lack sufficient resources, they request
additional support. If additional resources are not available, commanders execute sequential
operations. Commanders also must consider information as a resource and share it through all
levels of their command using personal leadership and the unit’s information systems
(INFOSYS).
SYNCHRONIZING PLANS WITH OTHER HEADQUARTERS
3-9. The MEB routinely conducts planning with higher, lower, adjacent, supported, supporting
headquarters, and interagency organizations. The commanders and staff ensure that the MEB plans are
properly synchronized with the other organization.
3-10. Commanders should look for disconnects or disagreement between their staff and the other
organization’s staff. These frequently occur due to different situational understanding and perspectives.
The executive officer should try to resolve these differences then the commander should discuss them with
the other headquarters commander or leader as the two staffs work to develop their plans and orders.
RISK
3-11. Commanders may assess, evaluate, and decide when to accept prudent risk to create opportunities to
achieve decisive results. Risk is an element of operational design. (See FM 3-0.) The MEB will often be
required to accept operational or tactical risk somewhere to increase support elsewhere—to balance effort
between support area operations and MANSPT operations. The MEB can mitigate this risk by developing
branches and sequels and by providing subordinate commanders “be prepared” missions so that they are
better prepared to react to planned and unplanned events and opportunities and changing mission priorities.
The “be prepared” planning effort increases mental and organizational agility to respond to inevitable
changes.
3-12. The MEB can mitigate some tactical risks by shifting resources, changing priorities, phasing or
sequencing operations, reducing a subordinate units assigned tasks or size of AO, and deciding where to
assume risk when required. (FM 3-90 and FM 6-0 discuss tactical risk. See FM 5-19 for discussion on risk
management and composite risk management [CRM]).
3-13. Some high risk situations may require the MEB commander to exercise detailed command and less
mission command. (See FM 6-0.) For example, an MEB commander may use detailed command where
positive or central control is necessary to increase the probability of a specific effect occurring or when
time and procedural discipline is critical to success. To use positive control, the MEB C2 system must be
properly functioning.
COMMAND AND CONTROL SYSTEM
3-14. The MEB must be proficient on the GMET of conduct C2 and these supporting tasks that are part of
the operations process discussed in chapter 4:
z
Plan an operation.
z
Prepare for an operation.
z
Execute an operation.
z
Assess an operation.
3-15. The C2 system is the arrangement of personnel, information management, procedures, and
equipment and facilities essential for the commander to conduct operations (FM 6-0).
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Chapter 3
z
Personnel. The C2 system in an MEB begins with people. No amount of technology can reduce
the importance of the human dimension since combat involves Soldiers.
z
Information management is the science of using information systems (INFOSYSs) and
methods. Information management (IM) consists of the INFOSYS C2, information systems, and
relevant information (RI). The C2 INFOSYS provides the commander with a major physical
component of the C2 system. These computer and communication systems provide an accuracy
and reliability of information that can accelerate decisionmaking in the MEB. The C2 INFOSYS
also makes mission execution efficient and effective, allowing the commanders and staffs to
spend more time and energy on the art and human dimension of C2.
z
Procedures. Procedures are standard and detailed sequences of activities in the MEB to
accomplish tasks. They govern actions in the C2 system to effectively and efficiently exercise
C2. Adhering to procedures minimizes confusion, misunderstanding, and hesitance as
commanders rapidly shift forces to meet contingencies.
z
Equipment and facilities. The equipment and facilities provide sustainment and a work
environment for the other elements of the C2 system.
3-16. The C2 system supports the commander by performing three functions—
z
Creating and maintaining the common operational picture (COP).
z
Supporting decisionmaking by improving its speed and accuracy.
z
Supporting preparation and communication of execution information.
3-17. The MEB headquarters may be used as an additional division command post or to reinforce one. The
breadth and depth of the MEB C2 system provides it with the capability to be collocated or linked with a
division command group and C2 some division operations. An example would be a deliberate division gap
(river) crossing operation under the C2 of a DCG using the mobile command group and the MEB main CP.
A similar example would be a complex passage of lines. Depending on the complexity of the operation,
this may be the only mission the MEB could support during that timeframe.
3-18. The commander decides how to use the MEB DCO and XO. Considerations include the
personalities, individual strengths and weaknesses, and the unit’s mission. The commander uses the DCO
to help command; this gives the MEB the ability to have the commander continuously available in the main
CP or to command a separate operation. The commander may use the DCO to C2 specific areas within the
MEB so that the commander may focus elsewhere. The XO normally performs the role of chief of staff in
the main CP.
PERSONNEL
3-19. This section includes organization of the staff for C2. (See appendix A, appendix B, and chapter 2.)
The staff operates the commander’s C2 system. (See FM 6-0 for further discussion of staff functions.) The
MEB’s staff sections normally are distributed among three C2 organizations—the command groups,
tactical (TAC) CP, and main CP. The MEB commander organizes the staff within each CP to perform
essential staff functions to aid him or her with planning and in controlling operations. Enhanced CP
capabilities allow the commander to maintain CP functionality regardless of the spatial positioning of the
staff. The modularized design of each function (for example, maneuver and MANSPT, protection, and
ISR) provides commanders with the flexibility to tailor their CPs based on their assessment of the current
and future situation.
3-20. These C2 organizations are normally positioned within the MEB’s AO to maintain flexibility,
redundancy, survivability, and mobility. The CP of the BSB, while not a MEB-level CP, performs
functions that have significant impact on MEB operations. Accordingly, the BSB staff is often closely
involved in parallel or collaborative planning with the MEB CPs.
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Battle Command for the MEB
Command Post Organizations
3-21. The MEB commander may organize command groups, TAC CPs, and a main CP.
z
The command group consists of the commander and selected staff members who accompany
commanders to enable them to exercise C2 away from a command post. (FMI 5-0.1)
z
A command post is a unit’s or subunit’s headquarters where the commander and the staff
perform their activities (JP 1-02). CPs are the principal facilities commanders use to control
operations; it is a CP regardless of whether the commander is present.
3-22. The MEB may use command groups to observe critical events and direct C2 of MEB operations.
They are not permanent organizations and are organized based on the mission.
Command Group
3-23. Command group 1 is for the commander and command group 2 is for the DCO C2 organization. The
command groups are formed any time the MEB commander or deputy commander relocates to control the
operation. They will be equipped to operate separately from a CP whenever commanders or their deputy
commander must locate to influence operations with rapid decisions and orders. The commander will
determine the location of the command group.
3-24. The commander chooses how often to control operations from the command group and positions it
at the decisive point to observe, influence, sense, and ensure communications. The DCO’s command group
complements the commander’s command group in the direction of C2 of the MEB. Command group 2 is
organized when the MEB commander requires it to control an operation or the commander needs an
additional senior leader presence to influence the operations with rapid decisions and orders. The DCO
uses the same considerations as commanders in positioning their command groups in the AO.
z
The commander may control operations from the command group and locates near the most
critical event, normally with the main effort CP. From this location, the commander is better
able to observe critical events, maintain communications, and sense operations. Despite the
increased capability provided by the C2 INFOSYS, command remains a personal endeavor and
often requires a commander’s on-site assessment and leadership. Commanders should leverage
the C2 INFOSYS to allow adequate capabilities within the CP physical view of subordinates
and the terrain without affecting their decision-making ability.
z
Commanders consider the following in determining their location in the AO:
Linkage of the ABCS network to make timely decisions, including the ability to judge the
progress, condition, and morale of their forces. Within technical limitations,
communications systems adapt to the needs of the commander, not vice versa.
Time and location of critical events and/or decision points that have the greatest impact on
mission accomplishment. Ideally, commanders select a location where they can observe the
conditions that aid in making a critical decision.
Security for the command group, including the commander’s personal protection.
Tactical Command Post
3-25. The tactical command post
(TAC CP) contains a tailored portion of the MEB’s headquarters to
control current operations. The TAC CP is established when the commander must be positioned away from
the main CP location for an extended period, when METT-TC factors do not permit the commander access
to the main CP, and when the main CP is moving. The TAC CP focuses on assisting the commander with
C2 of current operations. It is commander focused and execution centric. Usually, or in accordance with
the commander’s guidance, the MEB S-3 is responsible for the TAC CP.
3-26. While desirable, a 24/7 capability is not an overriding consideration in forming the TAC CP. TAC
CP functions depend on connectivity to the main CP. The organization of the TAC CP is smaller and more
austere than the main CP. Its connectivity to the more robust main CP by way of the ABCS suite of
systems allows for efficient collaboration to ensure that it gets the required information necessary for the
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Chapter 3
commander’s decision-making process. The TAC CP can execute collaborative, distributed, and
simultaneous decisionmaking to translate the decision to action. This allows rapid decisionmaking focused
on current operations.
Main Command Post
3-27. The main command post contains the portion of the MEB’s headquarters in which the majority of
planning, analysis, and coordination occurs. The main CP is the commander’s primary C2 facility. The
MEB XO normally supervises the staff activities and functions of the main CP. It operates from a relatively
secure location and moves as required to maintain C2 of the operation. The main CP integrates and
synchronizes the conduct of MEB operations and the staff mission functions of ISR; planning; sustainment;
and command, control, communications, and computers.
3-28. The main CP monitors all operations, coordinates with higher and adjacent units, and provides in-
depth analysis of information and intelligence to provide recommendations to the commander. If the TAC
CP is not employed, the main CP controls tactical operations. The main CP is the focal point for
intelligence operations in the MEB and provides SU to the commander. The main CP monitors and
anticipates the commander’s decision points and commander’s critical information requirement (CCIR).
Early-Entry Command Post
3-29. An early-entry command post contains tailored portions of the MEB’s headquarters for a specific
mission over a specific time. It normally includes members of the TAC CP and additional planners,
intelligence analysts, liaison officers, and others as required. The MEB’s modified table of organization
and equipment (MTOE) does not provide the unit with a stand-alone early-entry command post (EECP).
Since the brigade may be one of the first to deploy into an AO, it should consider establishing an EECP.
3-30. The EECP allows a small part of the headquarters to deploy early into the AO, establish an initial C2
presence, link up with other organizations, assess the situation on the ground to refine plans, and prepare
for the arrival of the brigade. The EECP would allow continuous C2 of the MEB mission as the brigade
deployed into the AO. The EECP could accept C2 of other early entry units that will be part of the MEB as
they enter the AO. The EECP is typically an ad hoc and temporary C2 arrangement.
BSB CP
3-31. The BSB CP has a special role in controlling and coordinating the administrative and logistical
support for the MEB. The improvements in communications and INFOSYS means the MEB does not have
to operate a rear CP collocated with the BSB CP. If necessary, MEB sustainment staff (S-1, S-4, and
surgeon), may locate portions of their sections with the BSB CP.
3-32. The BSB CP performs the following functions for the MEB:
z
Tracking the current battle so it may anticipate support requirements before units request them.
z
Serving as the entry point for units entering the MEB AO.
z
Monitoring main supply routes (MSR) and controlling sustainment vehicle traffic.
z
Coordinating the evacuation of casualties, equipment, and detainees.
z
Coordinating movement of personnel killed in action.
z
Coordinating with the sustainment brigade for resupply requirements.
z
Assisting in operation of a detainee facility or a dislocated civilian (DC) point.
z
Providing ad hoc representation to the main CP to support the logistics section.
LIAISON OFFICER TEAM
3-33. The MEB LNO team is designed to go to the controlling or supported headquarters, especially if the
controlling headquarters is other than the U.S. Army. The LNO team cannot provide liaison to all of the
other types of units that might be in the MEB AO. Those other units should send LNOs to the MEB.
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Battle Command for the MEB
3-34. The MEB LNO team provides liaison, when required, to designated division, corps, SOF, joint,
interagency, multinational, multinational units in the AO to ensure effective coordination between the
designated unit and the MEB. The LNOs convey information and its meaning and context by interpreting
and explaining it. It is essential to have an LNO at the immediate higher headquarters during development
of plans and orders to help their staff fully understand the MEB capabilities and limitations and how to best
employ it. After the higher headquarters is more familiar with the MEB, the LNO can be reassigned. The
LNO team may need to be augmented to effectively link the brigade with multiple headquarters in a
complex operation. For example, due to the lack of organic ISR capability, the MEB may need to provide a
LNO to the BFSB to ensure the flow of information needed for MEB operations. At times, the MEB may
need to provide an LNO to a unit that receives significant assets from the MEB in a command or support
relationship. Other units in the MEB AO may need to provide LNOs to the MEB to coordinate their
operations.
SUCCESSION OF COMMAND
3-35. Succession of command occurs automatically on the death, capture, or evacuation of the brigade
commander. It also occurs when communications are lost with the commander for an extended period of
time. The brigade must treat succession of command as a type of drill. The MEB should establish an SOP
and consider METT-TC factors and other relevant considerations when determining succession of
command.
3-36. All leaders must understand the procedures required for a quick, smooth succession. The following
is one logical succession of command:
z
Brigade commander.
z
DCO.
z
BSB commander.
z
Brigade XO.
z
Brigade S-3.
INFORMATION SUPERIORITY (INCLUDES INFORMATION
MANAGEMENT)
3-37. Information superiority (IS) is the operational advantage derived from the ability to collect, process,
and disseminate an uninterrupted flow of information while exploiting or denying an adversary’s ability to
do the same (JP 3-13). The Army integrates IS in the C2 warfighting function. (See FM 3-0.)
3-38. To counter threats and focus on various audiences, commanders understand, visualize, describe, and
direct efforts that contribute to IS. These contributors (see FM 3-0) fall into four primary areas:
z
Army information tasks—tasks used to shape the OE.
z
Intelligence, surveillance, and reconnaissance—activities conducted to develop knowledge
about the OE.
z
Knowledge management—the art of using information to increase knowledge.
z
Information management—the science of using information systems and methods.
3-39. The Army conducts five information tasks to shape the OE. These are information engagement, C2
warfare, information protection, operations security, and military deception. The Army integrates the IS
contributors in the C2 warfighting function. (See FM 3-0.) The MEB may conduct or support these
information tasks.
3-40. IM is a continuing activity that the MEB must perform. It uses procedures and information systems
to collect, process, store, display, and disseminate information.
(FM 3-0). Information management
includes RI and INFOSYS. (See FM 6-0 and appendix C.)
3-41. Proper information management ensures MEB commanders receives the information they need to
make timely decisions. It consists of relevant information and INFOSYS. The commander and staff must
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Chapter 3
understand how to avoid potential information overload while developing SU within the MEB; well
structured SOPs assist them by rapidly conveying necessary information within the MEB.
3-42. The XO is responsible for IM within the MEB. The XO outlines responsibilities and supervises the
staff’s performance in collecting and processing relevant information. During operations, the XO ensures
that all staff members understand and support the CCIR. The XO ensures all staff members understand the
requirements, review incoming and outgoing information traffic, and understand procedures for informing
the commander and other designated staff officers of critical or exceptional information.
PROCEDURES
3-43. The MEB uses the Army operations process and military decision-making process (MDMP) to plan
and conduct operations. (See chapters 4 through 8 for more information.)
3-44. The MEB typically develops standardized battle drills to respond to episodic events during the
conduct of operations in the CP. One technique is to use the Combined Arms Center’s “Tactical Operations
Center (TOC) Battle Drills” as a basis of developing unit standing operating procedures (SOPs) and CP
procedures. The MEB develops SOPs for integrating task-organized units and staff augmentees, and
highlighting those tasks that are associated with MANSPT, support area, consequence management, and
stability operations.
EQUIPMENT AND FACILITIES
3-45. The MEB uses the ABCS. (See appendix C.) The CP is established using organic equipment either in
a field environment or within fixed facilities if available. (See appendix B for further MEB CP discussion.)
EXERCISING COMMAND AND CONTROL
3-46. The MEB commander must place the C2 system into action. Exercising C2 is dynamic throughout
the operations process, as exampled below—
z
Although planning, preparing, executing, and assessing C2 occur continuously in operations,
they need not occur sequentially. The MEB must prepare to perform all four actions
simultaneously, with the commander at the center of the process.
z
The operations process is execution focused rather than planning focused. The C2 INFOSYS
compress planning to allow more time to focus on execution. The INFOSYS do this in two
ways.
The INFOSYS allows better collaborative and parallel planning among echelons within the
MEB.
The INFOSYS provides a more accurate COP, allowing forces to execute faster with less
detailed planning.
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26 February 2009
Chapter 4
MEB Operations
This chapter discusses how the MEB conducts operations and some of the
considerations that may be more important to the MEB than other organizations as
the operations process are conducted. The MEB must be prepared to support the
simultaneous combinations used during full spectrum operations whether they are
conducted overseas or within the United States and its territories. Changes in the
scope and focus of each operation are likely to occur during the execution of a
mission and the MEB must be prepared to transition to support the needs of the unit
to which it is attached or OPCON. The operations process supports the requirement
for the MEB to balance efforts across what will likely be multiple missions, some
conducted sequentially, and others simultaneously as part of the role of this unique
organization.
OVERVIEW
4-1. The MEB uses Army planning processes. The MEB should understand joint planning processes
when their controlling headquarters is a JTF and the national planning processes when conducting civil
support operations.
(See chapter
8.) The standard Army planning processes and staff functions are
contained in FM 5-0, FMI 5-0.1, and FM 6-0, and they apply to all operations. MEB operations demand an
integrated combined arms approach. The key tasks that the MEB trains to conduct are unique and include
MANSPT operations, support area operations, consequence management operations, and stability
operations. These operations are each discussed in chapters 5 through 8 respectively.
4-2. The MEB will require tailoring or task organization for every mission that it performs since its
organic organization only includes the brigade’s HHC, an NSC, and a BSB. Capability requirements
should be identified early in the planning process and constantly reevaluated to ensure the MEB is able to
perform all of the specified and implied tasks that are necessary to achieve mission success. Some of the
shortfalls in the organic structure of the MEB are also discussed in this chapter.
Notes: For additional information to support the planning process for the MEB, see FM 3-0,
FM 5-0, FMI 5-0.1, and FM 6-0. For additional information on the capabilities of the CBRN,
engineer, and MP organizations that will typically make up the majority of MEB assets, see
FM 3-11, FM 3-19.1, and FM 3-34.
SIMULTANEOUS COMBINATIONS
4-3. The Army conducts full spectrum operations with few significant pauses, creating a relentless tempo
that overwhelms the enemy's capability to respond effectively. A tactical pause allows an enemy to
reorganize, reconstitute, prepare for our next action, or potentially seize the initiative. Not only does this
provide an enemy with an advantage, it prolongs the duration of operation leading to unnecessary
additional operations. High operational tempo and continuous pressure can seriously hinder the enemy’s
ability to reconstitute capabilities or reconfigure forces to prepare for subsequent operations. Simultaneous
and continuous operations combine defeat and stability mechanisms to achieve decisive results. The MEB
operations must also be simultaneous and continuous to facilitate the actions and the desired operational
tempo of the supported commander. Proper task organization of the necessary MEB assets must occur
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